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Keep your ERP database fully protected

ERP Database Protection

Every company has confidential information about its business strategies and other details which are considered be very highly important data. Therefore, it is important to see that this database does not fall into the wrong hands which could pose severe consequences for the company.

Many steps can be taken to enhance the company’s ERP database security. Role-based IDs and passwords will ensure that users can access only the data they are authorized to view, based on their job function or position within the company. A practice of changing the password on regular basis by the users will be a good habit that could act as a ideal ERP data protection. And, data encryption, firewalls, and other measures can help you keep hackers, cyber-criminals, and other outsiders far away from your ERP software database.

As you know an ERP database is perhaps one of the most vital assets the company owns. Keeping that ERP database protection from threats such as security breaches, performance issues, and technical breakdowns is crucial to ensuring continuity and consistency in your most important business activities.

When there is a threat to your ERP software database all the major operations of your company such as human resources, production planning, procurement, accounting and finance and other critical back-office function could become standstill.

But this kind of a security threat could be eliminated with advanced administration techniques. A good security backup could ensure that your ERP database is available and readily accessible at all times. By monitoring performance around-the-clock, system administrators can immediately identify and troubleshoot problems, to prevent productivity slowdowns caused by down time. Additionally, mirroring your ERP database using redundant servers can provide a much-needed backup that can be utilized in the event of a major system failure.

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Companies must also be prepared with other disaster recovery management. Today there are few companies that are prepared in the event of a major fire break out or a flooding situation. To face this kind of natural disaster the companies must be occupied with well-designed back-up plan in place. Loss of critical information and database could cost your company millions of rupees and will take your company back to years in terms of business growth.

Today most of the companies see the opportunity to implement ERP system as to replace all of their old legacy business applications which can make their business operations more efficient with right security support. It is also to be remembered that when putting measures in place to protect your ERP environment is to not only safeguard the ERP database and related systems, but to secure all other systems that share information with it.

Also Read – Features and Benefits of ERP systems in the food industry

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Is your ERP system ripe for replacement?

What is the need of ERP software? Some may ask. The answer is not simple. Though we must understand that today there are lots of midsize companies face challenges specific to their industries. Businesses that make consumer product goods are concerned about regulations and reporting requirements, while public-sector organizations are worried about maintaining customer loyalty. Also, manufacturers are concerned about the commoditization of their products. A robust ERP package can help address these issues, as well.

Though some companies have already implemented an ERP there are still many who don’t have any of these systems. At the same time, it is also to be noted that many ERP implementations in the midmarket are quite mature and ripe for replacement.

Many midmarket companies must now also choose an ERP system on which to standardize after multiple systems were installed, perhaps through mergers, across the enterprise. Although it’s not necessary, midsize companies seem to prefer consolidating their business-management applications in one ERP package, at least in part to cut down on integration headaches.

Vendors are aggressively vying for customers, launching new ERP solutions designed to meet needs particular to the midmarket and pricing them to meet a midmarket company’s budget. To further entice midmarket customers, vendors are also developing vertical solutions that target certain industries, such as manufacturing, pharmaceuticals, fleet management and construction, with built-in functionality that cuts down on customization.

In an effort to simplify the notoriously difficult implementation process, vendors are also developing ERP systems that can be delivered in ways friendly to organizations with limited IT resources. Web-based ERP solution has become an ideal system for many of these mid-sized organizations as it is very cost-effective with easy implementation process.

There are some companies that may try to develop its own ERP system in-house. Since designing and implementing ERP systems is not the business of most companies, the systems developed by the team will never equal in quality, scope, functionality, or technology with those created by software firms. These software firms or ERP package vendors can produce sophisticated packages and provide their clients with products that allow them to maintain a focus on their own chief activities, thus improving revenues, profits and shareholder returns.

Thus, it always better to buy ERP packages ERP systems are getting better, bigger and have more features. Also, people who are specialized in developing such types of tools have developed them. Most of the tools would be customized to suit your needs. So unless and until your project or organization has a need that cannot be fulfilled by the available tools, it is better to buy the tools rather than make them.

Also Read – Live ERP Software Demo

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Set targets, Establish Budget and Make It Happen

Set targets and Budget Before ERP Implementation

  • Phased approach: It is important to break as ERP project down to manageable pieces by setting up pilot programs and short-term milestones. Depending on the IT experience, some organizations choose the easiest piece as the pilot project, while others may implement a mission-critical application first. The pilot project can both demonstrate the benefits of ERP and help gain hands-on ERP implementation experience.
  • Data conversion: Second generation ERP systems use relational database management systems (RDMBS) to store enterprise data. If large amounts of data are stored in other database systems or in different data formats, data conversion is a daunting task, which is often underestimated in ERP implementation. A two-hour data conversion task could be turned into a two-month effort as a result of the DBA group’s lack of technical experience and the management’s incompetence or ignorance.

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  • Organization commitments: The involvement of ERP implementation goes far beyond the IT department to many other functional departments. The commitment and smooth coordination from all parties is the key to the success of ERP project. The commitments come from the understanding of how ERP can benefit each functional department. For example, if the warehouse staff is not completely sold on the benefits of the inventory control module, they may not input the kind of usage data that is essential to the project’s success.
  • Create partnership between your software vendor and your stakeholders: While this concept may seem obvious, it has been found that the vendor-client relationship is often contentious and sometimes outright hostile. This fact is particularly true if the organization is severely divided regarding the choice of vendor software. As problems arise during implementation, and they will arise, the blame game often begins. Before long, the project evolves into a standoff with neither vendor nor client willing to admit fault. A third-party project director or manager is often the best solution for this dilemma. This person can usually serve as an objective mediator to bring the parties together, finding solutions, rather than allowing the project to slow down to a crawl.

Also Read – How ERP software is beneficial for pipe manufacturing industry

  • Sell, sell, and continue to sell the ERP to your stakeholders: Implementing ERP systems are extremely complex and take months or even years, to implement it. If your stakeholders understand the long-term benefits of the system, they are much more willing to accept any perceived temporary steps backward.
  • Build and leverage process expertise: Process focus is if anything, more important after going live since the company now has an even greater core of process expertise. Successful companies fully capitalize on this expertise and the power of ERP-enabled process. One way is by sending process experts from the implementation team back into the organization, or by having some serve at centers of excellence, some as key process performers and some as business managers. Successful companies never forget the point of the integrated enterprise – that it is not about ERP so much as it is about people involved in ERP-enabled processes.
  • Adequately resource your project: Ensure that replacements are in place to release key team participants. The people who do the daily work of running functional departments are the same people who will be essential to implementing an ERP system. No surprise. The people with the most knowledge will be needed for the majority of the project. Priorities will conflict between the demands of the office and demands of the project. The most effective solution we have seen is hiring or contracting with additional resources to serve as back-fill for key office personnel. Admittedly a new resource cannot do everything that an experienced resource normally does; however, the replacement can handle routine work and coordinate with the experienced person for critical decision.

Also Read – How can ERP system help the cosmetic manufacturing process?

  • Define metrics and manage them: ERP systems are capable of producing dramatic productivity improvements if successfully implemented and properly operated. But expecting ERP to perform miracles will be asking for trouble. The management and employees should be made aware of the benefit so that there are no over expectations. If ERP is touted as a panacea, then there will be dissatisfaction and disappointment about it, which can lead to failure of the system.
  • Communicate and manage expectations at go-live: Many stakeholders in the organization expect the ERP to be an ‘everything for everybody’ solution. Even in the best-case scenario, this is rarely true. And inevitably, some functionality must often be re-scheduled into a post “go-live” phase. All of this combined could crate disillusionment with the new system. If the project teams are struggling to meet deadlines, they may have to make decisions on the functionality that needs to be delayed in order to meet the original “go-live” date and avoid delays. These decisions must be communicated and “sold” in the stakeholders to ensure expectations are effectively managed. The organization needs to know what will be in place at “go-live” and when they can expect the additional functionality.

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