C.W. Thomas, Philadelphia-based manufacturer of vacuum/pressure formed products, and IQMS, vendor of enterprise resource planning (ERP) and manufacturing execution system (MES) software, announced today that they have signed an agreement to implement several IQMS solutions: ERP software EnterpriseIQ and MES offerings that include, among other things, the shop floor control solution ShopData and production monitoring module RealTime.
This packaged solution from a recognized manufacturing software vendor is supposed to replace an archaic DOS-based homegrown system combined with Excel spreadsheets. The existing tool requires many duplicate manual efforts to sustain production and is obviously not fully capable of supporting the business. Read the rest of this entry »
Canali, word-famous Italian men’s clothing brand, has selected Microsoft Dynamics AX for its US operations. Business in North America must be going quite well, as the company has decided to implement an enterprise resource planning (ERP) software application that would serve the entire region.
All Canali’s factories are in Italy (and the fact that it has not moved its manufacturing operations to lower-wage countries is worth some respect). Since Canali does not conduct any manufacturing in the US, the software selection case was limited to coordination of distribution channels and retail and wholesale operations. Read the rest of this entry »
TEC’s decision-support engine, robust feature/function models, and rich database of vendor capabilities enable TEC clients to realize faster time-to-value in software decisions. Watching the evolution of how clients use software advisory firms, and, then, starting up my own analyst firm, has persuaded me more strongly than ever of the value of such an online capability for software evaluation. Read the rest of this entry »
In today’s business milieu, the likelihood of successfully selecting and implementing corporate software, particularly large and complex solutions such as enterprise resource planning (ERP), is very difficult to foretell owing in large part to the nature of those projects. Many uncertainties exist at the planning stage that none of the parties involved (software vendor, software implementer, if different, and the client) are able to fully discover and control. Vendors and implementers don’t know the client’s business well enough, while the clients aren’t familiar with the software. Only aligned joint efforts of software providers and client managers, subject matter experts, and end users can lead to a successful system deployment—meeting expected business objectives within given budgets and timeframes. Another lurking issue in software implementation projects is that the degree of success of any given project can be measured only at the end of the road—mainly at the end of the implementation stage or after go-live.
A number of factors may cause ERP projects to go wrong from the very beginning: Read the rest of this entry »
A software selection project requires a well thought out plan that details what you need from a new or updated solution. The process often begins with careful research and determining and prioritizing your functional and technical software requirements. While doing your homework, you’ll no doubt come in contact with a plethora of vendor white papers and marketing collateral to help you grasp the capabilities of their solutions. However, if you’re looking for impartial, original research about solutions in the marketplace, you will find TEC Certification Reports helpful in narrowing down your search. Read the rest of this entry »
TEC certification is like a software test drive; a chance to look under the hood, kick the tires, take it around the block with some scenarios. [more on TEC Certification here]
I wasn’t disappointed during our recent certification of CDC Software’s Ross ERP. Read the rest of this entry »
In recent posts, we’ve learned that business software implementation failures are rampant and that the blame is all on the vendor. And though unhappy customers are suing the software vendors, little speculation is offered on the cause for the implementation failure. Read the rest of this entry »
I deal with many software professionals, technology business users, consultants, and analysts, and it is interesting to observe that everyone uses the same conventional mantras and familiar words, but often with slightly different meanings, and sometimes with totally different meanings. A good example of this is how businesses determine their size category: small, medium, or large. It appears simple, but it is not always that obvious in reality. Read the rest of this entry »
How you select new enterprise resource planning (ERP) software will greatly affect your company’s future and should not be taken lightly. Therefore, in order to avoid unpleasant surprises or failure, you should start thinking about change management at the same moment that you start considering replacing your old or buying new ERP software. Do not wait until there’s no turning back. Remember: prevention is better than a cure.
This is the first of a series of four blog posts in which I intend to describe how change management can affect a company’s ERP software selection project.
I hope our readers, to greater or lesser degrees, are familiar with our business software selection methodology—as we have been writing a lot on this matter. But the lion’s share of these publications often refer to either the functional or technical sides of the selection process, or what type of business processes a future system can support and how can be achieved. Read the rest of this entry »