* No software can manage the company regardless of what other people say.
* ERP uses a single number for everything (including forecasts, inventory levels, sales, budgets etc). Therefore, people in the company should come together and decide on a common approach to decide the numbers that are going to be entered into the ERP system.
* You can hire consultants, but you can’t delegate important jobs (like an ERP implementation) only to them when they do not have a real good understanding of what the company is like.
* ERP systems are designed for all kinds of firms, hence should be configured to match our company.
* Garbage in, Garbage out
* Great deal of management work needed before implementing an ERP system.
* The way people work with information is important.
* Trying to put a Big Ben into your living room when your clock battery ran down. The approach to Y2K problem.
* Legacy systems are very slow and difficult to maintain. An ERP system may be necessary to integrate these systems into each other.
* Firms implement ERP systems when they have a large number of plants and facilities scattered around the world, looking for better communication and integration among the facilities.
* Some firms implement ERP systems, because they feel that they should change to exploit the opportunities in communications and technology.
* R/3 is an SAP product that integrates the information throughout an organization, providing the benefits of single data entry, immediate access and common data.
* Data are updated in real time.
* SAP R/3 is designed around business processes.
* Organizational integration is possible, along with elimination of duplication of information. Efficiency
* Business practices unique to US, Europe and Japan are built into the system.
* R/3 has a number for everything
* Best practices: Contemporary business practices or processes incorporated into the software.
* “The resistance if we try to implement R/3 will be incredible.”
* To get the most out of R/3, some jobs may need to change.
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