Learn about the key elements for constructing and implementing an effective playbook to guarantee successful integration in a M&A
Minimize unforeseen expenses and integration complexities in acquisitions by following this comprehensive pre-acquisition information technology and operational due diligence checklist.
It often seems like everyone’s moving to the cloud—and if they’re not moving to the cloud, they’re talking about how cost-effective it is. However, recent research shows that many companies struggle with cloud cost overruns. So how effective is cloud adoption? And more importantly, do these cost issues extend to cloud ERP? We answer those questions and more in our latest article about the pros and cons of cloud ERP.
Senior leadership involvement is indispensable to successful digital transformation projects. Learn the 4 critical executive committee roles and responsibilities.
When exploring ERP solutions for your business, it’s important to understand the different ERP tiers. Explore Tier I, Tier II, and Tier III ERP and find the right fit for your business.
For many, these uncertain economic times are causing them to revisit their digital transformation plans. As you build or revise your business case for digital transformation, it’s important to understand how others are approaching their initiatives. Read our latest article to stay up to date with emerging trends and best-practices that are shaping North American manufacturing and distribution.
If the last few years have taught us anything about business, it’s that the successful companies adapt to tempestuous market shifts. And, there have been plenty of recent events that have given companies opportunities to distinguish themselves in this regard: the Great Recession, a choppy recovery, Japanese supply shortages, rising Chinese labor costs and, now, a market correction.
For most of 2010, Canadian companies have taken a wait-and-see approach to ERP. According to IT research firm IDC, Canadian businesses are neither jumping headfirst into new ERP applications nor making significant changes to their existing systems.
The Economist has said that a global recession is inevitable in 2023. At the same time, digital transformation continues to be a top priority for businesses in many industries. In an economic downturn, should you invest in a large ERP system? It depends. Here are the pros and cons of ERP implementation in a recession.
SaaS ERP contracts are typically one-sided, shifting significant risk to buyers. Learn our four-step methodology to secure the right deal.
You want to streamline your business process and simplify your job—and let’s be honest, who doesn’t? That’s why enterprise resource planning (ERP) exists. However, most
3 Key Milestones to Assure Your Business Is Ready to Start ERP Implementation (And How to Minimize ERP Failure Risks Before your Project Starts)
Whether it’s MillerCoors, National Grid, or Revlon, there’s no shortage of high-profile ERP implementation failures. Often, the cause is easy to identify: poor ERP implementation
A cloud-based ERP is a major investment. As with any investment, executives must understand its full costs to generate the best return. Some implementation costs
5 Warning Signs Your ERP Implementation Is Off the Rails (And How to Rescue Your Project Before It’s Too Late)
Is your ERP implementation in danger? Here are five warning signs to look out for and what you can do to ensure success.
At Pemeco, we’ve learned and evolved over our 44-plus year history of leading ERP implementation projects. To help you learn from and build on our
According to BDO, between 60% and 70% of executives pursue transformative technology projects such as ERP implementation to increase market penetration, improve operational efficiencies, and enhance
ERP best-practices and accelerators are marketed as tools to quickly implement proven and efficient business processes. We define ERP best-practices and implementation accelerators in our
From RFPs to demonstration scripts, learn 15 key due diligence activities to help you make the right ERP selection decision.
Learn how to apply for the Ontario Government’s $150,000 grant program to help your Ontario auto parts manufacturing business digitally transform with ERP, EAM, IoT, MES, BI, and more.
If chosen and implemented correctly, ERP systems provide significant benefits. But what happens if an ERP implementation fails? Companies stand to lose millions of dollars, disrupt operations, and
High-tech and electronics manufacturers have industry-specific business requirements that demand specific ERP software functionality to support their ability to cost-effectively design, market, sell, produce, distribute,
Not all independent ERP consultants provide the same quality of service and not all independent ERP consultants are truly independent and impartial. If you are
The pandemic and other concurrent events (the March, 2021 Suez Canal blockage) are contributing to significant global supply chain issues. From constrained raw materials and
When deciding on an ERP (Enterprise Resource Planning) system, companies often wrestle with a decision between selecting a monolithic generic ERP system and an industry-specific
For many businesses, an Enterprise Resource Planning (ERP) software system is a non-negotiable software suite that manages integrated operational and financial business processing. When presenting
A cloud-based ERP system is one that is provisioned on cloud infrastructure, meaning that the customer does not need to manage the servers that underpin
Implementing an ERP system is a significant step for organizations of any size. An enterprise resource planning software is often critical for integrated business processing,
Selecting the right Enterprise Resource Planning (ERP) system for your business is mission critical. You need to select ERP software that is capable of effectively managing your business processes, handling your accounting
At Pemeco Consulting, we appreciate the trust our clients place in our team to lead them through major and disruptive ERP selection and ERP implementation
We just received exciting news here at Pemeco Consulting! Clutch analyst Jeff Dixon just called our founder to let us know that Pemeco Consulting is
According to a 2019 World Economic Forum and McKinsey study, while 70% of companies believe Industry 4.0 is critical to their future, only 15% have
The pandemic is forcing Canadian manufacturing companies to adapt more quickly. Unfortunately, legacy processes, unintegrated systems, and outdated ERP are impeding businesses from quickly responding
Earlier this month, Waste Management (WM) upped the ante in its lawsuit against SAP to $500 million. The root of WM’s claim is that it was allegedly deceived and defrauded by SAP during the ERP selection and implementation phases.
Our recent ERP benchmark study (soon-to-be-released) points out the obvious relationship between ERP selection success and ERP implementation success, that is: a failed selection project inevitably results in a failed implementation project.
Now, ruminate on this statistic – a paltry 32% of ERP selection projects succeed. This means that 68% of ERP projects are destined to fail before implementation even starts.
If your organization is planning to implement ERP software without restructuring its operations, you can stop reading right now. In fact, you may as well take the money you’re planning to spend on the project and throw it in the bin.
A Structured Approach to Organizational Change Management: Part 3 of an Intro to Milestone Deliverables
In this final article on using Milestone Deliverables to drive ERP implementation success, I lay out our framework to drive successful organizational change management.
ERP implementation projects are major cross-functional undertakings. Most failures can be attributable to ineffective project teams and poor testing. Learn best-practices to establish effective governance structures and rigorous piloting.
Infor is pushing legacy ERP software customers to systems it considers strategically important. Learn how to decide whether Infor’s convergence strategy is right for your business.
Does unplanned equipment downtime cause your maintenance team to scramble? How much do unexpected outages cost your company? What’s the value of delayed or canceled
ERP implementation failure is a pretty easy topic to write about – fresh material is delivered to my door almost daily. Consider, for example, the California County of Marin’s recent $30 million lawsuit against Deloitte Consulting LLP.
In that case, Marin County hired Deloitte to implement an SAP ERP system. Marin spent $18.6 million on system and implementation costs. For all of that money, what did it get? A malfunctioning system, administrative lock-ups and headaches.
ERP Organizational Structure, Training and Data Migration: Part 2 of An Introduction to Milestone Deliverables
Last week, I introduced you to using Milestone Deliverables – our firm’s proprietary ERP project management methodology – to drive ERP implementation success. We covered the importance of ERP project planning, business process mapping and systems testing.
Our firm developed the Milestone Deliverables ERP implementation project management methodology over a 33-year period. It is now used to deliver ERP success in more than 40 countries.
This short series of articles is designed to introduce you to the key components of our methodology – the components that are necessary to drive ERP implementation success. This first article focuses on the importance of project planning, business process mapping and system testing.
Imagine waking up one day to find out that your company’s supply chain has ground to a halt, making it impossible to fulfill $100 million worth of orders. For Hershey’s confectionary manufacturing and distribution operations, this nightmare came true in 1999. Read this case study on Hershey’s ERP implementation failure. Learn about the importance of ERP system testing and project scheduling.
Independent research confirms that facilities integration is a key reason behind ERP purchases, particularly among manufacturers. In its ERP in Manufacturing 2009 research report, the
In 2019, the World Economic Forum and McKinsey & Co. released a whitepaper that describes two ways that Industry 4.0 will transform business. First, implementation
Successful ERP implementation projects transform companies. Executives need to steer the project to ensure that the future business is designed in a way that aligns with corporate strategy. They also need to assure that the company’s best people are committed to delivering a quality project. In this post, we look at three key critical success factors relating to executive-level participation.
Industry 4.0 – or the fourth industrial revolution – refers to a cyber-physical environment that self-optimizes. The system collects data, creates its own analytical models,
When should you upgrade your ERP or consider replacing it? Your ERP system supports your core business operations and data. When it falls behind, your
Too many organizations start their ERP selection journey by researching solutions and interviewing ERP vendors. They wander about, comparing features and specifications and deliverables and
Is your organization undertaking an ERP selection project? If so, use our ERP selection checklist as a gut check on your due diligence process.
If you’re at the front-end of an ERP selection process, you’ve probably heard conflicting approaches to ERP business process mapping. Some consultants say it’s essential
In its September 2011 issue, the Harvard Business Review (HBR) featured an article on IT project failures, Why Your IT Project May Be Riskier Than You Think. As an example of an IT project failure, the authors discuss how Levi-Strauss’ $5 million ERP project morphed into monstrous losses of $200 million.
There are four key team and governance causes of ERP implementation failure. If you wait until implementation to mitigate these risks, you might already be
If your company manages multiple operating facilities, it’s probably asked itself whether it makes sense to standardize each business unit on the same ERP system.
Should you upgrade or replace your ERP system? Most mid-sized companies and large enterprises have to wrestle with this decision every 10 to 20 years. The
ERP selection is the first hurdle that has to be cleared on the path to ERP success.
Unfortunately, management all too frequently underestimates the complexity of the selection component. Too often, they approach selection with the view that it’s an administrative project that’s easily completed. This approach, unfortunately, couldn’t be more misguided.
Learn how Jamesway Incubator Company evaluated whether to upgrade from Baan ERP to LN or replace its legacy software with an entirely different ERP system.
Corporate Vision Magazine today announced that Pemeco was awarded its 2016 Small Business Award for Best Manufacturing ERP Consultancy – East Canada.
ERP systems are built around integration transactions to the general ledger. Learn how finance and accounting departments can benefit from ERP and the role they should play on an ERP selection project.
Multi-company and enterprise-wide implementations bring their own unique challenges and requirements. When planning a project, it’s important to map how the data and processes will (or will not) flow across entities. It’s also important to define cross-divisional teams that might need to provide input.
Read-on to learn the keys to successfully managing a multi-company ERP implementation project.
Best-in-class manufacturers are leveraging their ERP systems to drive specific lean manufacturing initiatives. Read on to learn how some of our clients are driving their lean programs, and about three common areas in which ERP enables lean.
A primer for retailers and wholesale distributors on the five critical elements to delivering a seamless omni-channel customer experience.
Businesses today tend to look at ERP as a solution to whatever ails them. Unfortunately, this mindset often leads to disappointment. Learn how our business forebearers designed ERP as part of a broader organizational solution set.
It doesn’t matter how fancy your ERP system is. It doesn’t matter how closely the system’s capabilities match your company’s needs. It doesn’t matter that the ERP system is SaaS, comes with the latest flavors of business intelligence, or can be used by mobile workforces on their smartphones. No, none of this matters if the system isn’t implemented correctly.
All business leaders want to take their organizations to the next level. In an effort to do so, many have invested heavily in ERP implementations and have suffered through associated business disruptions.
Happy New Year! We hope you’re kicking off 2012 with a commitment to continued ERP success.
This article – provided by ERP vendor SYSPRO – outlines how enterprise business software can help manufacturing companies implement Lean fundamentals.
Whether businesses like it or not, they have to be agile to succeed. If managing extreme economic volatility wasn’t challenging enough, businesses also have to contend with shifts caused by natural disasters (e.g., the Japanese supply disruption), faster cycles of technological innovation and obsolescence, and structural shifts in the labour market.
In our previous ERP planning tip, we discussed the need to maintain inventory-related movements in an accurate and timely manner. This tip deals offers practical tips on how to maintain order-related data accuracy, even when that data changes.
In our previous ERP planning tip, we discussed routings, the final data set-up requirement for making an item. In this tip, I dig deep into another critical data requirement – the need to maintain timely and accurate inventory counts and movements.
The current economic climate is causing many organizations to rethink their ERP projects – whether selection, implementation or optimization. Many businesses are now hesitating because they’re no longer sure that it’s in their best interests to fund the projects or to divert precious human capital resources.
In our previous ERP planning tip, we discussed the bill of materials (BOM), which discussion answered the following questions: which and how many components are needed to produce an item. This tip deals with routings, the final data set-up requirement.
In our previous ERP planning tip, we covered time and quantity order-based modifiers to back-schedule supply requirements from demand. This previous tip dealt with the “when” and “how much” questions of planning. In this week’s tip, we cover the “what” questions of planning, which is represented by the bill of materials, or BOM (there is also an element of “how much” in BOMs).
In our previous ERP planning tip, we discussed the importance of feeding an MRP system – or a planning engine – accurate and timely data. In this tip, we start to dig a bit deeper into the types of data that a planning engine needs to make meaningful recommendations.
Once again, the folks at Focus.com have stimulated a timely conversation – this time about IT project management credentials. Caty Kobe, a Community Manager at Focus.com, asked “Does a project manager need to have an IT background?”.
A planning engine is a lot like a high-performance athlete. It can only perform if it’s well-trained, in shape and well-prepared. Like an athlete, if it’s only fed a steady diet of junk food, it’s simply not going to perform optimally.
FusionIS Uses Pemeco’s Milestone Deliverables to Drive Successful Implementation at Johannesburg Metrobus
On December 1, 2010, Johannesburg Metropolitan Bus Service (Metrobus) went live on Oracle’s Enterprise Asset Management (EAM) software. Metrobus now relies on the software to manage its fleet of 532 commuter buses, which collectively transport 90,000 passengers per day.
Really, now. Is this just another example of an author using an alarmist title for shameless promotion? Or, is there actual substance behind my bold claim that ERP contract negotiations – which, by the way, are fully completed before ERP implementation even starts – can actually be a key driver of implementation success?
In last week’s ERP implementation tip, we laid out the key components of an actionable data migration plan.
This week, we circle back and cover customizations, personalizations and interface projects. These projects are intended to extend the functionality of the ERP or IT software into areas that are not covered by out-of-the-box functionality.
In last week’s ERP implementation tip, we laid out the key concepts of data migration. This week, we breakdown the four key components of an actionable data migration plan.
In last week’s ERP implementation tip, we discussed the end-user training phase – the phase during which the implementing organization’s employees are taught how to incorporate the new system into their daily work routines.
We now start our discussion of data migration. Given the importance of this topic, it will span two tips. In this week’s tip, we cover the key concepts. In next week’s tip, we will explain how to tie these various concepts together into an actionable migration plan.
In last week’s ERP implementation tip, we discussed the integrated pilot phase – the third of three systems testing phases in an ERP implementation project.
With the testing complete, the implementing organization suddenly finds itself under-the-gun to make sure that its troops are ready to work in the new operating environment.
In this week’s tip, we discuss the end-user training phase – the phase during which the employees are taught how to incorporate the new system into their daily work routines.
In last week’s ERP implementation tip, we covered the Departmental Pilot phase – where the teams tested all business processes in the new IT system. In the tip previous to that, we discussed the Conference Room Pilot phase – the first round of system tests where only a sampling of the business processes were tested.
In this week’s tip, I walk you through the final round of ERP systems tests before cutover: the Integrated Pilot testing phase.
In last week’s ERP implementation tip, we covered the Conference Room Piloting (CRP) phase, where the core team tests the 80% business scenarios and scripts in the ERP system.
In this week’s tip, I walk you through the second round of ERP implementation systems tests: the departmental pilot (DP) phase.
In last week’s ERP implementation tip, I offered 4 tips to help you manage the walkthrough presentations in your ERP implementation project.
In this week’s tip, I walk you through the first in a series of ERP systems tests: the conference room pilot (CRP).
In my previous ERP implementation tip, I broke down the six key elements of a change management plan, including the training plan.
This week, I discuss the eighth ERP implementation project deliverable: the walkthrough presentation.
In my previous ERP implementation tip, I identified potential pockets of change resistance and discussed how an effective change management plan can drive ERP implementation success and diffuse potentially fatal project resistance.
This week, I break down six key elements of a change management plan, including the training strategy. The change management plan completes the fourth and final deliverable in the project mapping phase.
In last week’s ERP implementation tip, I explained how to build a Gaps and Issues Database to keep ERP problems from torpedoing your project. This week and next, I delve into the fourth and final deliverable of the project mapping phase: the change management plan.
In last week’s ERP implementation tip, I outlined a 7-part structure to draft effective blueprint whitepapers.
This week, I explain how to build a Gaps and Issues Database to keep problems from torpedoing your ERP implementation project. The Gaps and Issues Database is the third of four deliverables that must be completed during the business process mapping phase.
In last week’s ERP implementation tip, I offered 7 keys to developing a business scenario list during the process mapping phase of your ERP implementation project.
This week, I discuss the next project deliverable in the mapping phase: completion of the draft blueprint whitepaper documents.
In last week’s ERP implementation tip, I offered some general advice about managing the business process mapping phase of your ERP implementation project.
The mapping phase is made up of four sub-phases, each constituting a separate project deliverable. Over the next four weeks, I will break down the each of these four deliverables, starting with the business scenario list, below.
In last week’s ERP implementation tip, I described how to structure an intensive, 4-course program to train your core team on the selected ERP system.
Now, after having successfully completed its training, your core team is ready to restructure the business processes to accommodate the new ERP system. In this week’s tip, I offer some advice on process mapping as well as on managing the related change and risk issues of your ERP implementation project.
In last week’s ERP implementation tip, I laid out 5 crucial steps to building an actionable, manageable and measurable project plan.
This week, I offer some guidance on how to train the core team so that it can execute the ERP implementation project plan.
In last week’s ERP implementation tip, I wrote about the importance of creating a turn-by-turn project roadmap.
This week, I outline 5 crucial steps to building an actionable, manageable and measurable ERP implementation project plan.
ERP Implementation Tip #7: ERP Project Planning – Plan your ERP Project Like a GPS Plans a Road Trip
In last week’s ERP implementation tip, I explained how to effectively kick off your IT project.
I inadvertently – and somewhat ironically – omitted a key ERP implementation project phase that precedes the kick-off phase. This week, I’ll delve into that overlooked phase, which is the project planning phase.
In last week’s ERP implementation tip, I explained how to build a strong project core team.
This week, I discuss how to use kick-off meetings to inject momentum to the start of an ERP implementation project.
In last week’s ERP implementation tip, I explained why the project manager should be a member of both the steering committee and the core team.
This week, I discuss how you can build a core team to drive a successful ERP implementation project.
In last week’s ERP implementation tip, I wrote about how a project manager can secure the steering committee’s commitment to the project.
This week, I discuss how the project manager can filter the ERP steering committee’s instructions down to the core team.
In last week’s ERP implementation tip, I wrote about the how project buck stops at the steering committee.
This week, I discuss how the project manager can keep the executive-level steering committee focused on the project.
In last week’s ERP implementation tip, I explained who should be selected for the various project teams.
This week, I dig a little bit deeper into the steering committee.
To execute your business, your company has set up an organizational structure, hired the right people (hopefully), delegated responsibility and incentivized desired behaviors. Operating within a defined structure helps your business avoids chaos, and keeps the right people working towards the right goals.
Canadian manufacturers and distributors are increasingly turning to ERP to help them improve their fortunes, especially in the face of low-cost foreign competition and the high Canadian dollar.
After we implemented the ERP Action Plan, this aerospace manufacturer improved planning and shop scheduling accuracy by 20%. It cut budgeting and forecasting labour time by by 75%. Learn how we helped this manufacturer drive business benefits by optimizing its ERP system.
The Company: The client is a privately-held international manufacturer of polyethylene bags. It operates sales and manufacturing facilities in North America and Europe.
These days, small and medium-sized businesses (SMBs) need enterprise resource planning systems (ERP) to be competitive. ERP helps companies manage their global supply chains and forecast demand. SMBs, though, are advised to approach ERP very cautiously. Casualties from failed ERP implementations are like bodies strewn across a bloody battlefield.
Industry reports and promotional materials make ERP sound like manna-for-business, dropped down from the heavens above. They say that ERP can make your business more efficient, responsive, integrated, transparent, profitable, productive… and the list goes on. What you really want to know, though, is how ERP can help your business. And, what’s the catch?
As we close out 2010, I reflect on an ERP system selection project that we’re just now wrapping up in time for the holidays. The client runs a multi-site manufacturing and distribution business. It is a strategic supplier to big-box retailers and leads the market in its product category.
In a recent ZDNet article, Alliances, Referrals, Kickbacks, Reselling: Where’s the independent advice in this?, author Brian Sommer sends a crystal clear message to IT buyers. He says that if buyers want to find the right-fit IT system, they had better ensure the independence and impartiality of their system selection consultants.
If the consultants are not free from bias, he warns, the buyer could end up with a system that fits the consultants’ bottom lines better than its operations.
Companies evaluating ERP solutions may find themselves ensnared in a net of vendor confusion. Selecting the right ERP software from among 15 or 20 seemingly good candidates is a difficult project. So, how does a company go about comparing, contrasting and ranking the various ERP software alternatives? How can it satisfy itself that it is picking a software package that best fulfills its various needs?
Unanticipated ERP license needs. Unexpected ERP add-on modules. Unknown 3rd-party software needs. Surprises like these can lead to ERP sticker-shock and cause buyer’s remorse. Unplanned ERP expenses can throw off budgets, strain resources and, in some cases, cause ERP projects to die. They can even lead an ERP buyer to a system that it would not have otherwise selected had it known the true costs.
Our client – a mid-sized manufacturer and distributor – recently participated in ERP software demonstrations. From its perspective, these demonstrations collectively constituted the single-most important phase of its ERP selection project. Why? Because it was our client’s only opportunity to test-drive the ERP alternatives before making a purchase.