If you followed this mini-series on the implementation of ERP, you will recall that I have a few things in my last post, as the start of your process of implementing the approach PRA wrote. Yes No start or pre-launch, but the time immediately after you decide you want to bring in a new ERP for your company.

One thing you should seriously consider recruitment of qualified consultants ERP. The introduction of an ERP is a big change for all firms and companies – especially small and medium-sized companies that he knows for the first time – all professional, experienced help, they can get.This is not simply a matter of installing a software program after all, but if your type of business together.

Find the right person to you and your staff for the success of your go-live date will be lining is absolutely crucial and sensitive part of the process. You want to make it right because the first time when it comes to your hard-earned work is the growth of your company, where is it now, is the failure does not – well, you know the rest.

1. Who are they? Let us not hide the reputation of companies can be of interest to you. Each consulting firm, have mentioned, regardless of their dazzling press their A-list celebrities and C-gratin. Make sure your vet a company team before you loose to know in your building for you that people you are effective with their Power Point presentations and expertise inspired the same people have consulted with you one day before the day. Check references and ask lots of questions. Your adviser (s) will work closely with your staff leave him a big change, which will be felt from the boardroom or in the office of the owner, to the guys on the field and workshop. You have the personality and communication skills required such an important task.
2. What did they do? Have they ever worked in your industry? Have they ever worked with a company of similar size to you? Can they share with you some of their successes and to share more importantly, their failures? What have they learned from their mistakes, they can do for your business, so you can avoid them? What is your experience with the software you are implementing on?
3. What do they know? If all they can offer your business, technical know-how in the ERP is in particular that you have decided to avoid at all costs. Remember that the implementation of ERP is not to change your software, but about changing your business. Their advisers have more familiarity and experience not only in the technical aspects of the software, but the management of change and restructuring of companies as well. You need to be part of IT consultants, HR consultants and managers in mid-mid-project because they juggle the software and people, none of which is never predictable or easy to manage.
4. How will they do? Ask them their processes and philosophy. Are they familiar with management theory, Deming, Six Sigma, Kaizen, and / or other business and management philosophies? How could they work together with your staff and suppliers to implement the program as efficiently and smoothly because of their experience and knowledge? Do they understand the different roles that are affected by the program is, for example, sales, accounting, customer service, etc. and how they must treat each of them?

The selection and appointment of a consultant to work with your company will probably be a difficult and lengthy, but if you do it well, you can save a small fortune and your company much grief in the end. Good consultants understand that constitute the technical training and know-how in IT at a fraction of their value to their customers, and that the manager may well prove to change, their biggest role in any project.

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