Erp Session 1 PDF

Introduction to Enterprise Resource Planning
Semester - VI
Copyright Amity University
Definition Of ERP - 1
Business solution that addresses all the
needs of an enterprise with the process
view of an organization to meet the
organizational goals and integrate all the
functions of the Enterprise.
Definition Of ERP - 2
Enterprise Resource Planning or ERP is an
industry term for integrated, multi-module
application software packages that are
designed to serve and support multiple
business functions.
What is an ERP package ?

Major business processes combined into
an integrated software solution
The focus is on entire value chain
ERP Package
An integrated suite of software
applications typically handling the
manufacturing, logistics, distribution,
inventory, shipping, and invoicing in larger
businesses.
Evolution Of ERP - Timeline
Evolution of ERP Systems

TIMELINE
SYSTEM
PLATFORM
DESCRIPTION
1960s
Inventory
Management &
Control
Mainframe legacy
using 3rd Generation
software (eg
COBOL,
FORTRAN)
With a focus on efficiency, these

systems were designed to
manage and track inventory of
raw materials and guide plant
supervisors on POs, alerts,
targets, providing replenishment
techniques and options, inventory
reconciliation, and inventory
reports.
1970s
Material
Requirement
Planning
(MRP)
Mainframe legacy
using 3rd Generation
software (eg
COBOL,
FORTRAN)
With a focus on sales and

marketing, these systems were
designed for job-shop scheduling
processes. MRP generates
schedules for production
planning, operations control and
inventory management.
Evolution of ERP Systems Contd.

TIMELINE
SYSTEM
PLATFORM
DESCRIPTION
1980s
Manufacturing
Requirements
Planning (MRP II)
Mainframe legacy
using 4th Generation
database software
and manufacturing
applications
With a focus on
manufacturing strategy and
quality control, these systems
were designed for helping
production managers in
designing production supply
chain processes from
product planning to parts
purchasing, inventory control
, and overhead cost
management to product
distribution.

TIMELINE
SYSTEM
PLATFORM
DESCRIPTION
1990s
Enterprise
Resource
Planning
(ERP)
Mainframe or clientserver using fourth

generation database
software and package
software application
to support most
organizational
functions.
With a focus on application

integration and customer service,
these systems were designed for
improving the performance of the
internal business processes across the
complete value-chain of the
organization. They integrate both
primary business activities like
product planning, purchasing, logistics
control, distribution, fulfillment and
sales; additionally, they integrate
secondary or support activities like
marketing, finance, accounting, and
human resources.

TIMELINE
SYSTEM
PLATFORM
DESCRIPTION
2000s
Extended ERP or
ERP II
Client-platform
using Web platform,
open source and
integrated with fifth
generation
applications like
SCM, CRM and
SFA. Also available
on Software as a
Service (SaaS)
environments.
With a focus on agility and

customer-centric global
environment, these systems
extended the first generation
ERP into inter-organizational
systems ready for e-business
operations. They provide
anywhere anytime access to
resources of the organization
and their partners; additionally,
they integrate with newer
external business modules such
as Supply Chain Management
(SCM), Customer Relationship
Management (CRM), Sales
Force Automation (SFA),
Advanced Planning and
Scheduling (APS), etc.
ERP Characteristics & Features
Packaged software
Integrate the majority of a businesss
processes
Process the majority of an
organizations transactions
Used as a data warehouse
Allow access to data in real time
Integrate transaction processing and
planning activities
ERP System Components
Advantages of ERP Packages

Advantages of ERP packages with respect to the IT system are:
Integration of data and applications across functional

areas of the organization.
Maintenance and support of the system improves as the
IT staff is centralized and is trained to support the needs
of users across the organization.
Consistency of the user interface across various
applications means less employee training, better
productivity, and cross-functional job movements.
Security of data and applications is enhanced due to
better controls and centralization of hardware, software,
and network facilities.
Advantages of ERP Packages

Advantages of ERP packages with respect to the Business
Organization are:
Agility of the organization in terms of responding to the

changes in the environment for growth and maintaining
its market share in the industry.
Sharing of information across the functional departments
means employees can collaborate easily with each other
and work in teams.
Linking and exchanging information in real-time with its
supply-chain partners can improve efficiency and lower
costs of products and services.
Quality of customer service better and quicker as
information flows both up and down the organization
hierarchy and across all business units.
Efficiency of business processes are enhanced due to
business process reengineering of organization
functions.
Limitations of ERP Packages

Limitations of ERP packages with respect to
the IT system are:
Complexity of installing, configuring, and maintaining the
system increases, thereby requiring specialized IT staff,
hardware, network, and software resources.
Consolidation of IT hardware, software, and people
resources can be cumbersome and difficult to attain.
Data conversion and transformation from an old system
to a new system can be an extremely tedious and
complex process.
Retraining of IT staff and personnel to the new ERP
system can produce resistance and reduce productivity
over a period of time.
Limitations of ERP Packages

Limitations of ERP packages with
respect to the Business Organization are:
Retraining of all employees with the new system can be
costly and time consuming.
Change of business roles and department boundaries
can create upheaval and resistance to the new system.
Reduction in cycle time in the supply-chain from
procurement of raw materials to production, distribution,
warehousing, and collection.
Critical Success Factors (CSF) of

ERP Implementations
Project Management
Business Process Reengineering
User Training and Education
Technological Infrastructure
Change Management
Management of Risk
Critical Success Factors (CSF) of

ERP Implementations
Top Management Support

Effective Communication
Team Work and Composition
User Involvement
Use of Consultants
Clear Goals and Objectives
Key ERP Vendors
SAP
ORACLE / PEOPLESOFT
INFOR
MICROSOFT DYNAMICS
LAWSON
SSA GLOBAL
EPICOR
ERP Implementation Methodology

Vendors assert that they have embedded the "best
practices or leading practices" of a business process
in their software. It is therefore possible for organizations
to maximize their benefits by taking advantage of these
best practices only when organizations do not make
major modifications to their ERP software during
implementation. In reality, there are other negative
consequences for an organization when modifying the
ERP system to match existing processes.

An implementation with considerable
modifications to the ERP software package,
sometimes referred to as "chocolate"
Implementation, can increase the chances of
success with the users because the package
has been customized based on user
requirements; however, modifications increase
the investment in the system and introduce
higher implementation risk. For example, any
future upgrades to the system once it has been
modified become cumbersome and expensive.

A Vanilla Implementation is the decision to
implement an ERP As-Is and modify business
processes to match the system or to modify the
ERP to match business processes. It is
fundamental to make this decision prior to
starting an implementation. A Vanilla
implementation is when the company chooses
not to modify (i.e., customize) the system, but
instead to change business practices to fit the
system.
GENERAL ERP IMPLEMENTATION METHODOLOGY

1.
2.
3.
4.
5.
6.
7.
8.
9.
Identification of the needs for implementing an ERP

package.
Evaluating the As-Is situation of your business.
Deciding upon the desired Would-Be situation of our
business.
Re-engineering of the business processes to achieve
desired results.
Evaluation of various ERP packages
Finalizing of the ERP package.
Installing requisite hardware and networks
Finalizing the implementation with consultant.
Implementation of ERP package.

Step 1
Identification of the needs for implementing an ERP
package
Why should I implement an ERP package?
Will it significantly improve my profitability?
Will it lead to reduced delivery times for my products?
Will it enhance my customers satisfaction level in terms
of cost, delivery time, service and quality?
Will it help reduce the costs of my products?
Will it enable me to achieve the same business volume
with reduced manpower?
Will it enable me to reengineer my business processes?

Step 1 - Contd.
The other factors that should be taken into

consideration are:
Need for quick flow of information between
business partners.
Effective management information system for
quick decision-making.
Elimination of manual preparation of various
statutory statements.
Need for a high level of integration between the
various business functions.

Step 2
Evaluating the As-Is situation of

your business
The various business functions should be
first enumerated.
For example, procurement, production,
sales, etc. Now the processes used to
achieve the business transactions should
be listed in detail. The technique of
process mapping can be used here.

Step 2 Contd.
The process map should give you the following details for
any business process:
The total time the business process takes to

complete.
The total number of decision points involved.
The number of departments/geographical
locations that the business process involves.
The flow of information.
The number of reporting points.

Step 3
Deciding upon the desired Would-Be

situation for your business
In this step, we decide on what we want our
business processes to finally look like. Here we
use the techniques of benchmarking to ensure
that the targets set are comparable to the best in
the industry. Benchmarking can be done on
various aspects of the business like cost, quality,
lead time, service, etc.

Step 4
Re-engineering of the business

processes to achieve desired results.
This step is also known as Business Process reengineering. It is explained in detail after the
General ERP Implementation Methodology.

Step 5
Evaluation of the various ERP packages

Global Presence
Local Presence
Investment in R & D
Target Market
Price
Modularity
Obsolescence
Ease of Implementation
Cost of Implementation
Post-Implementation Support

Step 6
Finalizing of the ERP package

After a thorough evaluation of all the ERP
packages vis--vis the key factors of your
business, the package best suited to your
business needs is selected. The process
of finalizing can be simplified by making a
matrix of the key factors. You can then
rate all the packages under these heads.

Step 7
Installing the requisite hardware and networks

In this step, one has to install the hardware and
networks required for the chosen ERP package.
The installation of the hardware has to be wellplanned because generally the hardware arrives
in time and lies idle due to the delays in
implementation. Also, the induction of the
hardware should be in a phased manner to
avoid blocking of capital.

Step 8
Finalizing the Implementation Consultants
The factors which go into the selection of the

consultant are:
Skill-set available with the consultant

(application area)
Installation base of the consultant
Industry-specific experience (knowledge of the

various industry-specific business processes)
Finances involved in hiring the particular

consultant.

Step 9
Implementation of the ERP Package
The broad steps involved in the implementation of the ERP
package are:
Formation of Implementation Team
Preparation of Implementation Team
Mapping of business processes on to the package
Gap Analysis
Customization
Development of User-specific reports and
transactions
Uploading of data from existing systems

Step 9 Contd.
Test runs
User Training
Parallel run
Concurrence from user on satisfactory
working of the system
Migration to the new system
User Documentation
Post-Implementation support
System Monitoring and Fine Tuning
Formation of Implementation Team

Implementation Team consists of:
IT personnel
Implementation consultants
Project Manager, Project Leaders and the
Module Leaders
Steering committee
Functions of the Steering

Committee
To monitor the progress of the
implementation
To see to it that the schedule of the
implementation is adhered to
Resolve any problems that come up in the
due course of the implementation
Allocation of resources for implementation
Preparation of The Implementation Plan

The implementation plan should have clear components
and should include the schedule for the following:
Training of the Project Team

Mapping of business processes onto the software
Function-wise implementation
Customization
Uploading of Data
Test Runs
Parallel Run
Cross-Over
Mapping of Business Processes on to the

Package
This is a crucial step where the re-engineered
business processes are mapped on to the
software. In mapping, the implementation team
tries to fulfill the user requirements by making
use of the standard functionality available in the
software. However, if the requirements cannot
be covered fully by the standard system, then
the next step of implementation, ie, gap analysis
comes into picture.
Gap Analysis
The user requirements that cannot be directly mapped
on to the standard system from the basis of gap
analysis. Here, all such uncovered requirements are
compiled into a gap analysis report. The gaps are then
classified into the following three heads:
Gaps which can be taken care of with a little
programming effort.
Gaps which involve an extensive programming effort and
hence require extra resources.
Gaps which cannot be taken care of in the system.
Customization
Once the process mapping and gap
analysis have been done, the actual
customization starts. In this step, first the
customizing needs are chalked out and
then the actual job is handed over to the
respective functional teams.
Development of User-specific
Reports and Transactions
As part of gap analysis, any user
requirements not covered by the standard
system need to be provided by extra
programming effort. In this step, the
required reports and transactions are
created.
Uploading of data from Existing

Systems
With customization in place, the system is now
ready to receive the master and transaction data
from the existing system. In this step,
programmed transfer of data takes place from
the existing system to the new system. In order
to avoid wrong tabulation of master data, the
transfer process needs to be thoroughly
checked in the trial runs. At times it too involves
a lot of programming effort.
Test Runs
In this step, the test runs on the system
are started. Sample transactions are tried
to see whether the customizing and
master data uploading has been errorfree. The result of the sample transactions
is evaluated and any changes required in
settings to get the desired results are
incorporated.
User Training
The training of users can be started along-side
the test runs. Users belonging to different
functionalities are trained in their respective
functions. Normally use training includes:
Logging In and Logging Out

Getting to know the system
Navigating through the various menu paths
Trying sample transactions in respective
functions
Parallel Run
With the successful test runs and user
training in place, the parallel run of the
system can be now started. In parallel run,
the business transactions are carried out
both through the existing system as well
as through the new system. The
implementation team then takes care of
any lacunae which come to light during the
parallel run.
Concurrence from User on satisfactory

working of the System
If the parallel run is satisfactory and errorfree, or errors that may have come up
have been resolved, the users may be
asked for their final approval.
Migration to the New System

When the parallel run has been
successfully tried for a reasonable length
of time and when the users and the
implementation team feel absolutely
confident, it is time to Go Live.
User Documentation
User documentation includes the details
on how to carry out the various
transactions. It is different from the regular
ERP package documentation in the sense
that it is more specific in nature than
general documentation. It only covers
alternatives that are being used in the
particular business so as to make it easy
for the user to understand and use them.
Post-Implementation Support
Post-Implementation support generally
involves queries from the user, minor
changes in the report formats, as well as
small changes in layouts of various printed
formats like purchase orders, etc.
System Monitoring and Fine Tuning

In this phase, the IT people monitor the
system closely to see the performance
aspects and fine tune the database and
other administrative aspects of the system
so that the user can derive the best
performance from it.
VANILLA IMPLEMENTATION
A Vanilla implementation is the decision to
implement an ERP As-Is and modify business
processes to match the system or to modify the
ERP to match business processes. It is
fundamental to make this decision prior to
starting an implementation. A Vanilla
implementation is when the company chooses
not to modify (i.e., customize) the system, but
instead to change business practices to fit the
system.
Need for Vanilla Implementation

Businesses with relatively straightforward
business practices that are not unique should
consider a Vanilla implementation.
Businesses that are not skilled or experienced at
building or changing systems should consider a
Vanilla implementation.
In Vanilla implementations all of a company's
branches are running the same system in a
single instance, and entering and retrieving data
in a similar fashion, thereby reducing hardware,
software licensing, implementation, and training
and support costs. This is a cost-control factor.
Need for Vanilla Implementation

Contd.
For a company using a purchased ERP system where
the financial component is critical for reporting, a Vanilla
system will more than likely pass the financial audits in a
timely fashion.
Last, for a competitive advantage, it is important to know
the ability of what and where things are around the world
with your business in terms of parts inventory,
maintenance agreements, and processes. Again, and as
an example, if everyone is entering and retrieving the
same information, the ability to know inventories and
what is needed in a timely fashion without needing to
contact others around the world creates a competitive
advantage for a business that needs to react to
information in a timely manner.
Need for ERP Customization

Even though there are many reasons to
implement a Vanilla ERP, many businesses
choose to customize or modify the system to
meet business needs (i.e add-in some
Chocolate) and are very successful. Businesses
that have highly skilled IT developers and a
proven process for managing modifications can
certainly choose to change the system in areas
where a business already has a competitive
advantage. In a situation like this, an ERP
system is too generic to fit the specialized
business or specialized process.
GUIDELINES FOR ERP IMPLEMENTATION

Very few companies succeed in the first instance after implementing
ERP.ERP is not a fortune but a technology that delivers results only
after effective execution of the laid down procedures.
ERP is not an answer to the errors in business plans and tactics. In
fact ERP consultants are reluctant to attend to it because they don't
want it to disturb the purpose of ERP. It should therefore be
understood that ERP is an I.T. tool that assists and facilitates the
business process by being a part of it. On the contrary it is
misunderstood that ERP can rejuvenate the business. The answer
to the popular question "What companies use Enterprise Resource
Planning?" will help in clearing this trouble.
ERP gap analysis and business process reengineering should be
performed properly. This will ensure that other steps are followed
systematically and in accordance to the company's need. They are
otherwise referred as enterprise resource planning phases.

Contd.
IT facilities in the organization should be at par with market
standards and international reputation. This will enable the operation
people to constantly modify and update as and when it is necessary
in order to stay in tune with the competition. Research on enterprise
resource planning will reveal this.
The process of ERP implementation should be carried on by a team
of competent personnel so as to ensure perfection, accountability
and transparency.
Readiness for change and the capability to implement that change
will be the first step towards successfully choosing the right ERPbased business solution. The top management team along-with the
various departments must be prepared to accept that change, and to
implement the ERP package.

Contd.
The organization should first use the ERP implementation process
to identify the changes in business processes and in skills and
attitudes that must be made. It will be useful for the organization to
engage in a brief business process redesign exercise prior to the
implementation.
Obtaining support from executives is the key criterion for success.
Successful feedback and a forum for top management are required
to address their concerns and is also vital. Employees at all levels
who are affected by the new system need to be informed by a
rigorous communications program. The key to success in this effort
is repetition and a realistic setting of expectations.
It is very crucial for a successful project manager to appreciate and
apply strong Leadership. The difference between informal support
and active leadership can be the difference between success and
failure. It is imperative to develop a steering team which must be
capable of change management and the process of redesign and
integration.

Contd.
Ideally, the project team must include members of the IT
department, sales, materials, manufacturing, plant maintenance and
finance. Additionally, the company may hire and outside consultantfrom an ERP consulting / implementation partner firm to provide
knowledge in the concerned modules and in the project
management.
It is not necessary to follow every step of the General ERP
Implementation methodology. But, it is extremely helpful to have a
road map. It is advisable for the project leaders to set out clear,
measurable objectives at the very outset, and review the progress at
intervals, as the implementation progresses.
An ERP implementation should not be looked upon as a short
distance run. It has wide implications, and will impact the future of
the company for many years to come. All the above factors have to
be kept in mind for successful implementation.
BUSINESS PROCESS REENGINEERING

Business process is defined as "a set of logically related tasks
performed to achieve a defined business outcome."
A process is "a structured, measured set of activities designed to
produce a specified output for a particular customer or market. It
implies a strong emphasis on how work is done within an
organization."
Re-engineering is now a business process or set of processes that
essentially dismantles existing processes into individual activities
and puts them back together in a new set of business flows or sets
of business flows. This is done to increase efficiencies and improve
services with greater returns. When ERP systems are built to apply
best practices you can easily understand how BPR is likely to occur
during the ERP implementation.
BUSINESS PROCESS REENGINEERING

Business process re-engineering is the analysis and
design of workflows and processes within an
organization. Business process re-engineering (BPR)
began as a private sector technique to help
organizations fundamentally rethink how they do their
work in order to dramatically improve customer service,
cut operational costs, and become world-class
competitors. A key stimulus for re-engineering has been
the continuing development and deployment of
sophisticated information systems and networks.
Leading organizations are becoming bolder in using this
technology to support innovative business processes,
rather than refining current ways of doing work.
BPR and ERP

BPR within a single unit is difficult and requires efficient
and effective change management. BPR with an ERP
implementation will require crossing organizational
boundaries and require a much more extensive change
management process. Resistance to change will be high
and require a significant level of change management to
succeed. This resistance to change comes from several
areas, including loss or change in job and change in the
power structure. In addition to that, BPR has been
equated to downsizing, new technology, and quality,
therefore increasing anxiety of staff both involved and
not involved in an ERP implementation. The creation of
teams and development of good teamwork is essential to
making BPR changes work for the organization.
BPR METHODLOGY
BPR METHODLOGY
The BPR Methodology, as shown in Figure below,
includes:
Preparation - set goals and vision, identify teams, and
develop an inventory of processes that need to be
evaluated.
Define the "As-Is" process and evaluate crossorganizational issues
Map out "To-Be" processes based on best practices
(i.e., related to ERP)
Test and measure new processes based on meeting
goals and vision
Re-evaluation - revise, adjust to improve processes
BPR Methodology Step 1 Preparation

Here are some of the drivers behind the need for BPR:
Implementing a current purchased ERP system
Automating current manual or error prone processes
Improving service to customers
Streamlining current processes to decrease time to
market
Participating in or conducting e-Marketplaces
Reducing costs
Addressing accountability
Conducting e-Procurement
BPR Methodology Step 2 As-Is

Working with the vision and goals, the
functional teams must define the existing
processes. The processes will need both a
written description and graphical depiction
of each and every process. Each process
will likely have predecessors and
successors linking processes together for
future analysis in the "To-Be" phase.
BPR Methodology Step 3 To-Be

This phase must address timing of processes
and the changes needed to meet the original set
of goals. This phase requires much thought and
analysis. The questioning of current processes is
a must. A team member will often say things
similar to, "we've always done it like that." The
understanding of why a process does what it
does need to be uncovered, irrespective of who
does it. Some processes will even be eliminated
and all new processes must have estimates of
timing and who is responsible. This sets the
stage for the measurement phase.
BPR Methodology Step 4 Test &

Measure
The testing and validation of each process is
necessary to ensure that a step was not missed
or that a process not achievable. It is essential to
set up measurement processes that are
meaningful and measure the goals set out in the
preparation phase. It may take a couple
iterations of BPR to realize the goals fully, but
continuing to examine processes and to make
adjustments creates a sustainable ERP system
environment.
CURRENT BPR TOOLS

Corporate Modeler, CASEwise Systems,
Waltham,M A: The software is comprised of six
diagramming modules that enable organizations
to depict: Organizations, Locations, Processes,
Technologies, Applications, and Data from
different perspectives.
iGrafx, iGrafx, Tualatin, O R: Features process
modeling, simulation, and reporting capabilities.
Designed for the front end of re-engineering
projects. Teams can quickly create and edit
presentation quality process maps.
CURRENT BPR TOOLS Contd.

iThink, ISEE systems (formerly High Performance
Systems), Lebanon, NH: Powerful tool for
communicating interdependencies between processes
and problems. The entire business team will understand
the variables that impact business processes. A shared
insight enables teams to work together, further ensuring
that decisions are fully implemented and mitigating risk.
Visual BPR, ProcessModel, Inc., Provo, UT: The
product capture and design process allows for trying the
process first on the computer, tracks process
performance statistics, shows where things will
bottleneck and why, and hunts for best solutions.
Q&A
Multiple Choice Objective Questions:
1.
Planning of ERP Implementation Process should be

done:
Cautiously
Naively
Should be done after the start of ERP Implementation
None of the above.
2.
How can management of the enterprise make a decision about
the necessity of implementing an enterprise resource planning
system:
By outsourcing this analysis to experts in ERP.
By conducting a comparative study of ERP Implementations in

enterprises that fall in the same domain.
By determining a set of evaluation measurements.
All of the above.
Q&A
3.
Enterprise--wide resource planning systems

(ERP systems) attempt to:
4.
Integrate all corporate information in one central database

They do not allow information to be retrieved from many
different organiza-tional positions
They allow any organizational object to be made invisible.
They allow information to be stored in multiple databases.
In Manufacturing organizations, ERP implementation

necessarily automates the following functions:
Inventory Control
Material Requirement Planning
Both a and b
None of the above
Q&A
5. For the success of an ERP Implementation,
factor(s) important is/are:
Strategic support from the top management.

Readiness of employees to embrace the change.
Adherence to time schedules.
All of the above.
6. Customization of an ERP package is

enhanced if the ERP Package is:
Modular
Inflexible
Both a and b
Either a or b
Q&A
7.
Which of the following statements is true about ERP

Implementation:
8.
As-Is stage follows To-Be stage.

To-Be stage follows As-Is stage.
Go-Live stage and As-Is stage can proceed simultaneously.
None of the above.
Which of the following factor does not contribute to the

success of ERP?
Focus on business processes and requirements first.

Focus on achieving a healthy ERP ROI (Return on
Investment), including post-implementation performance
measurement.
Strong project management and resource commitment.
Lack of budget.
Q&A
9.
The decision to implement an ERP As-Is and modify

business processes to match the system or to modify
the ERP to match business processes is known as:
- Vanilla Implementation
10.
- Business Process Reengineering

- Chocolate Implementation
- Generic Implementation Methodology
Extended ERP integrated with external business modules like:
- SCM
- CRM
- SFA
- All of the above.
Thank You

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Introduction to Enterprise Resource Planning

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Copyright Amity University

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What is an ERP package ?

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Evolution Of ERP - Timeline

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Evolution of ERP Systems

With a focus on efficiency, these

With a focus on sales and

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Evolution of ERP Systems Contd.

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Evolution of ERP Systems Contd.

Mainframe or clientserver using fourth

With a focus on application

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Evolution of ERP Systems Contd.

With a focus on agility and

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ERP Characteristics & Features

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ERP System Components

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Advantages of ERP Packages

Integration of data and applications across functional

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Advantages of ERP Packages

Agility of the organization in terms of responding to the

Limitations of ERP Packages

Limitations of ERP Packages

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Critical Success Factors (CSF) of

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Critical Success Factors (CSF) of

Top Management Support

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Key ERP Vendors

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ERP Implementation Methodology

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ERP Implementation Methodology

ERP Implementation Methodology

GENERAL ERP IMPLEMENTATION METHODOLOGY

Identification of the needs for implementing an ERP

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GENERAL ERP IMPLEMENTATION METHODOLOGY

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GENERAL ERP IMPLEMENTATION METHODOLOGY

The other factors that should be taken into

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GENERAL ERP IMPLEMENTATION METHODOLOGY

Evaluating the As-Is situation of

GENERAL ERP IMPLEMENTATION METHODOLOGY

The total time the business process takes to

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GENERAL ERP IMPLEMENTATION METHODOLOGY

Deciding upon the desired Would-Be

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GENERAL ERP IMPLEMENTATION METHODOLOGY