Selecting a suitable ERP for your organization is a very important decision. It is like any other procurement decision. But with the introduction of industry specific solution by eresource ERP, which is affordable to most of the Indian companies, the decision making has become much easier today than a few years ago.
When selecting an ERP system, the focus should be the availability of the best practices or the world-class practices in the software. If you examine closely, you may find various ERP products are strong in various functional modules, while eresource ERP addresses all the functional modules effectively (Compare us with others). Our strength is in the term of availability of various planning options, tight control on orphan processes, excellent functional flow, easy and user-friendly reporting, and graphical presentations, automatic routing through value added processes.
It has been observed that, due to lack full strength of the ERP system, some clients go for multiple ERP products to get equipped with all the strengths available of all the products. Such decisions have to be validated on the basis of training costs, middleware software and process cost, and loss of real integration in financial accounting grounds. In fact this approach of adopting multi-ERP is not at all required India on the cost benefit criteria.
Ideally, organizations should opt for reputed ERP solution of an established vendor who has at least a few installations in India, preferably in a similar industry (Read what eresource ERP customers say). The organizations also must make sure that an effective consulting and a prompt support service available for the ERP product.
Whether the client should go for individual modules instead of the full suit ERP is another matter of discussion. It is best advised to avoid the individual module implementation because ERP as a concept cannot support this idea.
Though there are few companies where only finance module is implemented, experts in the field feels that ERP in such cases used to be costlier and functions like a sophisticated 'tally system'. Likewise the demand for only the distribution or manufacturing system, which is nothing but either a DRP or MRP-II systems with ERP flavour. Such decision will never help the organization in the long run.
Finally a word about the fate of 'in-house' ERP development programme. One has to understand that development of ERP Is not like other software development projects, which are normally carried out focusing on automation. We find such serious mistakes being committed by some companies in India, both medium and large scale. The EDP department in most of cases is responsible for such in-house development work. They do consult with outside consultants, but the basic 'theme' of ERP is completely found missing in these types of products.
With all said and done, there cannot be two opinions that deployment of a standard ERP is the life opportunity for Indian companies to revamp and streamline their existing performances to the level of best practices. One should not miss such an event by making extreme mistakes of in-house development or by adopting multi-ERPs or, accepting only a few modules of ERP.
