A business doesn\u2019t stop taking orders just because it\u2019s switching ERP systems.<\/p>\n
The warehouse still has to ship today\u2019s orders. Purchasing still has suppliers to chase. Customers keep calling to ask where their stock is, and finance has invoices to clear before month-end.<\/p>\n
And on top of all that, the team now has a new system to get ready for.<\/p>\n
This is where difficulties arise in the process of implementing ERP system. People are required to support the change while they continue with their usual work. If nobody has time to make decisions, verify data or test the new system, even the best-planned project fails.<\/p>\n
Time is crucial, but not if obtaining it will lead to inaccuracy. The true problem is how to implement the new solution as smoothly as possible without disrupting the work of the company.<\/p>\n
Most delays don\u2019t come from one big problem. They pile up from small issues that nobody picked up early enough.<\/p>\n
A product list requires removing errors, but the owner has a heavy workload. A department has queries regarding its new process, but the representative who can assist is not available. It is also common for team members to require some more reports, which leads them to spend a lot of time debating the issue even before the task at hand is started.<\/p>\n
One delay triggers another.<\/p>\n
Companies working with inventory feel this pain the hardest. The warehouse cannot suspend its incoming and outgoing operations until the project is complete. The team needs to figure out how to do both tasks at once.<\/p>\n
Therefore, the first thing to do is to consider how implementation can be accommodated into daily operations rather than seeing it as an independent project that needs to be somehow fitted into the rest of the work.<\/p>\n