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The process of implementing ERP systems is conventionally divided into 7 stages: organizational work, enterprise survey, selection of automation methodology, system design, software deployment at employee workplaces, system launch in industrial operation, accompaniment.

We propose to consider the procedure for implementing ERP in more detail.

I Organizational stage

Work on an ERP implementation project in an enterprise begins with defining goals and objectives. This should not be automation for the sake of automation - the customer must clearly know what business effects he ultimately wants to achieve.

On preparatory stage also necessary form a working group on the client side. It should include:

• Supervisor (preferably from among the company's top managers). This person must be well versed in all aspects of the enterprise and the organization of business processes. In addition, the ERP implementation project manager must have the ability to make sole decisions on any issues that arise.
• Specialists , responsible for compliance of the system with the requirements of current legislation and corporate standards. This category includes: Executive Director, Chief Accountant, head of IT service.
• Heads of all departments who will work in the ERP system. Their tasks will include consulting implementers at the stage of studying the business processes of the enterprise and organizing the work of departments upon completion of the automation process.
• Generalist IT specialist . His area of ​​responsibility will be technical support of the project.

If you want an automated control system manufacturing enterprise delivers tangible business results as soon as possible, you must ensure that your employees use it as actively and effectively as possible. To do this, personnel must be trained to work in ERP and strictly monitored at the initial stage of operation. These responsibilities also fall on the shoulders of the representatives of the working group.

In addition, at the organizational stage it is necessary to decide on sources of financing and the integrator company.

II Stage of enterprise survey

Upon completion organizational work a survey of the enterprise's business processes is carried out. This procedure is necessary to accurately determine the timing and cost of implementation work. Depending on the scale of the project and the assigned tasks, the IT integrator can offer the client one of 2 survey options:

• Express examination. It is carried out over 1.5–2 months. Based on its results, a “Pre-project analysis” document is drawn up. It reflects the features automated accounting and a list of tasks that will need to be solved during the implementation process.
• Full examination . It is carried out over 3–5 months. Based on the results of a thorough examination, a “Technical Specification” is drawn up, business processes for automated accounting are developed and a list of necessary software improvements is described.

The choice of survey option is determined by the preferred ERP implementation methodology.

III Selecting an ERP implementation methodology

The implementation of ERP solutions on the 1C:Enterprise platform can be carried out according to one of 4 scenarios:

• Subscription service . The integrator company conducts an express survey of the enterprise, draws up an enlarged ERP implementation plan and, based on it, determines the maximum possible cost of the project. This cost is stated in the contract, and the cost of one hour of work by the implementation programmer is also fixed there. Overall plan work is broken down by month. Based on the number of working hours, the size of the monthly budget is determined. A fixed payment amount is also included in the contract.
• Step-by-step implementation technology . This ERP implementation methodology involves conducting a full survey of the enterprise, identifying all automated business processes and preparing technical specifications. The terms of reference reflect: the scope of modifications to the standard program configuration, a complete list of works broken down into fixed stages, the timing and cost of implementing each stage of ERP implementation. The main disadvantage of this technology is inflexibility. Making the smallest adjustment to the project entails a change in the technical specifications: a revision of the timing and cost of completing individual stages of work.
• Quick result technology . The ERP implementation algorithm is approximately the same as for subscriber services. An express survey is also carried out, the maximum cost of the project is calculated, and the programmer’s hour of work is estimated. Payment is also made once a month, but not at a fixed rate, but according to the number of hours actually spent by programmers. There are no strictly regulated work plans for a month or a week - the list and order of tasks may change depending on the current needs of the enterprise. Flexibility is an absolute advantage of the fast-result technology. Additional business processes can be included in the project at any stage and without lengthy approvals. The only drawback of this implementation scheme is the vague timing of the project.
• One-time calls . Installation of the program on employee workstations and automation of business processes is carried out to the best of the client’s capabilities. The company purchases the box, and all implementation work is carried out according to the one-time call scenario.

IV ERP system design

Based on the results of the enterprise survey, functional requirements for key system modules, the need for loading initial data and setting up exchange with already used software are determined. In the system, the company’s main business processes are designed, standard functionality is modified to suit the specifics of the enterprise’s activities.

V Implementation of an ERP system at the enterprise

The software is installed on employee workstations. Access rights and reports are configured. Work data and reference information are loaded from the old system, Excel files, etc.

VI Launch of the system into commercial operation

The abbreviation ERP comes from the English expression Enterprise Resource Planning, which literally means enterprise resource planning. Theoretically, such a system represents the overall strategy of the company, which takes into account the following areas:

• Control financial resources- management tax reporting, accounting, budget planning;
• Human resources management;
• Asset Management;
• Interaction with partners and recording the history of customer transactions.

On the practical side, when talking about ERP business systems, they mean software for automating each of the listed areas, as well as other processes of the company’s activities to bring them into a common interconnected database necessary for the operation of the enterprise.

In simple terms, ERP systems are complexes of activities that include: models for managing information flows in an enterprise, equipment for storing and processing it, software, IT department and technical support specialists, as well as users themselves.

Construction of an IT enterprise resource planning system

Being a complex software, an ERP system consists of the following elements:

• Platform- the main environment (kernel), which ensures the operation of program components, as well as basic functionality ( reference Information, functions) of the company. This is the basis of the system, without which its operation is impossible.
• Data Management Tools- this includes storage on the server, programs for processing information and transferring them for the operation of modules.
• Plug-ins- programs independent from each other that connect to the platform and use the main databases in their work. It is the presence of independent modules that can be disconnected and connected without disrupting the operation of the entire complex that distinguishes ERP systems from other types software, used in automating business processes.

Modules connected to the main platform of the production resource planning system are divided into three groups:

1. Domestic- programs used within the enterprise, to which employees have access.
2. External- programs to which clients and partners have access (for example, Personal Area intermediary dropshipper).
3. Connectors- programs for connecting with others software products, which are not part of the ERP system, but are used by the company in its activities. They perform data exchange.

Where to get an ERP system for an enterprise

There are three ways to purchase resource planning software:

1. Creating your own product. It often turns out to be an irrational method, since the lack professional approach can lead to a situation where only one direction is taken into account, which will not give a tangible effect. At the same time, a system implemented in this way is usually difficult to replace or supplement.
2. Purchase of a ready-made platform and its implementation in the work of the enterprise. What needs to be done here right choice in accordance with the activities of your company. High-quality and well-known products are quite expensive and require constant support from the developer.
3. Professional development of ERP systems individually for the company. Only 20% of programs created on the domestic market are successfully integrated into the work of enterprises. This means that the company’s risk of receiving a low-quality product at an inflated cost is quite large.

How to choose and implement an ERP system

There is no universal resource planning system suitable for all companies. For each production, its most optimal product is selected, which is then adjusted during the implementation process.

Types of ERP systems for enterprises

The classification of enterprise resource planning systems is carried out according to several parameters, taking into account which will help you in choosing the appropriate product. Thus, according to their purpose, they can be sectoral or general. The first option is suitable for very large companies, as well as for enterprises that produce a unique product or use non-standard business methods.

By type of organization, systems of the following formats are distinguished:

• Public- many users have access to the general functionality of the program, but your data is available only to employees of your company.
• Private- the program is isolated and can be changed and modified to suit the company’s tasks.
• Hybrid- a combination of two types.

By type of information storage:

• Cloud- databases are located on external servers.
• Domestic- data is stored on the company’s own server.

By user interface format:

• Stationary (desktop)- software for connecting to databases is installed on a PC and can work autonomously from the Internet, using only internal communications.
• Browser (working only online)- access to the system is provided through the company website and the personal account of an employee, client or partner.

By software architecture:

• Modular- consist of many components (modules) designed to solve various problems.
• Monolithic- unified comprehensive programs.

By license class:

• Proprietary- closed software that requires a license fee to use.
• Open Source - free programs open source.

Errors in choosing a resource planning system

The wrong choice of an ERP enterprise management system will not only entail additional costs, but can also negatively affect the operation of the enterprise. To avoid mistakes, you need to know the main ones:

• Lack of a correctly chosen and clearly formulated goal. It is important to understand that ERP should improve the company's performance by adopting positive sides and compensating for negative ones. Therefore, when choosing, it is necessary to determine exactly what effect should be obtained from the implementation. If your goal is to optimize your business as a whole, you won't get the results you need. All tasks must be specified in the technical specifications (TOR). At the same time, the system must be adapted to the company, and not vice versa. It is a mistake to completely rebuild a business, especially if it is profitable, under an ERP system.
• Incorrect choice of methodology for solving problems. Each ERP system is built for a specific business area. It can be adapted for the production sector or exclusively for trade.
• One-sided view on system selection. The team of specialists who compose the technical specifications, select and control the system implementation process should include representatives of various departments of the company (IT, sales, personnel, production). Otherwise, the final product will be selected from the standpoint of the convenience of only one user group and will not bring the required efficiency to the enterprise as a whole.
• Insufficient qualifications of the developer and specialists carrying out implementation. The process of creating and integrating a resource planning system is expensive and many companies, in an effort to reduce costs, turn to companies with little experience or use free ERP systems, which is quite risky.
• Low level of control over the process of program integration into the system.
• Interface complexity. If a program is too complex to be intuitively understood, you may face the challenge of having to train staff to use it. This also increases the risk of accidental errors when entering data, which entails incorrect planning and all the ensuing consequences.

What functions should a resource planning system provide?

The main tool in business planning that allows you to make decisions is reporting documentation. It is this that is the basis of ERP work, which in turn should provide the ability to analyze report data from various positions. Therefore, an effective ERP system should have a number of the following functions:

• Ensuring convenient document flow. The main purpose of ERP systems is to ensure quick execution of documentation (invoices, invoices, reports, price lists), as well as subsequent operations with them (search, access, forwarding, editing).
• Planning. The system algorithm, especially for production, should allow planning payments, deliveries, warehouse operations, seasonal changes, and production volumes. For each company, production planning is individual and tied to the volume-calendar strategy.
• Transparency of information. The program should record all transactions, parties, volumes and dates of their implementation, which will make the company’s work more transparent for analysis.
• Access control for different levels. Since the system covers a very large amount of information about the company's work, most of which must remain closed to lower-level employees, clients and partners, it must allow some data to be closed to users with different access.
• Unified data network. The ERP system must provide the ability to track all individual processes (for example, transactions) at all levels from the purchase of raw materials and production, to registration of sales and payment of taxes.
• Personnel accounting. The program should provide for the ability to control the number of personnel, plan exit schedules and hours worked, take into account the level of qualifications of employees and draw up vacation schedules and advanced training courses. An effective planning system also provides for the possibility of calculating salaries and bonuses, taking into account the form of remuneration.
• Work with providers. The functionality of the system should allow storing and processing a database of suppliers, sending requests for availability, planning the formation of orders, releasing working capital and payment of bills, control the delivery process, and maintain procurement reports.
• Working with clients. The system must allow for complete records of data for each client, no matter how many legal entities is included in the structure of the latter. This implies not only the ability to allow the client to work through his own account, but also storage of data on completed transactions, accounts receivable, supply planning, invoice processing, and cooperation history. This allows you to study the demand and level of profit received from each client.
• Service and repair. If we're talking about about production, this part of the program should provide planning for technical inspection of equipment, a schedule for scheduled repairs, modernization or replacement of enterprise equipment. For trading enterprises, the system must provide the possibility of accounting service goods sold and repairs under warranty.

Features of ERP implementation

The resource planning system operates on databases, of which there are usually a lot. The information itself can be located on various media, including paper documentation, and therefore its transfer to electronic format is a huge job. The data itself is divided into two groups:

• Important- information that is the basis of the enterprise’s activities. This is data on work and production management, reporting from the sales department and personnel officers. They must be used in the ERP system.
• Are common- information that is important for a specific company, which is not used by the company on a regular basis, but is also important. This data is added to the system as needed or at the request of company management.

An ideal ERP should be able to use all types of data, but in practice, to simplify the implementation process, the important ones are taken into account first, and then the general ones are gradually integrated.

Based on what data should be used and the required functionality of the system, a technical task. It is an official document (instructions) demonstrating what tasks and goals need to be achieved during the implementation process. Based on the technical specifications, a calendar plan integration work.

There are three strategies for implementing an enterprise resource planning system:

1. Step-by-step integration- first, the main modules are put into operation (for example, financial accounting, bookkeeping and document flow), and then, after debugging their work, the rest are gradually introduced. This method takes a lot of time and cannot demonstrate results immediately. It is often used by companies when developing their own systems.
2. Comprehensive implementation- the system is applied immediately in all directions and in full, and then the work is gradually debugged. This method allows you to quickly integrate an enterprise resource planning system. It is used when purchasing ready-made software.
3. Combined method - ERP implementation systems occurs simultaneously in all areas of activity, but in stages. This strategy allows you to minimize implementation time with the least loss of quality of work. Most often, this technique is used by private companies offering custom software development services.

How an ERP system works and who needs it

Considering the complexity and high cost, the implementation of ERP will be advisable only for large companies, where the volume of accounting data is very large and requires systematization. Such systems demonstrate high efficiency for large-scale production in various corporations and holdings. If the company does not issue a wide range of or is engaged in the production of small batches, it does not require such a serious resource planning system, and will only slow down the process and lead to unjustified losses.

The only exception, according to specialists from consulting agencies, is the use of ERP systems small companies, operating in a very competitive environment, where automation of all processes creates an additional advantage.

To understand whether you need such a system, you need to calculate economic efficiency from its implementation. It can be determined by various parameters (reducing inventories, speed of production, staff reduction, increasing labor productivity), and as a result, it should bring additional profit for the enterprise itself or, at least, reduce costs.

Brief overview of popular ERPs

Most often, the main ERP systems of companies are ready-made products adjusted to the activities of the enterprise. They can be paid or free. With proper implementation, you can achieve efficiency in both cases.

Popular free products:

• ERPNext- a minimalist program for the work of a private entrepreneur (IP). The main disadvantage is limited disk space, which can be increased for an additional fee.
• Galaxy ERP- designed for the domestic market and allows you to take into account frequent changes in legislation.

Paid programs:

• SAP ERP- one of the most popular systems offering wide functionality and a user-friendly interface.
• 1C:Enterprise- a fairly popular and affordable system that offers a large number of specialized solutions.
• OpenBravo ERP- a program for the average level with convenient scaling and affordable cost.

Advantages and Disadvantages of ERP

Most of the shortcomings of ERP systems stem from its basic qualities, since the main problems that companies face when implementing a program are related to making mistakes when deciding on the need to use and directly selecting software.

Disadvantages of Resource Planning System Integration

Despite the fact that the purpose of ERP systems is to improve the production process, they have their drawbacks. Among the latest:

• Program complexity and as a consequence, high price purchases and implementations.
• Increased requirements for equipment for data storage and processing, including servers for storing backup copies. It must be reliable and fast, which determines its high cost.
• Need for provision additional protection data, careful monitoring of the security system and setting up an access hierarchy. Storing information in electronic format, and especially with network access, increase the risk of theft or destruction (intentional or accidental) of important documents.
• Dependence on the company's energy supply. If in offices, warehouses or in trading floors company problems with electrical network, the company's work may come to a complete halt.

Practical advantages of an ERP system

Implementation of strategy and software for accounting and resource planning is effective method achieve improvements in the company's performance, which has the following advantages:

• Possibility of integration into Various types production and quick adaptation under wide range activities of enterprises. ERP system is suitable for industrial complexes, banking organizations, trading enterprises, service industries.
• Support for planning methods various directions company activities.
• Possibility of building a virtual enterprise.
• High-quality financial accounting for all departments.
• Ability to manage corporations with big amount international divisions and remote employees.
• Scalability and flexibility for implementation in enterprises of various sizes.
• Ability to work with other programs and applications used in the enterprise.
• Data integration into unified system, making them accessible to many departments.

Understanding the features of an ERP system, what it is in simple words and how to choose for your enterprise, you will be able to prevent yourself from mistakenly purchasing an expensive product that you do not need, by selecting the most effective one, you will be able to competently implement it, achieve increased efficiency and profit for the company.

(32%). After the choice is made, the popularity of the systems remains comparable: 21%, 18% and 14%, respectively (meaning those cases when the specified platforms are selected for implementation).

In general, the timing of ERP projects remains one of the painful problems for this market: only 36% noted that they were able to meet the pre-allocated time frame, and 62% significantly exceeded it, and only 3% were able to complete implementation projects earlier planned. Projects based on Microsoft Dynamics solutions were the most behind schedule; on average they lasted 12.5 months, which is 4 months (47%) more than planned.

Oracle-based projects lasted an average of 22.5 months, with time overruns amounting to 29% compared to an average of 17.5 months planned. As for SAP ERP, the average duration of such implementations was 18.5 months with a minimum delay of 16% or 2.5 months versus 16 months originally planned.

Average duration of ERP projects: planned and actual

Panorama Consulting, 2014

Main reasons for ERP project delays

Panorama Consulting, 2014

The main reasons that ERP projects are behind schedule, as follows from the table above, is the expansion of the planned scope of projects, as well as organizational problems, problems with data - all this happens in a third of projects that are delayed.

The only good news, perhaps, is that between 2012 and 2013, analysts recorded a decrease in the average payback period for ERP projects from 2.4 years to an average of 1.7 years. However, the number of organizations that have not been able to recoup their investment in automated systems enterprise resource management, increased from 31% to 38%. The longest payback period was found for Microsoft Dynamics solutions (24 months), for SAP it is 23 months, for Oracle it is 16 months.

And one more important point: the actual project budget relative to the planned one at the end of 2013 increased again. The most expensive implementation in this case is the implementation of SAP ERP, the average budget of such a project is $2.55 million, followed by Oracle - $2.25 million, Microsoft Dynamics - $1.8 million. From annual turnover of enterprises, the implementation of Tier I systems is 2-4%, but the share of the cost of ERP projects based on Tier II and III can be significantly higher in the turnover of companies that have chosen them for implementation.

Only 66% of companies were able to achieve at least 50% of their goals

As for ERP projects in general (regardless of specific vendors), at the end of 2013, only 66% of companies were able to achieve at least 50% of their implementation goals. In 72% of cases, the project turned out to be longer than previously planned, with an average duration of 16.3 months. In 54% of cases, budget overruns were recorded, the average project budget was $2.8 million.

Averages ERP projects 2012-2013

Panorama Consulting, 2014

63% recognized the implemented ERP projects as successful, 21% found it difficult to assess the effect of implementation, 16% admitted that the implementation ended in failure.

Russian realities

One of The Standish Group's reports points out depressing statistics about the state of affairs in the software industry in the American market:

• only 32% of projects were completed successfully,
• 44% experienced various difficulties (exceeded the budget, missed deadlines, etc.),
• 24% of projects simply failed.

On the Russian market, the situation is hardly better, say experts from the First BIT company.

Statistics on the “success” of ERP projects were shared by the 1C company. According to a study of 555 completed implementations of ERP solutions from 1C in 2010-2013:

• 66% of projects met the deadline or had a slight, up to 10% deviation from the deadline,
• 24% of projects deviated from the deadline by 11-30% and
• only 10% of projects deviated from the deadline by more than 30%.

As for project budgets, the situation for customers is even more encouraging:

• 78% of projects are within budget or exceed budget by no more than 10%,
• 19% of projects are 11-30% over budget and
• only 3% of projects are over budget by more than 30%.

Among the main reasons for the failure of ERP projects, Russian integrators identify:

High expectations

It’s a big problem when there is no clear understanding of the desired result, what the customer wants to achieve, notes Efim Fish, director of business development at Microsoft Dynamics AX Tops Consulting (Tops Consulting). In this case, to paraphrase a well-known saying, the project cannot be completed, it can only be terminated. Often, customers incorrectly assess their desires and required costs. Both parties must agree on the goals of the project and key points regarding what is needed to successfully implement the project.

“It is important to understand that the ERP implementation process is a two-way painstaking process. Here you cannot take sleeping pills and wake up to find that the system has been implemented and is working by an external supplier, all the staff readily accepts any suggestions and happily accepts all the changes that are brought to the company with new system. And they are introduced in any case, because there are no changes only if nothing has happened. And this is clearly not the goal in the case of ERP,” he commented.

Human factor, lack of management support

The implementation of an ERP system is not only an IT component, it also involves changing business processes in a company, because during implementation many processes are improved and areas of responsibility are redistributed. Customers must be prepared for and support such changes to achieve results. Given the fact that human resources– some of the most valuable resources, good acceptance of the system is very important, as is personal interest and participation throughout the organization. Lack of support from the company's top management during the project implementation is one of the key reasons for failure, 1C believes.

In 1C, for example, to meet project deadlines, they use a technique called “Quick Result Technology” (RRT). According to statistics on the timing of implementation of ERP solutions from 1C (1420 projects for 2010-2013), on average, about 3 months pass before the first subsystem is put into trial operation, and from 6 to 10 months before the last subsystem is put into commercial operation . depending on the scale of the project. On special large enterprises implementation can last 1-2 years.

As Alexey Petrushov clarified, one of the main indicators of project ineffectiveness is delays in deadlines. The main reason for this problem is definitely human factor, he added.

* Payment after implementation. Successful implementation.

“We do not look for those to blame (both parties are always to blame) for unsuccessful implementations; we take money from the customer only when he is satisfied with the result,” says Sabina Borshchevskaya, eBusinessDrive. We carry out ERP implementation practically at our own expense, and if the client is not satisfied with the result, he simply does not pay. At the moment, such conditions in the Russian, and even more so the global, market for the implementation of ERP systems are as fresh as the air in the mountains of Switzerland. Come.

Budget shortfalls or overruns

The range of prices on the Russian market of ERP systems is significant: this is determined by the fact that the ERP system is a complex product; the final result of the project is influenced by many factors, ranging from the functionality of the ERP system to the management system in the customer’s organization.

First of all, in order to calculate the real cost of the project, it is necessary to conduct an express survey, familiarize yourself with the current business objectives of the enterprise, and agree on the target state organizational system management of the enterprise in the end, says Alexey Petrushov. According to his estimates, the average budget for ERP implementation in Russia ranges from 1 million to tens of millions of rubles.

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