Stages of implementing ERP in a hospital. Implementation of ERP System at the enterprise. Main reasons for ERP project delays

The market for ERP systems in Russia is growing rapidly. However, projects to implement ERP systems often end in failure. According to experts, approximately 70% of ERP systems implementation projects do not achieve their stated goals. We suggest discussing the main reasons. After all, forewarned means forearmed.

The ERP (Enterprise Resource Planning) market remains one of the fastest growing software markets in the world. The volume of the Russian ERP system market at the end of 2015 grew, according to TAdviser, by 9%, reaching 108 billion (see figure). The revenue of 8 of the 10 largest players in the domestic ERP market also showed positive dynamics during the reporting period.

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First of all, the interest shown in ERP systems is associated with the expectation of significant benefits that enterprises can obtain as a result of using such systems. But these expectations are based, most often, on the promises of the companies implementing this software. However, very often projects to implement ERP systems end in failure. Approximately 70% of ERP system implementation projects do not achieve their stated goals due to a simple lack of understanding of what an ERP system is.

What is the reason for such sad statistics and how, after spending significant financial and time resources, can one not prove it to be true? We offer the TOP 10 mistakes made when implementing ERP projects. This list is not exhaustive and represents a list of errors discovered by our experts and consultants while working with clients.

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Mistake #1. Failure to describe business processes before ERP implementation

It is impossible to carry out a high-quality implementation of an ERP system without described business processes at the “as it should be” level, or at least a clear understanding and display “on paper” of information and material / documentation flows in your company. We often come across the option when consultants are involved in the work at that critical moment of implementation, when the system fails and does not give the desired effect, and the implementers and the management team cannot direct it in the right direction. By getting to the bottom of the reasons for such failures, we identify serious inconsistencies in the understanding of the processes by those who implement the system and by the company itself - there is simply no description of them, or it is made formally and does not reflect the real production cycle.

The most common reason for such situations is the client’s desire to save on the description and elaboration of this step, which, indeed, can be quite expensive. The client expects that adjustments to processes can be made already at the implementation stage. On the one hand, this is logical, since the project, if constructed correctly, will unfold progressively, including more and more zones and sections, modernizing and improving something as the project develops. But this does not mean that business processes can constantly change during development - it’s like renovating an apartment, constantly changing the design project... Someday you will renovate it. The only question is when and how much will it cost you in the end?

One of the reasonable options, from our point of view, is preliminary description of business processes “as is”, overlaying them on a software platform with the help of a team of implementers and transforming them into “as will (to be)” is, in fact, the basis for implementation. In parallel, together with the project team, you can modify processes as development progresses, finding best solutions and ideas for optimizing ongoing and automated processes.

Mistake #2. Constantly make changes to the future system

Another common mistake is to make adjustments to the future system and not keep records of them (do you want to “sit on the needle”?). ERP implementation is always long and labor-intensive. But this process can be further complicated if you completely trust the implementers and do not demand from them detailed description changes made to the original platform. The result can be the most deplorable - if the contract is terminated, you risk receiving a lot of money. incomprehensible code, work on which you cannot continue on your own, or you will be forced to interact with a limited circle of specialists, since only they understand the essence of the system they created. A business should not and cannot depend in this matter on partners and their goodwill (or lack thereof - the courts, in our practice, can help in this matter, but take up too much precious time). Require your implementers to maintain project documentation, in order to be able to continue the project independently, hiring specialists, or change the contractor.

Mistake #3. Rely completely on automation

You shouldn’t believe that automated software will do everything for you. They won't do it, period. They will not be able to take into account all the features of your company, the nuances of interactions and the intricacies of doing business. Each company is individual. Do you want to receive good result– get involved in the EPR system implementation project from the very beginning! The project team must include key specialists of the company, which will significantly reduce the risk of project failure and will create a management tool that is useful for the company, and not a “data entry system for reports.” Remember the goal of implementation is to increase the company's operational efficiency.

Mistake #4. Develop technical specifications for all occasions

It is impossible to take everything into account; some aspects will be “born” during the implementation process, and there must be a certain degree of freedom, including that specified in the agreement with the implementers. As an option, you can define in the contract the number of consulting hours for additional developments - this can be included in the cost of the project if it is implemented on a turnkey basis, or calculated additionally at the man-hour rate. An attempt to develop technical specifications taking into account all the nuances will lead to the creation of a huge Talmud, which is unlikely to even be read and studied by the project team.

Mistake #5. Ignore staff resistance

If company specialists are not involved in the ERP project, then the risk resistance to change , the introduction of a “system for leadership” can destroy all good undertakings. In our practice, there are cases when, under pressure from management, a company lost about 50% of its staff during the implementation of the system.

Mistake #6. Not paying enough attention to the ERP system implementation project

Automation is not optional under any circumstances. In our practice, there was a case when a project to implement a system was transferred to a top manager as additional option. As a result, the implementation time and cost exceeded the planned ones by 2 times.

A project to implement an ERP system requires full immersion and, ideally, a separate project manager from the company who will integrate all information about the project and communications. A project manager on the part of the implementers alone will be absolutely insufficient.

It is important to understand and accept that the implementation of an ERP system is primarily necessary for your company. Unfortunately, the implementing company is less interested in this - they are satisfied that you regularly pay your bills.

Mistake #7. Trying to do everything at once

Based on our experience in supporting implementation projects, we are convinced that the concepts of deploying projects based on scrum (agile software development methodology) really work and produce results (read also about Agile methodology). The main principles that we focus on are working within small modules (cycles of up to 1 month) in order to obtain a working version of the product at each stage. Next, the remaining modules can be adjusted and aligned with the developed one. The system unfolds progressively, flexibly adapting to the company’s objectives. By trying to fully deploy the system at once and then test it, you risk wasting your entire budget and time, and at the end of the day getting an unpleasant surprise in the form of a non-working product.

Mistake #8. Choose the wrong platform

When choosing a platform, make sure that it truly suits your business needs and will support not only finance, accounting, but also core operations (production, sales, etc.). Make sure it is designed specifically (generality can hurt here) for your type of company (manufacturing, logistics, etc.). This requirement applies to both the functional and hardware-software platform.

The better the system fits your operations, the less time and money you will spend on modifications and the more convenient the system will be to operate.

Mistake No. 9. Wrong automation team

Find consultants who understand your business. It is important to understand that business processes production company, cannot be approximated by control methods common in retail trade or in the service sector, no matter what good system supports them and no matter what consultants implement it. Knowledge of programming, DBMS, accounting and trading are important, but they will not greatly help implement the system in a company whose main business is production.

Mistake #10. Incorrect goals for implementing an ERP system

Implementation problems usually increase with the transition to those stages of the project during which the most important business processes of the company are automated. Namely, business processes corresponding to the type of activity that brings the main profit. For trading companies these are purchases/sales, for transport companies – transportation, for industrial enterprises – production, etc.

Unfortunately, very often the purpose of implementing ERP systems is not so much to improve production activities, how much reduction in efforts to maintain information flows within the enterprise. A classic example is the implementation of a system to combine financial and operational information in one database.

Most ERPs that claim to be integrated enterprise systems were originally created for the purposes of managing customer relationships, finance and accounting. Accordingly, they were developed by accounting and finance specialists with the help of IT specialists. As a result, ERP systems provided the information needed by accounting and finance departments, while manufacturing and other operating departments (sales, procurement, warehouses) provided this information. The implementation of such systems, which do not affect the core business of companies, usually does not lead to any significant results.

ERP system – effective method running a business that helps manage the work process as a whole, plan the activities of individual business elements of the enterprise, and also improve the operation of all production facilities.

You will learn:

• What is an ERP system and when is it needed?
• What are the advantages and disadvantages of an ERP system.
• What functions does the ERP system perform in an enterprise?
• How to choose an ERP system.
• How to properly implement an ERP system in an enterprise.
• What training do staff who will work with the ERP system need to undergo?
• What determines the cost of an ERP system?

What is an ERP system and when is it needed?

To better understand the meaning of an ERP system, it is not enough just to know the decoding of these letters (Enterprise Resources Planning) and the translation this definition into Russian (enterprise resource planning), it is better to study the history of its occurrence.

At the end of the 20th century, a massive business process automation: PCs quickly spread, programs for managing financial and accounting, electronic document management, checking the functioning of machinery and equipment.

The difference in the principles of doing business was not only in the transfer of information into digital form, but also in the emergence of new methods for analyzing and exchanging data, combining initially different types of information. The result of this was the opportunity to see the entire work of the enterprise as a whole and analyze the functioning of its individual areas (the work of the main production, warehouse, accounting department). The information obtained made it possible to more competently distribute the use of production capacity and make the right decisions.

It is this way of doing business that is called ERP, and software, used for these purposes, is defined as an EPR system.

Thus, all programs designed for accounting, personnel management, etc. are parts of the ERP system, while CRM (customer relationship management system) also belongs to ERP and is translated as “customer relationship management system.”

Currently, all of the above components of the basic ERP system are often used as separate programs. For example, at an enterprise only accounting can be automated, while all other information is stored in various programs of the standard MS Office package.

There is no point in arguing whether CRM and electronic accounting are components of an ERP system, however, it is clear that over time the level of automation of business workflows will only grow along with the number of software licenses sold, as well as the volume of services installation and further maintenance.

In a situation where an enterprise has recently started its activities, there is no need for deep automation of work processes. Documents can be prepared using standard computer applications, and the director will be able to clarify the necessary information from one of the staff. However, along with the expansion of the entire business, the number of operations, documentation, and employees increases, which entails the need to store and analyze all information in electronic form.

If the company as a whole does not use an ERP system, then, as a rule, all the information is stored haphazardly, making it difficult to find. Sometimes there are situations in which the operation of the ERP system is established only in a certain department.

What functions does the ERP system perform in an enterprise?

The functionality within which an ERP system can be used depends on the scale and direction of activity of a particular company, the specifics of its work, but in general it should be aimed at general management business. The standard functionality is as follows:

1. Production

• drawing up specifications for goods produced or services provided to calculate the volumes of necessary consumables and employee working hours;
• drawing up plans and managing the work of the company on various scales: starting from the specific production equipment and ending with entire departments.

2. Finance

• drawing up plans for the use of the organization’s financial resources and monitoring results;
• current accounting, accounting for taxes and other payments to the budget and extra-budgetary funds, financial statements and controlling;
• work with company assets, which include cash in bank accounts, securities, fixed assets (for example, real estate).

3. Logistics

• management of the supply of materials and dispatch of finished products: maintaining a database of contracts and contractors, drawing up plans and reports on goods in the warehouse, etc.;
• preparation of data on all necessary consumables in order to fulfill previously calculated production standards.

4. Personnel

• personnel accounting and maintaining time sheets, preparation of staffing schedules, payroll calculations;
• search and registration of employees;
• preparation of workforce plans.

• drawing up plans for product sales;
• preparation and implementation of advertising campaigns and marketing communications;
• calculating prices for manufactured products, developing discount programs, holding sales, etc.

6. Projects. Reporting

• availability in large quantities standard reporting forms for all areas of the organization’s activities, as well as the ability to create additional reports;
• check and performance analysis enterprises;
• development general policy work of the organization, including setting deadlines for each of the assigned tasks, calculating the resources required for these purposes ( Money, materials, workers).

ERP system in an enterprise: 4 stages of implementation

Full implementation of an ERP system in an organization can take from a couple of weeks to several years (depending on the volume and scale of the company’s activities). At the same time, both the enterprise’s own IT specialists and employees of the development company can install the ERP system.

The implementation of an ERP system can be divided into the following stages:

Stage 1. Primary organization

The stage in which tasks are determined, goals are set, after which a technical project plan.

Stage 2. Project development

Next, the work of the enterprise is studied: development plans, production processes. This information is the basis for selecting the structure of the ERP system, as well as for making adjustments to the technical plan (if necessary).

Stage 3. Project execution

The procedure for carrying out business processes at the enterprise will be based on the installed ERP system, therefore at this stage it is necessary to transfer data from the accounting systems that were used previously to the ERP system and unify them with each other. In a situation where it turns out that the ERP system modules are not enough to of this enterprise, at this stage it is possible to refine it. Upon completion of installation, the basic principles of the ERP system are communicated to the organization's employees and trial tests are carried out.

Stage 4. Commissioning

At the final stage, you can find and eliminate problems that arise during the operation of the ERP system.

What methods are used to implement an ERP system?

The following methods can be used to implement an ERP system:

1. Phased implementation, when the ERP system is introduced one by one into some interrelated processes, which minimizes risks of problems.
2. “Big Bang” - the entire system is installed at once. This approach can be used in a small organization with simple production processes. In this case, special attention must be paid to the testing stage in order to identify all possible errors in the operation of the ERP system.
3. Deployment is a partial installation of software with subsequent distribution to other enterprise structures. In a separate area, the deployment method can be applied either gradually or simultaneously, since in general the risks of unsuccessful implementation are low.

The choice of method for implementing an ERP system for each enterprise must be made very carefully, by analyzing possible costs, as well as taking into account the experience of other companies.

Who trains staff on what an ERP system is?

Explaining the basics of working with an ERP system is one of the most difficult stages of its implementation. Conducting business using an ERP system can change business processes in an enterprise, which entails the need to carry out job responsibilities also the functionality associated with the use of this software package. Thus, the main point for the company’s management is to mentally prepare staff to work with the ERP system.

When implementing an ERP system, the problem may arise that ordinary employees lack the desire to learn how to work with it, because such automation makes the work of management easier. In this situation, the solution is to transfer such employees to other positions. Most staff tend to think in the long term and understand the need for training to use the acquired knowledge in their work.

From the quality of the training The effectiveness of using the ERP system will depend. Employees must have a good understanding of the basics of its work and have appropriate motivation, because if the staff does not understand for what purposes such innovations are used, then the results of implementing an ERP system will not be noticeable. Thus, employees must understand that the use of this software package can be an important lever for improving the efficiency of the entire enterprise.

Training employees in the basics of working with an ERP system should begin early. It is possible to carry out internal advertising campaign, prepare accessible information about the goals that will be achieved after starting to use this software package. In a specially developed document - “Staff Training Strategies” - this task is identified first. In this document, all employees of the enterprise are divided into groups depending on the volume of necessary training activities, and also lists all other training steps.

As a rule, there are several groups into which all personnel are divided. For example, a separate group can be distinguished company management and middle managers who will directly manage the operation of the enterprise and make the necessary decisions. Another group is that portion of users who perform the main functionality in working with the ERP system, without delving into the details of business processes, but having in-depth knowledge of how the software complex works. And the third group is the main part of the employees who will enter primary data into the program.

The first two groups should be trained by employees of the organization that developed the ERP system, while the bulk of the personnel from the third group can learn the basics of the program remotely or through those who have already received necessary knowledge colleagues.

Training can be carried out either in training centers consulting agencies, and directly at the enterprise. In some cases, ERP system developers determine prerequisite obtaining the appropriate certificate from employees of the second group.

Consulting agencies enter into agreements with major vendors such as SAP, Microsoft, Oracle, Sun, Cisco, which gives them the right to teach how to use the program and issue supporting documents upon completion of training. Information about this can be found on the official websites of such companies. Domestic developers - Parus and Galaktika - have opened their own training centers.

ERP system: an example of successful implementation

One of the enterprises engaged in the production and sales of refrigeration equipment is Howe Corporation(USA) – in order to conduct business more efficiently, we decided to implement an ERP system based on service-oriented architecture (SOA) of the 2nd generation. This made it possible to immediately get results and see the benefits of using this ERP system, since the quality and profitability of all business processes have significantly increased.

This organization was able to better analyze the volume of material reserves and the need for their replenishment. After implementing the ERP system, Howe Corporation has everything necessary tools for planning activities both in the short and longer term, which avoids the use of an unreliable calendar method of planning.

Also, all the possibilities of using the ERP system were appreciated by an international company Alfa Laval, which has set itself the goal of achieving improved production performance by increasing the efficiency of business processes. In one of the Alfa Laval branches in Bulgaria, the Epicor iScala ERP system was used, which helped to carry out a detailed analysis of the use of materials and production raw materials, control the timing of their purchase for the execution of relevant orders, which influenced the reduction of production waste levels. At the same time, since the ERP system fully automated all business processes, this made it possible to reduce the volume of excess products in warehouses, as well as minimize downtime in production.

Another company - IO Electronics– can also serve as an example of successful use of an ERP system. Their goal was to successfully achieve the targets set for the next 4 years.

As the director of IO Electronics said, with the rapid development of activities and the development of other production areas, the profitability of the enterprise can significantly decrease if there are failures in the exchange of information between internal divisions. However, when using an ERP system, all information becomes available online. Upon completion of the task, the ERP system undergoes updates, which allows you to track the entire manufacturing process and see the actual availability of a particular product, as well as avoid an excess of inventories in warehouses.

A practitioner tells

How an ERP system made it possible to reduce the need for working capital by 40%

Sergei Sukhinin,

Since our company previously did not have an ERP system, it was impossible to promptly note changes in the business process, which entailed a shortage of materials for assembling finished products, uncoordinated activity of workshops, deterioration in the quality of the final product and increased consumption of raw materials. All these unnecessary costs could only be reduced by implementing an ERP system.

The main activity of our organization is production, so the tasks of automating planning and managing business processes were a priority. Having determined that an ERP system would help us in solving our problems, we wanted to achieve the following goals:

1. Increasing the efficiency of using working capital.
2. Reducing inventories stored in warehouses.
3. Creation of a production program taking into account existing capacities.
4. Reducing the level of work in progress.
5. Creation of a general list of materials used in production.
6. Improvement of the process for calculating material standards.
7. Increasing the accuracy of purchasing plans, which will help reduce the volume of illiquid inventories in warehouses.

Only after the implementation of the ERP system were we able to correctly plan the volume of materials required for production based on the analysis of stocks in warehouses, which resulted in a reduction in costs working capital by 40%. Further, such an analysis helps to purchase only those materials that are necessary for a specific business process. Has also been optimized organizational structure company, which contributed to the reduction of employees in the production and dispatch department by 50% without reducing the quality of work.

We can summarize the following results of the implementation of the ERP system in our company:

1. Production balances in warehouses decreased by 60 million rubles.
2. In all areas of activity, control is carried out based on the results of the analysis of measured indicators. Employees' income depends on the work they have completed or not performed, and they are independently responsible for this.
3. The purchase of production raw materials and its further distribution to the workshops are fully controlled.
4. The balance of illiquid materials decreased by 20 million rubles.
5. The procurement plan has become optimal; changes are made to it in a timely manner when the need arises.
6. It became possible to plan the load on production capacities and, accordingly, the number of workers required for this.

What ERP system is in demand among Russian companies?

Software systems that currently exist on the IT technology market can be developed by domestic and foreign companies. Moreover, they differ not only in the country of development, but also in the built-in functionality.

Foreign ERP systems, such as programs from SAP, Oracle, PeopleSoft, Sage, Baan, Microsoft Business Solution, can be used in enterprises of any category and are examples to follow. However, when working with such systems in Russia, some difficulties may arise:

• absence from required quantity specialists trained at the appropriate level for implementation and further support of the ERP system;
• the reluctance of domestic organizations to rebuild established business processes, since foreign management systems have significant differences from those used in Russia;
• high cost of implementation.

However, Russian developers are also trying to expand the capabilities of their own software systems in accordance with the needs of customers. Such ERP systems successfully cope with the assigned tasks when it is necessary to automate certain areas of the organization’s work and there is no need to introduce a software package into the work of the entire enterprise as a whole. As an example, we can cite the software of 1C and Galaktika companies.

11 mistakes in implementing an ERP system

To improve the efficiency of an enterprise, installing an ERP system is almost the most expensive and most difficult task. The final cost of implementation, as well as the period required for this, will depend on the number of errors that occur during the process.

Mistake 1. Poor planning.

This fact may lead to a lack of understanding of the current and future state of the ERP system and incorrect automation of business processes.

Mistake 2. Superficial analysis of organizations developing ERP systems.

As a rule, the main criterion is low cost, but sometimes developers deliberately underestimate the cost of services in order to test the implementation process on the first customer. After such an installation, serious shortcomings and failures in the system may be identified.

Mistake 3. Failure to understand the needs of the enterprise.

After deciding that it is still necessary to implement an ERP system, the customer company does not fully understand what exactly software modules they need to install. This can be used by unscrupulous suppliers who will include many unnecessary components in the ERP system or, conversely, the installed functionality will be lacking.

Error 4. Underestimating time and material costs.

Incorrect determination of the implementation time and cost of installing an ERP system may lead to unreasonable expectations of a rapid increase in the efficiency of business processes.

Error 5. Lack of qualified employees at the customer company.

The enterprise team must include employees who have a sufficient level of knowledge in any area, from management and accounting to warehouse accounting, procurement of materials, etc.

Mistake 6. Lack of priorities.

If you do not initially set the right priorities, then during the installation of an ERP system you will have to frequently switch between various tasks, and this can lead to a delay in the installation process, the occurrence of unexpected problems, etc.

Error 7. Insufficient staff training.

If you do not show employees all the functionality of the ERP system and how to use it, the organization’s personnel may refuse to work in the system altogether or use its capabilities only partially.

Error 8. Underestimating the accuracy of primary information.

Because key point The work of the ERP system is to analyze information, then the result of its work will largely depend on the correctness of the initial data. You must avoid typing errors and carefully check the information provided.

Error 9. Using irrelevant applications.

Very often, enterprises use both an ERP system and previously installed software in parallel - duplicate data entry occurs. This increases the time frame for the final implementation of the ERP system.

Error 10. Lack of a test period.

Sometimes testing of the installed software package is carried out only on a few users, which does not allow timely visibility of all the shortcomings and the current load on the ERP system.

Error 11. Lack of a maintenance and update implementation plan.

Without this, the software package will very soon become irrelevant. For the hardware component of the ERP system, it is necessary to regularly increase production capacity, since the volume of processed information will also grow. The software component may require adjustments if, for example, changes are made to legislation.

These errors are the most common, but each company may have individual problems. To minimize them, you need to very carefully prepare a plan for installing an ERP system at each stage.

What determines the cost of an ERP system?

The final price of the ERP system will be a combination of the following components:

1. Prices of the software package itself: the main set of modules and additional components.
2. Cost of installation services.
3. Making improvements and adjustments to the program based on the needs of the customer company.
4. Further service and support.

To reduce the cost of implementing an ERP system, you must first of all pay attention to Russian suppliers, because foreign programs have a higher acquisition price and require significant changes to comply with domestic legislation.

Expert opinion

The implementation of the ERP system cost the company $2.5 million

Sergei Sukhinin,

Department head automated systems Department of JSC "Research and Production Complex "Elara", Chuvashia

The license to install the ERP system cost us $470,000, and the final implementation price was $2,500,000. However, already in the process of using the ERP system, a positive effect was achieved, and the costs were fully reimbursed 1.5 years after installing this software package.

Information about the experts

Sergey Bratukin, Director of Distribution Practice, Columbus IT&Russia, Moscow. Sergey Bratukin worked as a consultant in 1997-2005 Russian division Columbus IT. Participated in the implementation of large-scale projects for the implementation of ERP systems in such companies as Torgovaya Ploshchad, MVO, Starik Hottabych, Formula Kino, Avtomir, etc. International consulting company Columbus IT provides consulting services on the selection, implementation and maintenance of corporate information systems, and management consulting. Founded in 1989 in Denmark, it currently has representative offices in 28 countries. Over the eight years of operation of Columbus IT in Russia, more than 200 enterprises have become clients of the company, including SSM-Tyazhmash, TD Perekrestok, Dixie, L'Etoile, Unimilk, Istok, Toyota. and many others

Sergei Sukhinin, Head of the Department of Automated Control Systems of JSC Scientific and Production Complex Elara, Chuvashia. OJSC "Research and Production Complex "Elara"" is a leading Russian manufacturer of flight and navigation systems, automatic and remote control, on-board computers and display systems for aircraft military and civil aviation. As part of the cooperation agreement with OJSC Russian railways» JSC "Elara" is working to prepare for the production of devices and systems for railway transport Russia.

Implementation of ERP systems

Enterprise Resource Planning (ERP), which in translation means enterprise resource planning information systems, have long become a common area of ​​activity for medium and large businesses. The introduction of information networks is aimed at increasing the efficiency of business processes, which include supply, sales and production. The introduction of this technology has a significant impact on increasing the productivity of the enterprise as a whole. But ERP is not only the automation of business processes, it is also the automation of such management functions, such as planning, control and accounting.

The ERP system is radically different from the program we are all familiar with Microsoft Office, which works the same on all computers. ERP system functionality directly depends on a clear definition of the tasks of a particular enterprise and its customization for these tasks. The full effectiveness of using this system is achieved only if it is designed and configured correctly, which will help make the business more manageable in the future.

Distinctive feature ERP systems from other systems is that it helps to collect together data on the activities of the enterprise and only on the basis of the collected information the system will be able to analyze the data. An important feature of this system is that business transactions in the system are recorded only once, and we can immediately analyze their impact on the activities of the enterprise based on the reports received.

The enterprise resource planning information system is a fairly developed system and its functions are in a constant stage of development and improvement, but still, it happens that after the ERP system has been implemented at a certain enterprise and all the methods for its implementation have been used correctly, the management enterprises are still unable to obtain complete information control over the activities of the enterprise. And what’s most interesting is that nothing significant happens, but on the contrary, everything remains the same. What's the matter here? There can be many factors influencing the incorrect operation of an ERP system. This could be, for example, incorrect execution of primary documents, failures and violations in the sales policy, or the presence of excess reserves at the enterprise. It is even possible that many enterprises, after implementing an ERP system, abandon it, due to the fact that it allegedly responds inadequately and untimely to the tasks assigned to it. But this is the case not only in our enterprises; there is information that in the West, the share of successful implementations of ERP systems in enterprises accounts for less than 50% of cases.

But why is such a large percentage of ERP system implementations unsuccessful? If we analyze unsuccessful implementations of an ERP system, it becomes clear that one of the main factors in unsuccessful implementations is a violation of the system design principle automatic control (ACS). There is an opinion among experts that projects for the implementation of automated control systems do not produce positive results due to the fact that when designing these systems, the business development strategy is not taken into account, and business processes are reprogrammed too often.

It is worth highlighting the following errors:

1. When designing an ERP system, the further development strategy of the enterprise is not taken into account.

As the analyzes show, this is the main mistake when implementing an ERP system. Let's figure out why this happens. Behind last years the economy and the various economic sectors in which enterprises operate have changed significantly and continue to change constantly; in such a context, it is impossible to configure the information system correctly, since it will not be able to take into account possible changes in the future activities of the enterprise. An example of this is that enterprises operating in oil and gas industry, removed all non-core assets, and yet information about these assets was an important part of the automated control system. Another example: enterprises operating in the metallurgy sector have almost halved the number of their employees, thereby affecting the number of automated places, which also cannot be taken into account when implementing ERP systems. Based on all this, it becomes clear that it is necessary to somehow improve and modernize enterprise resource planning systems so that in the future it will be possible to take into account all changing indicators. Otherwise, the implementation of ERP systems will become a kind of burden for the correct and productive activities of the enterprise. But it is already becoming possible to implement a fully functional ERP system at enterprises, but this is a long process and can take from 3 to 5 years. In order not to repeat mistakes in the future, you should design and think through the structure and scale of the enterprise’s activities for at least three years in advance. But here again, if the prospects for the enterprise’s activities in the future are incorrectly forecasted, large losses and expenses are possible, for example, on the purchase of additional equipment for ERP systems, which leads to unforeseen expenses for paying for Internet traffic. Few people will find it pleasant when, after a certain time, the question arises of transferring an existing ERP system to another platform.

Other areas of business development must also be constantly taken into account - this is the expansion of small-scale production, and the organization of branches, and a significant reduction in reserve stocks, and more strict control of delivery times. When carrying out all these measures, the performance load of the ERP system increases, on which the timeliness and efficiency of recording business transactions depends, otherwise, any data collected using this system will be ineffective.

2. Design of information systems “bottom-up”.

Correctly setting the company's goals and prospects for its further successful development can only be done using the top-down design method. Practice shows that creating an effective information management system is expensive, since it is almost impossible to take into account the entire flow of information appearing in the company. Therefore, every developer when designing an ERP system is faced with the problem of transition from obtaining the full amount of information to a certain limit. The main task when designing an ERP system is to select the main significant direction for effective adoption management decisions. Since the enterprise receives large volumes of information of various contents every day, the designer needs to select only the most significant and important information from this entire information flow. Naturally, each company has its own needs for information support. Therefore, proper design of an ERP system means first of all selecting information that is important for the upper layers of management, and only then does the designer go down. This method is designed primarily to obtain critical information needed by top management. But as the practice of designing ERP systems shows, designers, without going into detail about the importance of incoming information, introduce a lot of unnecessary and redundant information into the system, thereby increasing the cost of the automated control system. As a result, the company's management suffers due to the insufficiency and completeness of the information received. And the company's management receives huge amounts of unanalyzed information, which significantly slows down the process of making management decisions; there are many examples of this. In order for an enterprise to not receive redundant and ineffective information when designing and implementing an ERP system, which requires significant costs, when designing an ERP system, it is necessary to take into account mainly the company’s goals and, based on this, correctly determine the type and nature of information received by the enterprise.

3. Incorrect redesign of business processes.

It often happens that a company that has decided to implement an ERP system decides to take such a significant step as redesigning or reengineering all existing business processes in the enterprise and their further implementation, and subordination to the requirements of the ERP system. Or it is possible that the company will insist on maintaining all existing business processes while restructuring the selected ERP system, and sometimes even completely rewriting it. But these two options for implementing an ERP system are precisely the wrong ones, which will further negatively affect the efficiency of the enterprise.

When reengineering all business processes, the risk increases that the ERP system being implemented at the enterprise will not be used at all. Since the practice of business process reengineering shows that any significant changes business processes are very difficult to take root and, as a result, are used very rarely.

If we look at Western companies, we will see that Western ERP systems are developed taking into account global experience in implementing these systems based on experience in building and optimizing business processes. Based on this, it becomes obvious that this experience should be taken into account when improving the management system in our Russian companies and enterprises. But it may happen that ERP system designers do not always correctly use references to Western practices, since domestic companies operate in a completely different economic environment.

Preserving all existing business processes is also an ineffective method, because the resulting system, due to multiple modifications and rework, loses its reliability and efficiency. This affects the risk of erroneous processing of input information, and there will also be no benefit from automating the selected system, since modified and redesigned business processes will be ineffective. In this case, the enterprise will depend on the chosen management system and will automatically be deprived of the opportunity to improve its activities. Based on these methods, it is important to find a “golden” mean between business process reengineering and modification of the existing system.

4. Incorrect assessment economic efficiency implementation of an ERP system.

Implementing an ERP system costs a lot of money, this includes purchasing necessary equipment, computers, payment for consulting services, etc. In this regard, the head of the enterprise will have to resolve the main issue of the economic efficiency of the implemented ERP system. The manager is faced with the task of comparing the costs of automating business processes with the final economic results of the project. The solution to this problem includes answers to the following questions: what information will the manager ultimately receive, what losses will this help avoid, and how to maximize the efficiency of the enterprise resources used. If at least one of these issues is not resolved, it is quite possible that the costs of implementing an ERP system will not be worth it or simply will not pay off. In order to avoid possible failures, it is necessary to determine the price of including certain information at all stages of the design and implementation of an ERP system. But that is not all. It is necessary to resolve the issue of economic efficiency when creating a prototype of a future ERP system. The greatest efficiency from the implementation of an ERP system is possible only if the enterprise has a well-built management system.

A positive factor, influencing the correct and efficient operation of the implemented ERP system is the presence of rich functionality. But practice shows that there are often cases in which the implemented ERP system served at the enterprise as just a tool to help in preparing tax reporting or moreover, a simple calculator. This could be due to a number of reasons, ranging from poor choice consulting company, which helps an enterprise implement an ERP system, until the system designer makes the wrong choice of tasks and goals. Many enterprises make the main mistake of following the principle “we’ll buy now and we’ll see later.” Therefore, these enterprises suffer significant losses of funds.

The creation and implementation of an ERP system in a company or enterprise initially involves radical changes in the business processes of a given enterprise or company. This is facilitated by the methodology for implementing the ERP system and the functionality of this ERP system. There are systems of the SAP R/3 class, for which the generally accepted practice of implementation is to attract the company’s business processes to the already existing rich functionality of the ERP system. Due to the implementation of this system, the enterprise incurs serious costs for managing the implemented project, as well as due to changes in its own business processes. There are also systems such as MS Navision Attain and Axapta, which are considered to be middle-class systems. These systems are one of the best systems in this class; when implementing these systems, the designer initially focuses on adaptability to the required enterprise processes. That is, the main goal of implementing these systems is focused on the customer’s processes, and only then on the functionality of the system. Modern ERP systems have a high-level and integrated development environment; in this case, it is possible to create a system that will fully meet all the existing requirements of the company.

First, about the project itself: implementation of 1C:ERP on industrial enterprise. When we came to the client (in 2015), the number of people in the plant was 5 thousand people. During the project, the plant has grown significantly and increased production volumes; it now employs about 6.5 thousand employees. 1C is installed on 1.2 thousand workstations. Active users now (June 2017) are about 350, with plans to increase to 450.

The enterprise is part of the military-industrial complex of Russia, and, therefore, has its own specifics.

Before this project, I launched medium-sized enterprises (1000-1500 employees, 50-150 jobs). We have already learned how to do them, having developed a clear methodology (now my team and I have an average time to transfer a project to industrial operation 7-10 months, depending on its complexity.)

But, as it turned out, with an enterprise of more than 2.5 thousand employees, there is a qualitative leap in the complexity of the project, which requires a revision of the technology.

So, in order. We arrived at the plant at the end of 2015. Initially, the task was to launch regulated accounting. In the course of functional modeling, the Customer’s management (at the suggestion of the chief accountant) decided to transfer the function of entering primary documents “on site”. The project boundaries were revised to include central warehouses, storerooms, shop accounting, contract management and BDDS. The deadline for implementing regulated accounting was shifted to 2017, and during 2016 the “primary” accounting system was automated.

The decision that the functional units would be launched into pilot industrial operation (hereinafter referred to as “OPE”) in stages, although it brought us a lot of headaches, globally turned out to be correct: if we had launched everyone at once, we would have simply drowned in a wave of problems, oh which I will tell you later.

To be honest, I thought that the main difficulty would be sabotage from users. Before the introduction of 1C, they did not enter anything centrally: some worked in Excel, others in self-written systems. The basis of document flow were “pieces of paper”, which were then handed over to the automated control system for entry by operators into accounting program. Here, the project team from the Customer’s side approached the issue competently - a number of orders were issued, signed general director, which closed the problem. The orders were not drawn up in the usual style “a system is being launched at our enterprise...”, but were quite specific: “from such and such a date, the accounting department will accept from warehouses only documents issued from 1C.” To eliminate possible misunderstandings, we immediately turned on barcoding of documents and distributed scanners to the accounting department (in fact, there were attempts to submit documents “drawn” by people in Word).

The launch sequence was determined as follows: central warehouses, contracts, BDDS, workshop storerooms, workshop accounting, and as a result - already regulated accounting, which was also divided into separate functional areas.

The first (although not the main) problem was quite predictable - the volume of data. However, I initially underestimated its scale. For example, simply loading (without any processing) balances at a “low price” takes about 4 days. And if the results suddenly reveal discrepancies, then another four days, and then another... That is, this stage of work must be worked out very carefully during planning together with the customer, literally day by day. For example, here we followed the usual path: we downloaded only directories and assigned users to hit the “primary” page, so that after finishing downloading the remainder, everything would be carried out, checked and entered into operational accounting. As a result, we physically did not have time to consolidate accounting and accrue repayment of costs by the end of the month, and in order to submit management reports, we had to manually transfer cost amounts from the old system, and then adjust them due to different accounting methods.

Also, the customer does not have many of the necessary data in normal form, and accordingly, they need to be asked to prepare them much in advance: for example, we started collecting a list of open orders three (!!!) months in advance. It would seem, what could be simpler? The enterprise must have information about what it should produce and ship to whom and when. But, as it turned out, in a formalized form they only had order numbers (a requirement for organizing separate accounting for the State Defense Order), and the name of the product, quantity, terms, etc. were stored either in Excel somewhere or in paper contracts.

In subsequent projects, my clients and I begin preparing for data transfer immediately after the first stage of the project - functional modeling.

And scale self made must always be kept in mind when designing: for example, initially, when designing mutual settlements, the client wanted to break down the debt into contract stages, but after analyzing with us the labor costs of the preparatory work, they abandoned this idea.

Also, a large amount of “primary” increases the cost of errors: if you suddenly forgot about filling out some details or taught how to fill them out incorrectly (which, unfortunately, happens), then you won’t be able to “quickly go through everything with your hands.” In the best case, you will receive correctly filled in data starting next month. That is, on such projects you can only use very experienced project team– the “jambs” of beginners may simply not be corrected.

In addition, such a scale imposes specific requirements for pilot-industrial operation: usually for simple areas (for example, central warehouses) I budget one and a half to two months of support, this is quite enough to work out a block. And here some storekeepers began to seriously analyze the data in the program only after 3 months. That is, before this they simply learned how to enter documents into the system. It turned out that during the work to launch other sections, resources had to be diverted to support closed functional blocks. This must be taken into account when planning people and budgets.

Separately, it is worth mentioning the organization of informing users of the program. It is necessary to build modules into the configuration in advance to display mandatory messages: calling 350 people and saying that the instructions have been updated or that cost calculation will be launched today is unrealistic. Here the patch from the BSP (library of standard subsystems) helped us a lot.

In addition to the problem of scale described above, the second and main problem of the project was that there were no people at the enterprise who fully owned the work of any accounting area. At first I thought that these were characteristics of only this plant, but now I understand that for large organizations this situation is rather the norm. There are several key users who manage some of their own “piece” and there is a department head who has his own idea of ​​how they work. And between them there is an abyss.

How I worked before: for each process, its Owner was identified, who formed the requirements for it, we developed a work plan, went through it with key users, and then approved it with the owner. Typically, this technique covers 80% of operations well, and the remaining 20 are “corrected” at the stage of pilot operation. We followed this path here too. The difference between reality and the perceptions of department heads appeared almost immediately. But the bosses said “it can’t be!”, and the subordinates, by force corporate culture they were not objected to. As a result, the approved work scheme contained some too labor-intensive operations, a lot of redundant controls and did not contain a certain amount of what “they definitely don’t have.” All this had to be redone during pilot operation. The modifications that had already been implemented and delivered were eventually radically rewritten, and the EPE itself required the constant presence of programmers.

To the problem of the “spreading out” of knowledge about each process between dozens of people, there was added a large number of seemingly similar departments (they have about 30 central warehouses alone), which, despite the similarity of functions, had their own specifics and their own accounting features - which means that even the same operations can be performed in several ways. The slogan “process unification”, announced at the start of the project, died during the first combat launch.

Analyzing, based on the results, the project, I do not yet see a way to particularly reduce the risk of a significant discrepancy between the described processes and reality: in order to work out the scheme in detail with each department, and then with their managers, the budget Functional modeling will have to be increased by 5-7 times, and it is usually difficult for customers to understand the value this stage and pay 25% of the project cost just for the “piece of paper”. There was an idea about a test run of the system on several departments, which I tried on another project, but it did not fully justify itself.

At the moment, I have determined for myself that on projects of similar scale I will have to put up with iterative refinement - just organize it correctly, and immediately include in the assessment the work of programmers for the entire pilot operation, and increase the time frame for user support at least twice.

The third problem of the project follows from the first two: a large number of users (for which many consultants are needed) and a large number of design decisions that are made right at the PPE stage. And since the same problem can be solved in ERP different ways, then different consultants use different methods, and as a result the system begins to “spread”. No “meetings at the end of the day” help here, because due to the volume of various issues, consultants simply forget a lot by the evening.

In the future, I will introduce a separate architect into such projects, who will be isolated from the users for the duration of the project, and through whom all design decisions will be made. He will also update user instructions daily (they are really needed for a large number of users).

What's the result? Despite the bumps, tears and gray hair, the client’s management unit was launched. Now we have moved on to regulation. I hope that the experience gained in the first stages will help in its launch.

In the last article, I talked about what an ERP system is, as well as in what cases the implementation of this software system will bring real benefits, and what to look for when choosing an ERP. Now I want to talk about how to get practical benefits from an ERP system. And for this software needs to be implemented.

I have already written about the implementation of software products in a series of articles “Implementation of a software product. Peculiarities of the work of a business consultant." And many of the recommendations from this series of articles can also be applied when implementing ERP. But still, this system is intended for average and big business, and therefore its implementation has certain features that I did not disclose in previous articles devoted primarily to small and medium-sized businesses. Another important feature of ERP is that it is a multifunctional, complex system with very wide functionality, and this fact must also be taken into account when implementing.

Most important question, which arises on the eve of the implementation of any software system, is “where to start”? If you know how and where to start implementation, and start the work correctly, most likely, the process will go without unnecessary difficulties, rework and conflicts. And the result will meet business expectations.

I will also try to talk about how to manage an ERP system implementation project from start to finish in the following articles. And now I want to talk about the most important thing - the beginning of implementation.

Different approaches to implementation

There are several approaches to implementing ERP systems that I have seen others implement and/or have put into practice myself. Each of them has its own pros and cons, some pitfalls and advantages.

In principle, all approaches to ERP implementation are also relevant for any complex systems, for example, 1C UPP, 1C ERP, SAP Bussines ONE, ODOO, etc. Let's talk about them in detail.

Preparation of technical specifications

An ERP system is a very technological product. Therefore, both developers and businessmen are often tempted to plan the implementation to the maximum even before starting work. It would seem that everything is logical. This approach assumes that technological software system should be as algorithmic as possible. And the implementation process can and should be approached from the point of view of algorithmization and a mathematical model.

How to implement it:

1. A voluminous technical specification is created in which all processes, including the smallest ones, are thought out and described to the maximum.
2. Created for technical specifications calendar plan works

To compile such terms of reference it may take months. I personally saw how a specialist drew up technical specifications for ERP implementation within six months. During this period, he regularly visited the site, delved into all the nuances and included them in the document.

Developers benefit primarily from this approach:

• The Terms of Reference document will be expensive. A large amount of work is performed, taking a significant amount of time. And customers usually agree with at a high price terms of reference without any questions.
• Developers receive detailed instructions, on the basis of which work can be carried out. And in case of unsuccessful solutions contained in the signed technical specifications, alterations will be paid separately.

The disadvantage of the approach is its volume and complexity. It is impossible to create a comprehensive technical specification that will include all modules, documents, and all the nuances of future work. The system is multifunctional, and any changes in one module may entail the need to make changes in another.

The same is true with errors when drawing up technical specifications: any incorrect decisions in one module can lead to many changes in others. For example, some business process could be misunderstood, and then during implementation it turns out that some of the documentation and reference books are not needed, but completely different ones are required. There is too much information, too much complexity of the system - as a result, it turns out to be impossible to initially lay down all the nuances and provide for all possible errors.

"Partial" implementation

In this case, a list of the most significant areas for business and modules for working with them are compiled. Based on them, a certain implementation plan is drawn up, which is the basis for starting work.

In this case, the terms of reference are also available. As well as the calendar plan for the work option, where a voluminous technical specification is taken as a basis. But here the technical specifications are not so comprehensive; it is possible to draw up your own technical specifications for different stages of work. Those. The main document in this case is the Work Execution Plan.

For example:

As the first stage of implementation, we select the Finance and Movement of Goods section. This area of ​​work is very important for any company. We understand the peculiarities of financial movements in an organization, study the storage and sale of goods. Based on this, we draw up technical specifications for automation of the selected area in ERP. And we implement the functionality necessary for this section.

At the next stage, we choose another direction, for example, production. And we also work with this area, plus we take into account the work carried out (and possible improvements) in ready-made modules related to finance and products.

The main advantage of this method is realism. It is extremely difficult to cover everything at once. Implementing it step by step is much easier, and usually fewer mistakes are made. And the results of the work are visible already during the implementation process. I myself most often choose this approach.

Disadvantages - an increase in deadlines, which the customer may consider as delaying. With partial implementation, the timing of work may be delayed both for objective reasons and for various reasons related to financing, human factor, etc. In addition, if a business manager wants to get everything at once, he may also be unhappy with the lack of accurate data about the implementation (when it will be completed, what the exact amount will be, etc.).

This method of working is very careful, and often takes longer than other implementation options. So, if in the first approach (drawing up technical specifications) all the terms and amounts are calculated in advance, before the start of work, then here all the preliminary figures are approximate. And technical specifications for different stages are drawn up during the implementation process.

Also, with the first method of work on automation, the work of different departments can be carried out in parallel. The client will see automation of accounting, sales, warehouse, and production. Here the work is carried out stage by stage. And departments are also connected to ERP one by one.

"Agile" approach

In this case, implementation work begins immediately without any preparatory stage. It would seem that this is unacceptable; ERP systems are too complex to be implemented without first studying the specifics of the business and drawing up documentation. However, in practice I similar work saw.

Some developers, even in the case of ERP systems, act on the principle of “let’s start, and then we’ll figure it out.” According to this approach, a pre-created overall plan implementation, which is divided into small parts as necessary.

Most often, this method of work is practiced by sellers of “boxed” software products. The reason is that they receive profit from the sale of the “box” in any case, and implementation for them is only a related service.

The main advantage of this method is that implementation work begins immediately after the decision is made. Without lengthy preparation. This is what attracts businessmen. For example, a decision was made to automate the sales department and we immediately started working. We decided that we need to transfer the leftovers - they are transferred right away.

In principle, successful implementation using this principle is also quite possible. But it is very difficult and for success it will take a lot high level professionalism of the manager, as well as significant experience in implementing similar projects. And even then, professionals often choose other paths. Simply because they allow you to reduce the number of errors and overlaps, the impact human factor. As a result, the options of working according to specifications or implementing in parts allow you to get the desired result with fewer overlaps and rework.

Cons – lack of planning comprehensive implementation. Here, problems arise for almost the same reasons as when drawing up a comprehensive technical specification: ERP is a complex integrated software product, and errors in the implementation of one module can affect the operation of another module. But if in the first case such problems arise due to an attempt to foresee too much in advance, here they arise due to a lack of planning. Those. During implementation, specialists solve immediate problems, without thinking that at the next stage they will need data and documents from the current module to organize the work of another department.

Another disadvantage is that with this approach, the involvement of company employees in the implementation process is much lower than with any of those described above. This has a negative impact on employees' resolve to participate in testing and transition to new system, and also provokes sabotage of the use of new tools.

“Little by little, but all at once”

I personally call another approach to ERP implementation “Little by little, but all at once.” This option may also be a successful and convenient solution. I personally have used it more than once. And if, during partial implementation, they take one or two modules, fully configure them, and only then start working on other modules, then in this case the work is also carried out gradually, then there is no such clear limitation - only this module and no others.

With this approach, the first step is also to draw up a project plan. In this regard, the main stages are not modules (one, then another, etc.), but some types of work that can simultaneously affect all modules or selectively some of them. At the same time, approximate terms and costs are indicated for each stage.

In the most general case, such a plan looks like this:

1. Development of technical specifications.
2. Carrying out work in accordance with the technical specifications... This point can be detailed, and the work is then divided into several stages.
3. System testing.
4. Commissioning.
5. Training.
6. Completion (delivery) of the project.

A similar plan is drawn up separately for each module, which allows the cost of each stage of work to be as specific as possible for the customer, as well as the possible deadlines to be most accurately determined. At the same time, the possibility of changing some types of planned work with others during the implementation process, if necessary, is necessarily discussed with the customer.

This method is more convenient and more realistic than drawing up technical specifications, since the general technical specifications for the entire project will require 2-3 months of work or even more, and the resulting voluminous document with all the details will be very difficult for the customer to study.

Here the customer sees a plan with deadlines and amounts for each stage. And technical specifications for each stage of work are created separately, they are small and do not require significant time expenditure. It is also advisable to name each of the documents in a clear way. For example, “Accounting and Finance” or “Sales Department”.

The advantages of this approach:

• The customer immediately sees the entire project. With the most accurate timing and cost as possible before implementation begins.
• The contractor clearly defines the budget for each stage and issues an invoice for payment. At the same time, the invoice amount does not raise any questions, which allows you to work productively without being distracted by justifying the invoice or counting the number of hours actually spent.

Disadvantages of the approach:

• The customer must select the contractor very carefully so that the project manager has an adequate understanding of the specifics of implementing each module. Otherwise, the calculations in the plan will not be accurate enough. The budget may unexpectedly increase, deadlines may stretch, i.e. the main advantages of the approach will be lost.
• The contractor will need a significant number of highly qualified personnel to meet deadlines and work in parallel different modules. Those. a small team will not be able to implement such an approach.

Important planning feature: When calculating your budget, regardless of your experience and the accuracy of your estimate, you should “set aside” an additional amount in case of unforeseen situations. The optimal amount of such an amount is 30% of the cost of the planned work. This can be called the agreed planned project cost variance. These tools may be required if any difficulties arise - organizing data exchange with a program that does not support the existing API, updating basic reference books, difficulties in transferring data, implementing functions necessary for work that, for one reason or another, could not be foreseen in advance, etc. .d.

This 30% is taken into account in the budget, but is paid to the contractor only if necessary. If, when implementing a project, you were able to meet the basic budget figures without a “reserve”, great! The customer will be grateful, and a satisfied customer means new orders and best advertising by word of mouth (recommendations to friends and acquaintances).

If you still need to use the reserve, it is very important to competently and clearly justify what work this money was needed for. It is necessary to include this amount in the budget so that unpleasant situations do not arise when the budget increases, but the customer does not have such an expense item.

Which modules should I start with?

The number of modules that an ERP system can offer often raises questions about where to start, because there are so many possibilities, as they say, “your eyes run wild.” I recommend starting with the most critical areas for the company’s work and related modules:

1. Finance and mutual settlements. (Do not confuse with budgeting - this module can and should be implemented later, it relates to planning, and not to the current critical work).
2. Movement of inventory items (TMV): storage, sales, receipt. It is very important that inventory items are taken into account correctly; before transferring balances, an inventory is usually carried out, then the balances are transferred, after which work is carried out only in the new system.
3. Accounting. Implementation of an accounting module or organization of data exchange with the accounting system. The state does not forgive anything, and any violation, regardless of intent, is punishable. Therefore, accounting and tax accounting is also a system that is critical for the operation of any company.

Sometimes I hear objections that a company may have its own nuances, for example, due to high staff turnover, HR is the most critical. In fact, most likely, there is some kind of automation of HR work in the company at the time of the start of ERP implementation. And no matter how critical the work of this department is for the business, for some time personnel management can be carried out in the system that exists. And if certain errors are identified during the process, this will be a minus, but not the most critical for the existence of the company.

Also project department or marketing will be able to work as usual for some time and keep records autonomously in the system they used before.

At the same time, strict accounting and control of the movement of basic assets (financial and material), as well as the absence of errors in accounting and tax accounting, are the “pillars” without which no company can exist.

I hope that the material about where to start implementing ERP and what methods of working with this system are practiced was useful to you. In the following publications I will talk about my personal experience implementation of ERP, I will share information about mistakes that are best avoided, as well as what you need to pay attention to during the implementation process and how best to organize this work so that the transition to ERP is as effective as possible.

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