A methodical manufacturing ERP implementation starts from the preliminary analysis of ERP readiness audit for the client. What is discussed here is the key issue concerning the implementation methodology. The current business performance of the client, forthcoming strategic plans, investment potentials, culture and general human resource characteristics, expectations, and objective settlings for ERP should included in this analysis. Once the study report is submitted based on the above analysis, the client has to accept the recommendations emphasized on it. Keeping with the current trend, it will be very risky from the client side to reject ERP based on poor readiness audit results. To sustain competitiveness ERP cannot be substituted by fragmented legacy systems. The only way out is the proper reengineering programme for ERP adoption. Though may seem critical, this is the main focus of the methodology. A blue print should be drawn with details of migration and other things and scientific analysis of ‘to be adoption’ and its phase-execution to be discussed thoroughly. The activities for the overall implementation programme should be planned with time units. The consulting firms overlook the time required for data collection and policy decisions on masters settings. ERP master setting can be regarded as the heart of ERP implementation. Sufficient time must be allocated to identify, clarify, validate and simulate the exact information about all the master level entries. In India, such exercise is the only opportunity for the companies to do for their life time better performance. It will not be false to say that an organization of size more than 1000 crores should take at least three months to set Item Master. No consulting company or the client will agree on such figures in today’s jet age. The idea is to sell ERP quickly and to start utilizing it. One more important element is the parallel user training and knowledge upgrading. The best practice what eresource recommend is to take users to the actual ERP implemented sites to show them the process flow. What you see is the best training you never thought of, especially when you have no idea or clue for such concepts. What is to be kept in mind while going live is, the time to be planned properly and the organization should be equipped with abilities to face whatever shortcomings they may encounter with. There are ideal implementation methodologies, which not only will keep the customer satisfied, but also will boost the confidence of the users. One of the methods used is mentioned here for readers’ reference. The method was applied in one of the manufacturing companies. It was recommended ten transactions every day to be carried out in ERP without any entry in legacy system. Then it generated all the documents from ERP as supporting papers for the manual entries and reports. The rest of the entries in a day used to be carried as manual entries in the legacy system. Soon users understood ERP is better on all the grounds. This formula worked wonderfully well for generating confidence and reduction in resistance in users’ mind. Another question is, should ERP implementation be carried out module wise or all the modules at one go? The answers to these questions are case specific. It will be difficult for to generalize the theory for it. Mostly decision on this depends on the readiness audit result, available strength of consulting human power – both internal and external – relevance of ERP at various sites, timeframe, and the budget. But it is highly recommend that the organization should go for the implementation of all the modules at one site, and then go for roll out strategy for all sites. Finally, there is a wrong concept about the BPR and ERP system. The main doubt persist in the mind of many decision makers is whether the organization should first carry out BPR and then implement ERP, or vice versa. Actually, one has to understand that the physical form of the BPR concept is the ERP system. In some organizations where BPR is carried out first then ERP was implemented. In all these places, the BPR document was thrown into dustbin and new ‘to be document’ was prepared suitable to ERP. Such cases clearly show that BPR benefits as such don’t exist without ERP reference, and ERP just cannot be carried out without proper BPR. What we assume is that the BPR must be the outgrowth of ERP implementation and, therefore, it should be carried out during implementation only. But the major element of BPR is the change in the mindset, which can be initiated before ERP adoption, may be during the preliminary analysis by way of user training. The best thing to do in these situations is to carry ‘noiseless BRP’ which triggers the implementation smoothly. Also Read – ERP for packaging industry
eresource ERP demonstrated to the SMB community that, even though the receiver is a small firm, the idea that only a large company can fulfil the standards is completely false. The success stories of our numerous SMB clients show how untrustworthy this assertion is. Organizational operations have significantly transformed since the introduction of AI-enabled LC/NC eresource ERP. Earlier ERP systems were thought to have been designed exclusively for large organizations. This is because practically all of the top ERP systems in the market were created primarily with these large enterprises in mind. According to eresource, most manufacturing-related businesses are small and medium-sized, typically employing 100 to 200 people or fewer. This has motivated us to create a suitable ERP program with easy customization features that will work well for this majority group. Over time, many of these smaller manufacturers have begun implementing eresource Xcel ERP, which is appropriately tailored for SMBs. AI-enabled LC/NC featured eresource Xcel ERP is increasingly influencing the manufacturing industry. This ERP system is undoubtedly becoming more intelligent with each implementation. Additionally, this web-based eresource Xcel ERP functions differently because of its dynamic modelling. A recently added LC/NC feature facilitates rapid and simple modification With the most recent features, eresource LC/NC Xcel ERP has been integrated with all the modules needed to run a manufacturing division irrespective of its manpower volume. Instead of relying on antiquated legacy systems or other conventional ERP systems, small and medium-sized manufacturing companies can think about implementing AI-enabled LC/NC web-based ERP solutions. This ERP system’s primary beneficiaries and the primary driver of its expansion in manufacturing segments are mainly the SMBs. Consumers are shifting from best-of-breed to best-for-business approaches, suggesting that they favour adding apps like knowledge management, business intelligence, and planning and optimization to their current ERP system. eresource Xcel ERP, a successful web-based Low Code/No Code ERP software, has emerged as a result of this. Regarding both normal industrial norms and distinctive procedures, each company has different requirements. Our enterprise resource planning system can meet all of an organization’s needs. Componentized solutions with standard modules and specialized functionality are added to the system to handle the particular process. Business expansion for industrial sectors is made possible by eresource Xcel ERP eresource Xcel ERP solution gives small businesses a solid technological and business process foundation to enable their expansion as more of them pursue aggressive growth plans. The emerging use of Artificial Intelligence and the low cost of computers have enabled even small businesses to consider eresource ERP systems. SMEs and SMBs can profit from ERP in ways that are impossible to imagine. However, there is a common misperception that only the major players can meet the criteria. Solutions such as eresource LC/NC ERP software are more adaptable in terms of customization. It requires no programming or coding background to customize your ERP system. In fact, for most ERP vendors, meeting the needs of SMEs is becoming difficult. Due to the overabundance of SMEs in the market, they seek out an affordable ERP solution. Another difficulty for the vendor was the modest size of the businesses. This is because many ERP suppliers now find it nearly impossible to provide SMEs with an efficient ERP system on a tight budget. eresource has achieved success in this field, too, by offering an ERP that has been tailored based on the needs and financial constraints of SMEs. The customer can choose the essential modules needed to operate their business more efficiently and economically with filtered ERP. Misconceptions about ERP cause smaller businesses to think negatively The larger competitors struggle to provide solutions for mid-sized businesses, which is another concern. For a larger company, the amount of work and customization required by the SMBs seems excessive. Additionally, corporate giants have always been the focus of their enterprises. Therefore, it takes a long time for SMEs to comprehend the industry and create software programs based on modalities. The SME community was also shown by eresource ERP that the notion that only a large company can meet the standards, despite the recipient being a small business, is wholly untrue. Our many SME clients’ success stories demonstrate the unreliability of this claim. Contact us at sales@eresourceinfotech.com to learn more about our recently released AI-enabled LC/NC ERP solution Recent Posts
Manufacturers now have a better opportunity than ever to meet the rising needs of their clients globally, thanks to the development of innovative AI-enabled IT solutions like eresource LC/NC ERP systems. The rapid flow of information and AI-enabled technology has made manufacturing a worldwide industry. When combined with advertising, the speed at which information can travel has allowed manufacturers of all goods to expand their operations worldwide. The way manufacturers do business has been altered by the latest ERP systems like eresource LC/NC ERP. By providing the best, it has also enabled tiny businesses to grow into industry titans. The same calibre of information is available to mid-sized businesses as it is to industry titans. Now our AI-enabled eresource LC/NC ERP program has been made to transform data into information, usually with a specific aim in mind. Executives require a separate perspective of that data for both short-term deployment and long-term planning, while shop floor employees require a single level of real-time information about the production or process. eresource Xcel will allow decision-makers to champion an intelligent global marketplace Our exclusive Manufacturing ERP system, eresource Xcel, allows companies to balance customer demands impacted by multiple interrelated items and multiple plant locations. The system adds applications for financials, supply chain, and distribution and requirements planning for multiple sites. It facilitates intelligent resource planning in the face of rapidly changing constraints such as materials availability, market readiness, plant capacities, personnel certification and business costs per location. In short eresource Xcel ERP system will allow decision makers to champion ‘an intelligent, agile and responsive organization in the global marketplace of the next century. Information begins at the top and bottom of contemporary production activities at the same time. Machines, processes, and employees are the sources of data. It provides information on what is being created, how and where when it will be completed, and the reason for any delays. eresource Xcel ERP system can also have an impact on a company’s shipping and distribution operations. Because they can go straight, shipments are more affordable and smaller. Furthermore, there is no need to keep materials or completed units in stock, which prevents stocks from becoming outdated and needing to be written off. eresource Xcel ERP is not limited to a single entity’s boundaries Information is needed even before the production operation is engaged, such as in the sales attempt. Information systems must be able to keep up with and even enhance the process when the normal sales cycle speeds up and more information becomes available. Product and client information is the most important information to the personnel abroad. Having a comprehensive understanding of every interaction that takes place with a customer is crucial for all salespeople. Although sales data would normally be included, trouble calls, service requests, repairs, and any other activity ranging from general queries to product inquiries must now be included. eresource Xcel ERP is not limited to a single entity’s boundaries. Suppliers, vendors, customers, and prospects receive data flows from this AI-enabled web-based ERP. Whatever you discover can be shared with someone else or perhaps millions of people simultaneously. Product development and design can be a collaborative process that transcends time and location constraints. Regardless of their geographical locations, everyone may work together in the same workplace thanks to groupware, data management, and communications. eresource Xcel features have become essential corporate necessities eresource, and the web-based ERP and its email alert features have become essential corporate necessities. Due to its assistance in levelling the playing field, a company’s size is now much less noticeable and, in certain situations, irrelevant. Customers may access additional product and customer service information thanks to AI-enabled ERP’s excellent resource and network capabilities. Through this web-based ERP, the company can additionally enhance client connection by providing traditional order management services and direct ordering of goods and services. In the end, this should reduce the cost per order and free up the company to concentrate more on customer complaints and less on routine work. Obtain resources and maintain regular planning and oversight Manufacturing organizations now can facilitate integration across all functional areas and numerous locations by implementing the eresource Xcel ERP system. Consequently, this ERP system will aid in enhancing decision-making skills, which will show up in a variety of measures, including reduced inventory, fewer employees, accelerated financial close, and more. The ability of AI-enabled eresource Xcel ERP to assist businesses in creating value has been demonstrated beyond a reasonable doubt. The rapid updating of information is the beauty of the eresource Xcel ERP system Data between connected processes and functions can be automatically updated by this integrated ERP system. For instance, all other modules will automatically update when you make changes to an order’s status in just one location, such as the logistics management module. The rapid updating of information is the beauty of the eresource Xcel ERP system. Thus, you have access to the most recent information thanks to our efficient web-based ERP system. The fact that every user involved is connected to every other user is another benefit of our ERP system. The potential for increasing productivity through this integration is enormous. Every member of the organization has access to the same data for planning and control purposes because all of the data is available online and in real-time through the use of eresource Xcel ERP. Compared to a legacy system, this can allow for more consistent planning and control. Organizational standardization across several sites Organizational standardization across several sites is made possible by our ERP systems. Consequently, it is possible to align those areas with inadequate procedures with those that are more effective. In addition, the company can display a single image to the public. When a company deals with various branches or plants, it can present the world with a single, shared perspective that presents the greatest image, rather than getting separate documents. In today’s business world, when companies operate with distributed, multi-site production, component portions of a system are developed by
A methodical manufacturing ERP implementation starts from the preliminary analysis of ERP readiness audit for the client. What is discussed here is the key issue concerning the implementation methodology. The current business performance of the client, forthcoming strategic plans, investment potentials, culture and general human resource characteristics, expectations, and objective settlings for ERP should included in this analysis. Once the study report is submitted based on the above analysis, the client has to accept the recommendations emphasized on it. Keeping with the current trend, it will be very risky from the client side to reject ERP based on poor readiness audit results. To sustain competitiveness ERP cannot be substituted by fragmented legacy systems. The only way out is the proper reengineering programme for ERP adoption. Though may seem critical, this is the main focus of the methodology. A blue print should be drawn with details of migration and other things and scientific analysis of ‘to be adoption’ and its phase-execution to be discussed thoroughly. The activities for the overall implementation programme should be planned with time units. The consulting firms overlook the time required for data collection and policy decisions on masters settings. ERP master setting can be regarded as the heart of ERP implementation. Sufficient time must be allocated to identify, clarify, validate and simulate the exact information about all the master level entries. In India, such exercise is the only opportunity for the companies to do for their life time better performance. It will not be false to say that an organization of size more than 1000 crores should take at least three months to set Item Master. No consulting company or the client will agree on such figures in today’s jet age. The idea is to sell ERP quickly and to start utilizing it. One more important element is the parallel user training and knowledge upgrading. The best practice what eresource recommend is to take users to the actual ERP implemented sites to show them the process flow. What you see is the best training you never thought of, especially when you have no idea or clue for such concepts. What is to be kept in mind while going live is, the time to be planned properly and the organization should be equipped with abilities to face whatever shortcomings they may encounter with. There are ideal implementation methodologies, which not only will keep the customer satisfied, but also will boost the confidence of the users. One of the methods used is mentioned here for readers’ reference. The method was applied in one of the manufacturing companies. It was recommended ten transactions every day to be carried out in ERP without any entry in legacy system. Then it generated all the documents from ERP as supporting papers for the manual entries and reports. The rest of the entries in a day used to be carried as manual entries in the legacy system. Soon users understood ERP is better on all the grounds. This formula worked wonderfully well for generating confidence and reduction in resistance in users’ mind. Another question is, should ERP implementation be carried out module wise or all the modules at one go? The answers to these questions are case specific. It will be difficult for to generalize the theory for it. Mostly decision on this depends on the readiness audit result, available strength of consulting human power – both internal and external – relevance of ERP at various sites, timeframe, and the budget. But it is highly recommend that the organization should go for the implementation of all the modules at one site, and then go for roll out strategy for all sites. Finally, there is a wrong concept about the BPR and ERP system. The main doubt persist in the mind of many decision makers is whether the organization should first carry out BPR and then implement ERP, or vice versa. Actually, one has to understand that the physical form of the BPR concept is the ERP system. In some organizations where BPR is carried out first then ERP was implemented. In all these places, the BPR document was thrown into dustbin and new ‘to be document’ was prepared suitable to ERP. Such cases clearly show that BPR benefits as such don’t exist without ERP reference, and ERP just cannot be carried out without proper BPR. What we assume is that the BPR must be the outgrowth of ERP implementation and, therefore, it should be carried out during implementation only. But the major element of BPR is the change in the mindset, which can be initiated before ERP adoption, may be during the preliminary analysis by way of user training. The best thing to do in these situations is to carry ‘noiseless BRP’ which triggers the implementation smoothly. Also Read – ERP for packaging industry