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Is it time for a new ERP system? Part 3

Sometime the reason a company changes its ERP system has nothing to do with the software itself or the business processes associated with it. It has to do with what is happening with the software vendor. Two key factors have a big impact on the decision of many companies to move to a new system, the vendor's software development and support, and the effect of vendor acquisition or merger.

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Is it time for a new ERP system? Part 2

No matter what business or industry you are in, at some point someone will ask, "Is it time to change our ERP, or should we continue with our current stsyem?" This week we look at Software Technology as a driver for change. Software technology changes quickly. A great example is that in a matter of only a few years user interface technology has progresses from the green screens of the 1980's, to WIndows point-and-click graphical user interfaces of the 90's, to the Web browser look and feel complete with hyperlinks and search bars. This measn that you need a system that keeps pace with new technology to enable you to remain competitive. As you assess the technology of your ERP system, the key drivers of change are integartion, availability of support and resources and customisation.

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Is it time for a new ERP system? Part 1

No matter what business or industry you are in, at some point someone will ask, “Is it time to change our ERP, or should we continue with our current system?” This is not an easy question to answer. If you decide to keep your current system you risk falling behind technologically and functionally. On the other hand, if you decide to change your ERP, you will be faced with making a large investment, undergo varying degrees of disruption to you organisation, and risk a failed implementation.

What is the right answer for your company? Every company faces unique problems and each might have a different reason for staying on the current system or for making a change. In many cases their decision boiled down to five drivers of change.

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