The relevant factors for deciding if we should keep or replace our current ERP were not clear to us. SoftSelect helped us determine these factors and helped us establish our current ERP’s merit against the general capability of current market ERP. The education on modern ERP and implementation control were especially helpful and changed how we analyzed our ERP options.
ERP change is coming one day at our company, but we were unsure of the right timing, actual risks, and costs for which to prepare. The assistance from SoftSelect was very helpful—especially to understand what ‘controlled costs’ would be—as well as how to control typical implementation problems. This was a large contribution to containing the serious uncertainties we had about how to proceed.
We wanted to lead and control our ERP project and not be dependent on an implementer. The Engleman Associates’ approach to manage the project significantly helped us meet this objective. A key element of this support was the early detection and resolution of insidious project problems–and in turn the avoidance of compounding problems. This greatly lowered my strain.
At the start of our ERP replacement project we had many years of legacy business processes that were visible and familiar to my team. Not as visible to my team were the better go-forward business processes and new options with modern ERP’s business intelligence, workflows, and configurability capabilities. Engleman Associates, Inc. first provided education for my team on modern ERP options and the concept of highly connected process execution across our enterprise. Then they helped us design future-state processes with a focus on current business process problems, improvement ideas, and apparently unique process we had. This pre-implementing planning significantly helped us step above the limitations of our current ERP and attachment to existing business processes and tools, and more clearly see better go-forward processes. We also increase our enthusiasm and resolve to achieve these go-forward processes.
It was always obvious to us that our ERP project was about achieving better business process, lower costs, and better serving customers. However it was not obvious how to effectively conduct and lead this business process planning. Engleman Associates, Inc. (EAI) provided valuable assistance in how to conduct and lead this critical business process planning. Key to this assistance were techniques to focus on the approximate 20% of all future-state business processes, process exceptions, and metrics that were somewhat unusual at Provo Craft—as compared to ones more routine. This assistance made a solid contribution to our success.