The correlation between investment and reward is perhaps nowhere more tenuous than when implementing a new ERP system. Seasoned companies, and even technology powerhouses, have invested hundreds of millions of dollars in upgrading their ERP systems, only to discover they have simply bought tickets to a horror show of lost revenues, grossly missed sales forecasts, frustrated customers and dissatisfied investors.
The success or failure of an ERP implementation is not predicated on the characteristics of the software package. In fact, it is extremely rare for an ERP implementation to fail because of technical reasons. Often, the same particular software functions smoothly at peer firms. Frequently, It is this knowledge that gives project managers the false confidence to rush the selection and implementation of a new ERP system.
To address the challenges of choosing the ERP system best suited for an organization’s specific needs, Protiviti’s ERP selection methodology anchors itself in the business process and follows three phases prior to committing to a particular technology.
- Future Business-System Landscape
- Business Process Optimization
- Solution Design
As detailed in this white paper, this three-phased approach ensures a company selects the single best ERP solution to its particular context and anticipated growth. Moreover, this significant decision is made with confidence in terms of the estimated total cost of ownership, implementation time frame and expected benefits.