A Guide to Developing an ERP Strategy

    4/22/21 10:00 AM

    erp-strategy

    The good, the bad

    I’ve been involved with manufacturing and ERP for over 30 years. During that time, I’ve learned a lot about the interaction between a manufacturing organization, their goals, and their ERP (or lack thereof). I’ve seen companies who have a good plan for choosing ERP; I’ve seen companies that don’t. I’ve seen companies that use ERP well; I’ve seen companies that don’t. I’ve seen companies admit they weren’t using ERP well and then work towards fixing that problem. I’ve seen companies admit they weren’t using ERP well and then lose interest in using it better. I’ve also seen a common thread between the companies who excel in selecting/using ERP, and those that don’t. The ones who excel have the expertise to develop a good strategy and execute it, or they admit they don’t have the expertise and they get help. They view the cost of getting help as an investment that has a payback. The ones who don’t excel aren’t aware they don’t have the expertise, so they never get the help they need. They view the cost of getting help as an expense.

    I’ve always said there is no shame if a company doesn’t have ERP expertise. It’s only a shame if they chose to do nothing about it.

    Where are you in your ERP journey?

    That’s where this blog comes in. The people at Visual South know a lot about manufacturing and ERP, and we share what we know through our blogs and videos. Whether you are starting the process of looking for an ERP solution, implementing an ERP solution, or wanting to use an ERP solution better, we have plenty of resources to help you gain expertise.

    Looking for an ERP solution

    Implementing an ERP Solution

    Using an ERP solution better

    No matter where you are in your journey, we can help. Contact us to explore the possibilities.

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    Jack Shannon

    Written by Jack Shannon

    Jack is the President of Visual South and has been working with the product since 1996 when he bought it in his role as a Plant Manager. Since 1998 he has worked for Visual South with roles in consulting, sales and executive management.