Executive Summaries on Enterprise Apps© Number 6: Managing Differently After Implementing ERP

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What do you, yes you, the senior executives of the company do differently the day after your new ERP is up and running? The correct answer is everything, but we’ll focus on three specific items. Organizational Design Process Design Business Metrics
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Executive Summaries on Enterprise Apps© Number 7: How to measure the performance of your ERP System

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You went through all the effort and expense of implementing a new ERP system, so how is it working out? Do you have a way of measuring how well it’s being used? The best way to measure ERP performances is a dollarized measure of planned orders and exception messages that are not being worked.
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Executive Summaries on Enterprise Apps© Number 4: Four Steps for a Successful ERP Implementation

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Experienced executives know an ERP implementation is a complex undertaking whose success is by no means assured. Studies have shown that it is an endeavor that fails almost as often as it succeeds. Talk to any executive who has been through an implementation and they will be sure to have war stories to share . Companies spend up to six percent of one year’s gross revenue on an implementation – an investment too large to be wasted in a failure. The only way to ensure successful ERP implementation is to follow these four steps: Define success Plan for success Execute…
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Executive Summaries on Enterprise Apps© Number 2: Three reasons to implement a new ERP system

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A new Enterprise Requirements Planning (ERP) system can be an expensive and risky undertaking. I advise my executive clients that the decision to replace the existing system or to implement their first ERP system should be driven by one or more of the following three Decision Drivers. To improve profitability and cash flow To solve problems with existing systems To improve operations
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Executive Summaries on Enterprise Apps© Number 3: The Executive’s Three Roles in Successful ERP Implementation

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One of the most critical success factors for an ERP system implementation is an engaged and committed executive sponsor. The executive sponsor has at least three critical roles: Defines the vision and provides active sponsorship Selects and supports the team Endorses the team’s decisions and makes timely decisions
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Four Steps for Successful ERP Implementation

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An ERP implementation is a complex undertaking whose success is by no means ensured. The only way to ensure successful ERP implementation is to define success by defining the return on investment, then to plan, execute, and manage for success.
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Use a dollar focus to measure the performance of your ERP System

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Profit and cash flow are the most important measures of a business. Planned orders and exception messages are the most important way ERP affects those measures. The best way to determine how well your ERP system is being used is a dollarized measure of planned orders and exception messages that are not being worked.
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Three reasons to implement a new ERP system

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In my experience, implementing a new Enterprise Requirements Planning (ERP) system can be an expensive and risky undertaking. I advise my clients that the decision to replace the existing system or to implement their first ERP system should be driven by one or more of the following three factors. To improve profitability and cash flow To solve problems with existing systems To improve operations  1. Improve profitability and cash flow Executive are always looking for ways to improve profitability and cash flow. Good ERP systems can help by reducing costs of material and labor, and driving faster through put.  A…
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Ensuring Success with Your ERP Initiative: Tools and Techniques for Driving Change

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When you’re implementing a new ERP system, you want people to use new tools, screens and reports, and to work in new collaborative ways. In other words, you want people to change, and that makes an ERP implementation a change management project. Most of the time initiatives that require people to change the way they behave fall into two camps. We either assume people will naturally change from the old way to the new way, or we say how important change management is, and then assume someone else is doing that because we don’t have a clue how to get…
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The Problems with Inventory Turns

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Though inventory turns is the standard measure of inventory performance, inventory turns is limited as a metric. I’d go further to say, a good measure is one that causes the people involved to take action and therefore inventory turns is not a good measure. The first problem with turns as a measure is the question people always ask about it, what is the right number of turns? It is impossible to define the perfect number of turns. Some people say 52 turns, meaning I should turn my inventory once a week, is a great goal for turns. My experience is…
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