In the strategy phase, key executives in the company work to define the strategic framework for possible replacement of the business systems. Typically, a mapping of the current situation in terms of processes and systems is carried out and challenges and opportunities are identified.
In addition, strategic benchmarks, business cases and overall business needs will typically be established. It will also often include an assessment of market opportunities and the definition and analysis of possible strategic development scenarios including investments, external costs and internal resources.
Finally, the strategy phase will usually lead to a strategic recommendation including a roadmap of initiatives to implement the strategy.
In the acquisition phase, the actual purchase of the system is made. In cooperation with key people in the company, the concrete business needs are defined in a number of workshops, which will be part of the offer evaluation.
Business needs are developed on the basis that the acquisition is of a standard system. In parallel, using our in-depth market knowledge, a pre-qualification process of possible systems and suppliers is carried out, so that a maximum of three offerors are included in the offer process.
An offer basis is drawn up to ensure a consistent evaluation, which typically includes our own ERP contract.
Based on the offers received and a series of workshops with potential suppliers, an objective and unbiased assessment of potential systems and suppliers is made for recommendation to the company’s management.
In the procurement phase, we usually act as both technical experts and “pencil pushers” in the process.
In the implementation phase, the actual implementation of the chosen system is carried out in close cooperation with the supplier.
In this phase, there are always a number of important activities that the customer must carry out himself, including of course ensuring that the supplier lives up to the agreement and expectations.
The success of a standard system project is not only the result of a good system and a good supplier, but is also largely dependent on the active participation of the customer.
Tasks that lie with the customer include project management of the customer’s own resources, change management, testing, data conversion, to name a few. As consultants, we are always part of the client’s team and most often as the client’s project manager or as sparring for the client.
In many projects we are also part of the steering committee and as an external quality assurance to the client’s management.
When a company has been running a system for a number of years, optimisations typically need to be made to address issues that have arisen.
This may be due to a change in the strategic framework of the company, new business needs, technical problems or conditions caused by the supplier.
During this phase, we usually contribute with health checks to measure the health of the system, benchmarking against others to ensure a better operating economy or analyses in connection with potential extensions of the system, for example, new business processes that need to be powered.
In some cases, this may lead to the need for a major replacement, which brings us back to strategic considerations.