ERP SESSION 1.pdf

Introduction to Enterprise Resource PlanningSemester - VI Copyright © Amity University Definition Of ERP - 1 Business solution that addresses all the needs of an enterprise with the process view of an organization to meet the organizational goals and integrate all the functions of the Enterprise. Copyright © Amity University Definition Of ERP - 2 Enterprise Resource Planning or ERP is an industry term for integrated, multi-module application software packages that are designed to serve and support multiple business functions. Copyright © Amity University What is an ERP package ? • Major business processes combined into an integrated software solution • The focus is on entire value chain Copyright © Amity University . distribution.ERP Package • An integrated suite of software applications typically handling the manufacturing. logistics. inventory. shipping. Copyright © Amity University . and invoicing in larger businesses. Evolution Of ERP .Timeline Copyright © Amity University . FORTRAN) With a focus on sales and marketing. inventory reconciliation. operations control and inventory management. 1970s Material Requirement Planning (MRP) Mainframe legacy using 3rd Generation software (eg COBOL. these systems were designed to manage and track inventory of raw materials and guide plant supervisors on POs. and inventory reports. MRP generates schedules for production planning. alerts.Evolution of ERP Systems TIMELINE SYSTEM PLATFORM DESCRIPTION 1960s Inventory Management & Control Mainframe legacy using 3rd Generation software (eg COBOL. FORTRAN) With a focus on efficiency. Copyright © Amity University . these systems were designed for job-shop scheduling processes. providing replenishment techniques and options. targets. these systems were designed for helping production managers in designing production supply chain processes – from product planning to parts purchasing.Evolution of ERP Systems – Contd. TIMELINE SYSTEM PLATFORM DESCRIPTION 1980s Manufacturing Requirements Planning (MRP II) Mainframe legacy using 4th Generation database software and manufacturing applications With a focus on manufacturing strategy and quality control. inventory control . Copyright © Amity University . and overhead cost management to product distribution. With a focus on application integration and customer service. finance. purchasing. distribution. accounting. they integrate secondary or support activities like marketing. fulfillment and sales. They integrate both primary business activities like product planning.Evolution of ERP Systems – Contd. additionally. and human resources. Copyright © Amity University . logistics control. these systems were designed for improving the performance of the internal business processes across the complete value-chain of the organization. TIMELINE SYSTEM PLATFORM DESCRIPTION 1990s Enterprise Resource Planning (ERP) Mainframe or clientserver using fourth generation database software and package software application to support most organizational functions. they integrate with newer external business modules such as Supply Chain Management (SCM). etc. With a focus on agility and customer-centric global environment. open source and integrated with fifth generation applications like SCM. CRM and SFA. these systems extended the first generation ERP into inter-organizational systems ready for e-business operations. They provide anywhere anytime access to resources of the organization and their partners. Advanced Planning and Scheduling (APS). TIMELINE SYSTEM PLATFORM DESCRIPTION 2000s Extended ERP or ERP II Client-platform using Web platform. Sales Force Automation (SFA). additionally.Evolution of ERP Systems – Contd. Copyright © Amity University . Also available on Software as a Service (SaaS) environments. Customer Relationship Management (CRM). ERP Characteristics & Features • • • • • • Packaged software Integrate the majority of a business’s processes Process the majority of an organizations transactions Used as a data warehouse Allow access to data in “real time” Integrate transaction processing and planning activities Copyright © Amity University . ERP System Components Copyright © Amity University . software. • Security of data and applications is enhanced due to better controls and centralization of hardware. Maintenance and support of the system improves as the IT staff is centralized and is trained to support the needs of users across the organization. • Consistency of the user interface across various applications means less employee training. and cross-functional job movements. Copyright © Amity University .Advantages of ERP Packages Advantages of ERP packages with respect to the IT system are: • Integration of data and applications across functional areas of the organization. better productivity. and network facilities. • Quality of customer service better and quicker as information flows both up and down the organization hierarchy and across all business units.Advantages of ERP Packages Advantages of ERP packages with respect to the Business Organization are: • Agility of the organization in terms of responding to the changes in the environment for growth and maintaining its market share in the industry. Copyright © Amity University . • Linking and exchanging information in real-time with its supply-chain partners can improve efficiency and lower costs of products and services. • Efficiency of business processes are enhanced due to business process reengineering of organization functions. • Sharing of information across the functional departments means employees can collaborate easily with each other and work in teams. Copyright © Amity University . • Retraining of IT staff and personnel to the new ERP system can produce resistance and reduce productivity over a period of time. • Data conversion and transformation from an old system to a new system can be an extremely tedious and complex process. and software resources. configuring. software. thereby requiring specialized IT staff. hardware. • Consolidation of IT hardware.Limitations of ERP Packages Limitations of ERP packages with respect to the IT system are: • Complexity of installing. and maintaining the system increases. and people resources can be cumbersome and difficult to attain. network. • Reduction in cycle time in the supply-chain from procurement of raw materials to production. • Change of business roles and department boundaries can create upheaval and resistance to the new system. Copyright © Amity University . warehousing. distribution.Limitations of ERP Packages Limitations of ERP packages with respect to the Business Organization are: • Retraining of all employees with the new system can be costly and time consuming. and collection. Critical Success Factors (CSF) of ERP Implementations • • • • • • Project Management Business Process Reengineering User Training and Education Technological Infrastructure Change Management Management of Risk Copyright © Amity University . Critical Success Factors (CSF) of ERP Implementations • • • • • • Top Management Support Effective Communication Team Work and Composition User Involvement Use of Consultants Clear Goals and Objectives Copyright © Amity University . Key ERP Vendors • • • • • • • SAP ORACLE / PEOPLESOFT INFOR MICROSOFT DYNAMICS LAWSON SSA GLOBAL EPICOR Copyright © Amity University . In reality. It is therefore possible for organizations to maximize their benefits by taking advantage of these best practices only when organizations do not make major modifications to their ERP software during implementation.ERP Implementation Methodology Vendors assert that they have embedded the "best practices or leading practices" of a business process in their software. there are other negative consequences for an organization when modifying the ERP system to match existing processes. Copyright © Amity University . sometimes referred to as "chocolate" Implementation. can increase the chances of success with the users because the package has been customized based on user requirements.ERP Implementation Methodology An implementation with considerable modifications to the ERP software package. Copyright © Amity University . however. For example. modifications increase the investment in the system and introduce higher implementation risk. any future upgrades to the system once it has been modified become cumbersome and expensive. but instead to change business practices to fit the system.ERP Implementation Methodology A Vanilla Implementation is the decision to implement an ERP “As-Is” and modify business processes to match the system or to modify the ERP to match business processes. It is fundamental to make this decision prior to starting an implementation. Copyright © Amity University .. customize) the system. A Vanilla implementation is when the company chooses not to modify (i.e. GENERAL ERP IMPLEMENTATION METHODOLOGY 1. Deciding upon the desired “Would-Be” situation of our business. Copyright © Amity University . 8. 9. Evaluation of various ERP packages Finalizing of the ERP package. 5. Implementation of ERP package. Re-engineering of the business processes to achieve desired results. 4. Installing requisite hardware and networks Finalizing the implementation with consultant. Identification of the needs for implementing an ERP package. 2. 3. Evaluating the “As-Is” situation of your business. 7. 6. delivery time.GENERAL ERP IMPLEMENTATION METHODOLOGY Step 1 Identification of the needs for implementing an ERP package • Why should I implement an ERP package? • Will it significantly improve my profitability? • Will it lead to reduced delivery times for my products? • Will it enhance my customers’ satisfaction level in terms of cost. service and quality? • Will it help reduce the costs of my products? • Will it enable me to achieve the same business volume with reduced manpower? • Will it enable me to reengineer my business processes? Copyright © Amity University . Contd. The other factors that should be taken into consideration are: • Need for quick flow of information between business partners. • Need for a high level of integration between the various business functions. • Effective management information system for quick decision-making.GENERAL ERP IMPLEMENTATION METHODOLOGY Step 1 . • Elimination of manual preparation of various statutory statements. Copyright © Amity University . etc. procurement. For example. Copyright © Amity University . production. sales. The technique of process mapping can be used here.GENERAL ERP IMPLEMENTATION METHODOLOGY Step 2 Evaluating the “As-Is” situation of your business The various business functions should be first enumerated. Now the processes used to achieve the business transactions should be listed in detail. GENERAL ERP IMPLEMENTATION METHODOLOGY Step 2 – Contd. • The number of departments/geographical locations that the business process involves. • The number of reporting points. • The total number of decision points involved. The process map should give you the following details for any business process: • The total time the business process takes to complete. • The flow of information. Copyright © Amity University . lead time. etc.GENERAL ERP IMPLEMENTATION METHODOLOGY Step 3 Deciding upon the desired “Would-Be” situation for your business In this step. we decide on what we want our business processes to finally look like. Here we use the techniques of benchmarking to ensure that the targets set are comparable to the best in the industry. Benchmarking can be done on various aspects of the business like cost. service. quality. Copyright © Amity University . Copyright © Amity University . This step is also known as Business Process reengineering. It is explained in detail after the General ERP Implementation Methodology.GENERAL ERP IMPLEMENTATION METHODOLOGY Step 4 Re-engineering of the business processes to achieve desired results. GENERAL ERP IMPLEMENTATION METHODOLOGY Step 5 Evaluation of the various ERP packages • Global Presence • Local Presence • Investment in R & D • • • • • • • Target Market Price Modularity Obsolescence Ease of Implementation Cost of Implementation Post-Implementation Support Copyright © Amity University . Copyright © Amity University . The process of finalizing can be simplified by making a matrix of the key factors. You can then rate all the packages under these heads.GENERAL ERP IMPLEMENTATION METHODOLOGY Step 6 Finalizing of the ERP package After a thorough evaluation of all the ERP packages vis-à-vis the key factors of your business. the package best suited to your business needs is selected. GENERAL ERP IMPLEMENTATION METHODOLOGY Step 7 Installing the requisite hardware and networks In this step. Also. the induction of the hardware should be in a phased manner to avoid blocking of capital. one has to install the hardware and networks required for the chosen ERP package. The installation of the hardware has to be wellplanned because generally the hardware arrives in time and lies idle due to the delays in implementation. Copyright © Amity University . GENERAL ERP IMPLEMENTATION METHODOLOGY Step 8 Finalizing the Implementation Consultants The factors which go into the selection of the consultant are: • Skill-set available with the consultant (application area) • Installation base of the consultant • Industry-specific experience (knowledge of the various industry-specific business processes) • Finances involved in hiring the particular consultant. Copyright © Amity University . GENERAL ERP IMPLEMENTATION METHODOLOGY Step 9 Implementation of the ERP Package The broad steps involved in the implementation of the ERP package are: – Formation of Implementation Team – Preparation of Implementation Team – Mapping of business processes on to the package – Gap Analysis – Customization – Development of User-specific reports and transactions – Uploading of data from existing systems Copyright © Amity University . – Test runs – User Training – Parallel run – Concurrence from user on satisfactory working of the system – Migration to the new system – User Documentation – Post-Implementation support – System Monitoring and Fine Tuning Copyright © Amity University .GENERAL ERP IMPLEMENTATION METHODOLOGY Step 9 – Contd. Project Leaders and the Module Leaders • Steering committee Copyright © Amity University .Formation of Implementation Team Implementation Team consists of: • IT personnel • Implementation consultants • Project Manager. Functions of the Steering Committee • To monitor the progress of the implementation • To see to it that the schedule of the implementation is adhered to • Resolve any problems that come up in the due course of the implementation • Allocation of resources for implementation Copyright © Amity University Preparation of The Implementation Plan The implementation plan should have clear components and should include the schedule for the following: • • • • • • • • Training of the Project Team Mapping of business processes onto the software Function-wise implementation Customization Uploading of Data Test Runs Parallel Run Cross-Over Copyright © Amity University Mapping of Business Processes on to the Package This is a crucial step where the re-engineered business processes are mapped on to the software. In mapping, the implementation team tries to fulfill the user requirements by making use of the standard functionality available in the software. However, if the requirements cannot be covered fully by the standard system, then the next step of implementation, ie, gap analysis comes into picture. Copyright © Amity University all such uncovered requirements are compiled into a gap analysis report. The ‘gaps’ are then classified into the following three heads: • Gaps which can be taken care of with a little programming effort. • Gaps which involve an extensive programming effort and hence require extra resources. • Gaps which cannot be taken care of in the system. Copyright © Amity University .Gap Analysis The user requirements that cannot be directly mapped on to the standard system from the basis of gap analysis. Here. the actual customization starts.Customization Once the process mapping and gap analysis have been done. In this step. first the customizing needs are chalked out and then the actual job is handed over to the respective functional teams. Copyright © Amity University . any user requirements not covered by the standard system need to be provided by extra programming effort. Copyright © Amity University . In this step.Development of User-specific Reports and Transactions As part of gap analysis. the required reports and transactions are created. In this step. In order to avoid wrong tabulation of master data. Copyright © Amity University . programmed transfer of data takes place from the existing system to the new system.Uploading of data from Existing Systems With customization in place. the transfer process needs to be thoroughly checked in the trial runs. the system is now ready to receive the master and transaction data from the existing system. At times it too involves a lot of programming effort. the test runs on the system are started.Test Runs In this step. The result of the sample transactions is evaluated and any changes required in settings to get the desired results are incorporated. Sample transactions are tried to see whether the customizing and master data uploading has been errorfree. Copyright © Amity University . Normally use training includes: • • • • Logging In and Logging Out Getting to know the system Navigating through the various menu paths Trying sample transactions in respective functions Copyright © Amity University .User Training The training of users can be started along-side the test runs. Users belonging to different functionalities are trained in their respective functions. the business transactions are carried out both through the existing system as well as through the new system. In parallel run. The implementation team then takes care of any lacunae which come to light during the parallel run. the parallel run of the system can be now started. Copyright © Amity University .Parallel Run With the successful test runs and user training in place. or errors that may have come up have been resolved. the users may be asked for their final approval. Copyright © Amity University .Concurrence from User on satisfactory working of the System If the parallel run is satisfactory and errorfree. Copyright © Amity University . it is time to “Go Live”.Migration to the New System When the parallel run has been successfully tried for a reasonable length of time and when the users and the implementation team feel absolutely confident. User Documentation User documentation includes the details on how to carry out the various transactions. Copyright © Amity University . It only covers alternatives that are being used in the particular business so as to make it easy for the user to understand and use them. It is different from the regular ERP package documentation in the sense that it is more specific in nature than general documentation. Copyright © Amity University . as well as small changes in layouts of various printed formats like purchase orders. minor changes in the report formats.Post-Implementation Support Post-Implementation support generally involves queries from the user. etc. System Monitoring and Fine Tuning In this phase. Copyright © Amity University . the IT people monitor the system closely to see the performance aspects and fine tune the database and other administrative aspects of the system so that the user can derive the best performance from it. Copyright © Amity University .VANILLA IMPLEMENTATION A Vanilla implementation is the decision to implement an ERP “As-Is” and modify business processes to match the system or to modify the ERP to match business processes. customize) the system.e. A Vanilla implementation is when the company chooses not to modify (i. but instead to change business practices to fit the system.. It is fundamental to make this decision prior to starting an implementation. and training and support costs. thereby reducing hardware. implementation. Copyright © Amity University . software licensing. This is a cost-control factor. and entering and retrieving data in a similar fashion. • In Vanilla implementations all of a company's branches are running the same system in a single instance. • Businesses that are not skilled or experienced at building or changing systems should consider a Vanilla implementation.Need for Vanilla Implementation • Businesses with relatively straightforward business practices that are not unique should consider a Vanilla implementation. a Vanilla system will more than likely pass the financial audits in a timely fashion. Copyright © Amity University . maintenance agreements. if everyone is entering and retrieving the same information. • Last. and processes. and as an example. Again. for a competitive advantage. the ability to know inventories and what is needed in a timely fashion without needing to contact others around the world creates a competitive advantage for a business that needs to react to information in a timely manner. • For a company using a purchased ERP system where the financial component is critical for reporting. it is important to know the ability of what and where things are around the world with your business in terms of parts inventory.Need for Vanilla Implementation – Contd. Need for ERP Customization Even though there are many reasons to implement a Vanilla ERP. an ERP system is too generic to fit the specialized business or specialized process. In a situation like this. many businesses choose to customize or modify the system to meet business needs (i. Businesses that have highly skilled IT developers and a proven process for managing modifications can certainly choose to change the system in areas where a business already has a competitive advantage. Copyright © Amity University .e add-in some Chocolate) and are very successful. The answer to the popular question "What companies use Enterprise Resource Planning?" will help in clearing this trouble. This will ensure that other steps are followed systematically and in accordance to the company's need. They are otherwise referred as enterprise resource planning phases. tool that assists and facilitates the business process by being a part of it. Copyright © Amity University . • ERP is not an answer to the errors in business plans and tactics. On the contrary it is misunderstood that ERP can rejuvenate the business.ERP is not a fortune but a technology that delivers results only after effective execution of the laid down procedures. It should therefore be understood that ERP is an I.T. In fact ERP consultants are reluctant to attend to it because they don't want it to disturb the purpose of ERP.GUIDELINES FOR ERP IMPLEMENTATION • Very few companies succeed in the first instance after implementing ERP. • ERP gap analysis and business process reengineering should be performed properly. Research on enterprise resource planning will reveal this. Copyright © Amity University . • IT facilities in the organization should be at par with market standards and international reputation. • The process of ERP implementation should be carried on by a team of competent personnel so as to ensure perfection. The top management team along-with the various departments must be prepared to accept that change. • Readiness for change and the capability to implement that change will be the first step towards successfully choosing the right ERPbased business solution.GUIDELINES FOR ERP IMPLEMENTATION – Contd. and to implement the ERP package. accountability and transparency. This will enable the operation people to constantly modify and update as and when it is necessary in order to stay in tune with the competition. It will be useful for the organization to engage in a brief business process redesign exercise prior to the implementation. • It is very crucial for a successful project manager to appreciate and apply strong Leadership.GUIDELINES FOR ERP IMPLEMENTATION – Contd. Employees at all levels who are affected by the new system need to be informed by a rigorous communications program. It is imperative to develop a steering team which must be capable of change management and the process of redesign and integration. • The organization should first use the ERP implementation process to identify the changes in business processes and in skills and attitudes that must be made. • Obtaining support from executives is the key criterion for success. Copyright © Amity University . The key to success in this effort is repetition and a realistic setting of expectations. Successful feedback and a forum for top management are required to address their concerns and is also vital. The difference between informal support and active leadership can be the difference between success and failure. as the implementation progresses. • Ideally. plant maintenance and finance. and will impact the future of the company for many years to come. the company may hire and outside consultantfrom an ERP consulting / implementation partner firm to provide knowledge in the concerned modules and in the project management. All the above factors have to be kept in mind for successful implementation. Copyright © Amity University . manufacturing. the project team must include members of the IT department. • An ERP implementation should not be looked upon as a short distance run.GUIDELINES FOR ERP IMPLEMENTATION – Contd. it is extremely helpful to have a road map. It has wide implications. It is advisable for the project leaders to set out clear. and review the progress at intervals. measurable objectives at the very outset. materials. But. sales. Additionally. • It is not necessary to follow every step of the General ERP Implementation methodology. Copyright © Amity University ." • A process is "a structured." • Re-engineering is now a business process or set of processes that essentially dismantles existing processes into individual activities and puts them back together in a new set of business flows or sets of business flows. It implies a strong emphasis on how work is done within an organization. measured set of activities designed to produce a specified output for a particular customer or market. When ERP systems are built to apply best practices you can easily understand how BPR is likely to occur during the ERP implementation. This is done to increase efficiencies and improve services with greater returns.BUSINESS PROCESS REENGINEERING • Business process is defined as "a set of logically related tasks performed to achieve a defined business outcome. BUSINESS PROCESS REENGINEERING Business process re-engineering is the analysis and design of workflows and processes within an organization. A key stimulus for re-engineering has been the continuing development and deployment of sophisticated information systems and networks. rather than refining current ways of doing work. Leading organizations are becoming bolder in using this technology to support innovative business processes. Copyright © Amity University . and become world-class competitors. cut operational costs. Business process re-engineering (BPR) began as a private sector technique to help organizations fundamentally rethink how they do their work in order to dramatically improve customer service. and quality. In addition to that. BPR with an ERP implementation will require crossing organizational boundaries and require a much more extensive change management process.BPR and ERP BPR within a single unit is difficult and requires efficient and effective change management. BPR has been equated to downsizing. This resistance to change comes from several areas. new technology. The creation of teams and development of good teamwork is essential to making BPR changes work for the organization. therefore increasing anxiety of staff both involved and not involved in an ERP implementation. Resistance to change will be high and require a significant level of change management to succeed. including loss or change in job and change in the power structure. Copyright © Amity University . BPR METHODLOGY Copyright © Amity University . as shown in Figure below.. related to ERP) • Test and measure new processes based on meeting goals and vision • Re-evaluation . • Define the "As-Is" process and evaluate crossorganizational issues • Map out "To-Be" processes based on best practices (i.e.set goals and vision. identify teams. adjust to improve processes Copyright © Amity University . includes: • Preparation . and develop an inventory of processes that need to be evaluated.revise.BPR METHODLOGY The BPR Methodology. BPR Methodology – Step 1 Preparation Here are some of the drivers behind the need for BPR: • Implementing a current purchased ERP system • Automating current manual or error prone processes • Improving service to customers • Streamlining current processes to decrease time to market • Participating in or conducting e-Marketplaces • Reducing costs • Addressing accountability • Conducting e-Procurement Copyright © Amity University . Copyright © Amity University .BPR Methodology – Step 2 – “As-Is” Working with the vision and goals. the functional teams must define the existing processes. The processes will need both a written description and graphical depiction of each and every process. Each process will likely have predecessors and successors linking processes together for future analysis in the "To-Be" phase. This sets the stage for the measurement phase. "we've always done it like that. A team member will often say things similar to. Some processes will even be eliminated and all new processes must have estimates of timing and who is responsible. Copyright © Amity University .BPR Methodology – Step 3 – “To-Be” This phase must address timing of processes and the changes needed to meet the original set of goals. This phase requires much thought and analysis. irrespective of who does it." The understanding of why a process does what it does need to be uncovered. The questioning of current processes is a must. but continuing to examine processes and to make adjustments creates a sustainable ERP system environment. It is essential to set up measurement processes that are meaningful and measure the goals set out in the preparation phase.BPR Methodology – Step 4 – Test & Measure The testing and validation of each process is necessary to ensure that a step was not missed or that a process not achievable. It may take a couple iterations of BPR to realize the goals fully. Copyright © Amity University . Teams can quickly create and edit presentation quality process maps. and reporting capabilities.CURRENT BPR TOOLS • Corporate Modeler. CASEwise Systems. and Data from different perspectives. Tualatin. Applications. Waltham. O R: Features process modeling. simulation. Technologies. Locations. iGrafx. • iGrafx. Designed for the front end of re-engineering projects.M A: The software is comprised of six diagramming modules that enable organizations to depict: Organizations. Copyright © Amity University . Processes. Copyright © Amity University . shows where things will bottleneck and why. The entire business team will understand the variables that impact business processes. and hunts for best solutions. A shared insight enables teams to work together. ISEE systems (formerly High Performance Systems). UT: The product capture and design process allows for trying the process first on the computer. • iThink. Lebanon. NH: Powerful tool for communicating interdependencies between processes and problems.CURRENT BPR TOOLS – Contd. tracks process performance statistics.. ProcessModel. • Visual BPR. further ensuring that decisions are fully implemented and mitigating risk. Provo. Inc. – By determining a set of evaluation measurements. – All of the above. Planning of ERP Implementation Process should be done: – – – – Cautiously Naively Should be done after the start of ERP Implementation None of the above. – By conducting a comparative study of ERP Implementations in enterprises that fall in the same domain. 2. Copyright © Amity University .Q&A Multiple Choice Objective Questions: 1. How can management of the enterprise make a decision about the necessity of implementing an enterprise resource planning system: – By outsourcing this analysis to experts in ERP. Integrate all corporate information in one central database They do not allow information to be retrieved from many different organiza-tional positions They allow any organizational object to be made invisible. Enterprise--wide resource planning systems (ERP systems) attempt to: – – – – 4. ERP implementation necessarily automates the following functions: – – – – Inventory Control Material Requirement Planning Both a and b None of the above Copyright © Amity University . They allow information to be stored in multiple databases. In Manufacturing organizations.Q&A 3. Q&A 5. Readiness of employees to embrace the change. All of the above. Customization of an ERP package is enhanced if the ERP Package is: – – – – Modular Inflexible Both a and b Either a or b Copyright © Amity University . factor(s) important is/are: – – – – Strategic support from the top management. Adherence to time schedules. 6. For the success of an ERP Implementation. None of the above. Lack of budget. including post-implementation performance measurement. “As-Is” stage follows “To-Be” stage. Copyright © Amity University . Which of the following statements is true about ERP Implementation: – – – – 8.Q&A 7. Strong project management and resource commitment. Which of the following factor does not contribute to the success of ERP? – – – – Focus on business processes and requirements first. Focus on achieving a healthy ERP ROI (Return on Investment). “Go-Live” stage and “As-Is” stage can proceed simultaneously. “To-Be” stage follows “As-Is” stage. The decision to implement an ERP “As-Is” and modify business processes to match the system or to modify the ERP to match business processes is known as: .Vanilla Implementation 10.All of the above.SCM .Generic Implementation Methodology Extended ERP integrated with external business modules like: .Chocolate Implementation .SFA .Business Process Reengineering .CRM . Copyright © Amity University .Q&A 9. . Thank You .