The implementation of the erp system allows companies. What is an ERP system. Preparation of technical specifications

The ERP systems implementation process is conventionally divided into 7 stages: organizational work, enterprise survey, choice of automation methodology, system design, software deployment at employees' workplaces, launching the system into industrial operation, support.

We propose to consider the procedure for implementing ERP in more detail.

I Organizational stage

Work on an enterprise ERP implementation project begins with defining goals and objectives... It doesn't have to be automation for the sake of automation - the customer must clearly know what business effects he ultimately wants to achieve.

At the preparatory stage, it is also necessary to form working group on the client side. It should include:

Supervisor (preferably from among the top managers of the company). This person should be well versed in all aspects of the enterprise and the organization of business processes. In addition, the ERP implementation project manager must be able to make sole decisions on any issues that arise.
Specialists responsible for the compliance of the system with the requirements of the current legislation and corporate standards... This category includes: Executive Director, Chief Accountant, Head of IT Service.
Heads of all departments who will work in the ERP system. Their tasks will include advising implementers at the stage of studying the business processes of the enterprise and organizing the work of departments after the completion of the automation process.
IT specialist of a wide profile ... His area of responsibility will be the technical support of the project.

If you want to automated system management manufacturing enterprise yields tangible business results as soon as possible, you must ensure that employees use it as actively and efficiently as possible. For this, personnel must be trained to work in ERP and strictly controlled at the initial stage of operation. These responsibilities also fall on the shoulders of the representatives of the working group.

In addition, at the organizational stage, it is necessary to determine the sources of financing and the integrator company.

II Stage of the enterprise survey

Upon completion organizational work a survey of the business processes of the enterprise is carried out. This procedure is necessary to accurately determine the timing and cost of implementation work. Depending on the scale of the project and the tasks set, the IT integrator can offer the client one of 2 survey options:

Express examination. It is carried out within 1.5-2 months. Based on its results, a document "Pre-project analysis" is drawn up. It reflects the features of automated accounting and a list of tasks that will need to be solved during the implementation process.
Full examination ... It is carried out within 3-5 months. Based on the results of a thorough examination, a "Terms of Reference" is drawn up, business processes for automated accounting are developed and a list of necessary software modifications is described.

The choice of survey option is determined by the preferred ERP implementation methodology.

III Choice of ERP Implementation Methodology

Implementation of ERP solutions on the 1C: Enterprise platform can be carried out according to one of 4 scenarios:

Subscriber service ... The integrator company conducts an express survey of the enterprise, draws up an integrated ERP implementation plan and, on the basis of it, determines the maximum possible cost of the project. This cost is prescribed in the contract, and the cost of one hour of the implementation programmer's work is also fixed there. Overall plan works are broken down by month. Based on the number of working hours, the size of the monthly budget is determined. A fixed payment amount is also included in the contract.
Phased implementation technology ... This ERP implementation methodology implies a full survey of the enterprise, the definition of all automated business processes and the preparation of technical specifications. The terms of reference reflect: the amount of improvements to the typical configuration of the program, a complete list of works broken down into fixed stages, the timing and cost of implementing each stage of ERP implementation. The main disadvantage of this technology is its inflexibility. Making the smallest adjustments to the project entails a change in the TOR: a revision of the timing and cost of performing individual stages of work.
Fast result technology ... The ERP implementation algorithm is approximately the same as for subscriber services. An express survey is also carried out, the maximum cost of the project is calculated, the hour of the programmer's work is estimated. Payment is also made once a month, but not at a fixed rate, but according to the number of hours actually spent by programmers. There are no strictly regulated work plans for a month or a week - the list and sequence of tasks may vary depending on the actual needs of the enterprise. Flexibility is a definite plus of fast-track technology. Additional business processes can be included in the project at any stage and without lengthy approvals. The only drawback of this implementation scheme is the vagueness of the project implementation timeline.
One-time calls ... The installation of the program on the workplaces of employees and the automation of business processes are carried out to the extent of the client's capabilities. The company purchases a box, and all implementation work is carried out according to the scenario of one-time calls.

IV ERP system design

Based on the results of the enterprise survey, the functional requirements for the key modules of the system, the need for loading initial data and setting up the exchange with the software already in use, are determined. In the system, the main business processes of the company are designed, the standard functionality is being finalized for the specifics of the enterprise.

V Implementation of ERP-system in the enterprise

The software is installed on employees' workplaces. Setting up access rights and reports. The operating data and reference information is loaded from the old system, Excel files, etc.

VI Putting the system into commercial operation

In this article we will talk about what is meant by the term ERP system, when this software appeared on the market and what it was created for, and also try to predict in which direction systems of this class will develop.

We will also try to answer the main questions that arise from those who decided to figure out why this software is so in demand by modern enterprises:

What software can be classified as ERP?
Why do companies around the world spend significant amounts for their business on the implementation of ERP systems?
How do these systems work?
What gives ?

History of the concept of ERP

Before starting a conversation about ERP systems, it is worth remembering where this concept came from. ERP term or Enterprise resource planning was a development of the concept of MRP (MPR-II), which was used to denote a class of systems developed back in the 60s of the last century and intended for organizing production processes (first of all - planning materials "MRP", and later resources in general " MRP-II ") and reference production accounting... Those. the very concept of MRP (-II) has been and still refers to information systems designed for automation production activities.

In the 90s, the Gartner Group and a number of other companies were looking for ways to apply the planning approaches implemented in MRP systems, to other areas of business, expanding the capabilities of MRP in terms of planning activities and managing enterprise processes.

It was from these works that the term "ERP" was born, first used by the Gartner Group and intended to denote systems of a new class.

From the very beginning, ERP systems were positioned on the market as systems that, in addition to solving resource planning tasks, also solve data organization and optimization of processes related to the functioning of the back office, such as inventory management, sales, pricing, accounting, etc. etc.

Figure 1. The composition of ERP systems

In addition to the term ERP, the definitions "Enterprise Management System", "Integrated Enterprise Management System" are actively used, and in fact, they all describe ERP systems.

Architecture of modern ERP systems

While each company is unique in some way, they all face a common challenge: To remain competitive in today's business environment, companies need a reliable and efficient way to store and access disparate information. It is this task that a modern ERP system solves.

A typical ERP system is a collection of modules (or even separate applications), each of which manages a specific process: purchasing, sales, production, accounting and tax accounting, HR processes, customer support, CRM, warehouse logistics etc. At the same time, the system covers the main processes of all areas of the enterprise.

As a result, the ERP system is a complex information management system for information management within the organization, which solves the whole range of tasks of managerial, regulated and other types of accounting, as opposed to specialized software designed to automate a specific business process or line of business.

Figure 2. List of tasks solved by the 1C: ERP system Enterprise management

As a result, the systems in the company, business owners and managers can simplify and automate time-consuming back-office tasks, help employees become more productive, and most importantly - get an operational (often in real time) cross-section of all areas of activity with the possibility of parallel analysis and development planning. ...

Classification of ERP systems

Having figured out what is usually understood by the term "ERP system", we will try to classify these systems by type. It must be said right away that the classification is rather arbitrary, because there are quite a few signs by which such software can be classified: these are functionality, positioning, size of organizations for which the solution is intended, and more. We tried to simplify the classification as much as possible by dividing ERP solutions into the following groups:

Integrated information systems. This group includes universal ERP systems. They can be adapted to the processes of a wide variety of companies - from large production facilities to financial institutions... Such solutions have a wide range of settings and advanced integration mechanisms to remain as versatile as possible and meet the requirements of different business sectors. The largest players operate in this market, and the market for such systems occupies the largest share in comparison with the markets for systems of other types (which we will talk about below). Examples: Oracle, SAP, Netsuite, 1C.
Industry information systems. These ERP systems are focused on a specific industry, sometimes even on a narrow direction within the industry (for example, ERP systems designed to automate companies that sell air and railway tickets). Often, such products are released by startups or companies that, being unable to develop a product that compete with large players in already established markets, are trying to find their own small niche and take a leading position in it. Many large companies, entering this market, start with specific industries, gradually developing the solution towards maximum versatility. Examples: Microsoft Dynamics AX, Brightpearl, Epicor Retail, 1C.
ERP for small businesses. Formally, such systems cannot be classified as ERP, nevertheless, small companies have enough functionality of such systems to meet all their needs at a lower cost of both the program itself and implementation, and subsequent ownership. Often, such ERP systems are modular, and the functionality is reduced in comparison with more expensive products.
Thus, instead of installing an integrated information system, the company implements a small product that serves one or two key business-process, but does not cover other areas of the enterprise. Example: PeopleSoft (a system that implements the functions of accounting, personnel management and CRM), 1C: UNF.
ERP systems open source. Open source ERP systems currently occupy a small part of the total ERP market. But such solutions are often supported by companies that have teams of developers and analysts on staff to refine and integrate the system with their local information resources. Example: Odoo.

Benefits of modern ERP systems

The ERP systems market is growing from year to year, both in value terms and in the number of workstations. This is evidenced by numerous market studies. Why are more and more enterprises, from giants to small companies, striving to implement modern ERP systems?

The main advantages of the ERP system implemented at the enterprise:

A deeper understanding of the processes taking place in the company and a decrease in the reaction time to changes. Thanks to the consolidation of all key information in a single system, it becomes possible to promptly receive management reports on all aspects of the enterprise in real time;
As a result, a private (but very important) advantage of consolidating operations and data in one system is to ensure the comparability of data, eliminate duplication and form a single vision of the ongoing processes for all participants;
Modern ERP systems contain built-in forecasting tools that can be used to make informed decisions about the next steps for business development;
Reducing costs by introducing unified end-to-end business processes, automating labor-intensive tasks, eliminating redundant processes, as well as simplifying training and adaptation procedures for new users;
Thanks to a uniform IT landscape, the ERP system allows you to increase the security of data storage, simplify the tasks of restricting access and thereby increase the level of information security.

Disadvantages of ERP systems

To complete the picture, having outlined the advantages, one should dwell on the disadvantages of switching to modern ERP systems:

High cost of implementation and ownership. Until now, the traditional ERP systems implementation scheme implies large initial costs for implementation. Moreover, the money must be spent even before the system starts working and the business gets its benefits.
High risks implementation. There are a lot of difficulties in implementation, here there is a heavy legacy in the form of the peculiarities of the old software that must be taken into account during the transition, and staff resistance to changes, and the lack of qualified personnel within the enterprise capable of organizing the transition process and further support, and much more. Until now, projects for the implementation of ERP systems in enterprises remain one of the most risky for business.
Lack of versatility of ERP solutions. Despite the fact that leading manufacturers are trying to make their solutions as flexible and suitable as possible for any business requirements, it is clear that the practice is far from theory. The market may simply not have a completely suitable solution, therefore, the product is often adapted to a specific organization, which significantly increases the cost of the project.

ERP systems are constantly evolving, and leading vendors are trying to take into account the existing shortcomings in new versions of software and mitigate them as much as possible.

How to determine if your business needs ERP

Any company is unique in its own way, although it collides at different times with common to all similar organizations problems. Below we will try to help determine if the time has come to think about investing in an ERP system for your company.

If most of the points below can be applied to your enterprise, then it is probably time to seriously think about the need to implement an ERP system in the enterprise:

Your team members spend too much time on tasks that can be simplified or automated;
You do not have online access to the data that is required to make a decision here and now;
You have a lot of diverse integrations with external systems;
Your enterprise uses a large number of unrelated software products and tools;
You do not have reliable information about the remnants of goods and materials in warehouses or Money ah at the box office;
You personally spend a lot of time searching for information, trying to increase the productivity and efficiency of employees, and departments are difficult to interact and are reluctant to exchange information with each other;
You do not have full access to information when you leave the office;
You do not have enough tools for monitoring the implementation of the decisions made.

To be sure that the investment in a new ERP system will pay off, you need to detail the specific problems that exist in your organization, and before making decisions, understand exactly how the ERP system can help solve these problems.

Today's international market for ERP systems is huge and continues to grow. Today, it presents thousands of software providers, the exact number of which no one knows - some players leave the market, but new ones are constantly appearing.

Mainly on the market there are industry solutions, developed for the needs of specific industries: certain areas of production, logistics, retail and others. However, the leaders international market companies that offer the most comprehensive solutions are held.

Founded in 1972, SAP has now opened affiliated companies around the world and organized interaction with a number of external teams involved in the development of add-ons for the company's software products.

SAP is represented on the market by two main products:

SAP Business All-in-One. This ERP solution, built on the latest SAP HANA platform, is positioned as complex solution covering 25 business areas, including, of course, manufacturing and sales, and is intended for large companies... Includes a business intelligence (BI) and forecasting product.
SAP Business One. It was released to market to strengthen SAP's position in the small / medium-sized organization segment. The solution is built on the same platform as SAP All-in-One, but less functional and versatile.

Microsoft came in second in 2017 with Microsoft Dynamics AX. Despite the lesser versatility compared to SAP products, the solution is suitable for companies engaged in trade and services, due to which the company annually increases its market share and actively develops its product.

Third place was shared by Oracle and Infor, followed by (by a large margin) second-tier companies: Epicor, Sage, NetSuite and others.

The Panorama study also notes that SAP took the first place in terms of return on investment in ERP. In terms of implementation speed, Oracle products are in the lead, and NetSuite systems have taken the lead in terms of implementation costs, which cost customers an average of 2.8% of revenue.

Separately, the advantages of Infor systems were noted, such as wide opportunities for using mobile versions by remote offices and employees, reliable and intuitive tools for analyzing business data and optimal indicators of time and cost of implementation, as well as return on investment.

Leading position on Russian market with a share of slightly less than 50%, SAP is occupied, then 1C follows with a share of about 32%, and with a significant margin other players: Oracle, Galaxy and others.

However, in addition to assessing the market share in total terms, you can look at the number of workstations in the Russian market. In terms of the number of implementations and automated workstations, more than 80% of the market is occupied by 1C, being, in fact, a monopolist in terms of ERP systems for small and medium-sized businesses. This is easily explained by the fact that it is ten times cheaper to maintain it than competing programs.

The future of ERP systems

Since the 90s of the last century, the ERP systems market has been actively developing, as the number of organizations implementing ERP systems to optimize key business processes and improve data visibility has been growing like an avalanche.

At the same time, the costs of implementing ERP systems grew, and it was not so much about the cost of hardware or software, but about the costs of implementing and developing systems in the face of constantly expanding markets and changing processes. As a result, "traditional" systems, due to their high cost, have become simply inaccessible to small and medium-sized businesses.

The situation has changed with the advent of cloud technologies and the development of SaaS (Software as a Service). Already, all market leaders are offering the opportunity to start using their key products by subscription.

The main advantages that this approach gives:

Scalability - you can buy additional functions as your business grows without the need for implementation new system;
SaaS solutions, due to their specificity, provide access to the ERP system via the Internet anywhere and at any time;
Low capital costs - there is no need to buy equipment, accompanying software, there are no large one-time payments for the implementation of the system;
The system is maintenance-free - the vendor takes over the tasks of updating the system, and performs troubleshooting, thereby reducing downtime.

A significant disadvantage of SaaS is the impossibility of finalizing the solution for the requirements of a particular enterprise and a number of other restrictions, so some large enterprises make a choice in favor "Hybrid" ERP systems, which offer the ability to combine traditional system ownership and subscription. With this scheme, some of the subsystems are located in the cloud (and access to them is offered by subscription), and some are on the customer's servers.

It can be predicted that this market will only develop, moreover, systems that are distributed only by SaaS and do not have a "traditional" option for deploying on the site of the customer company began to appear on the market en masse.

Another clear trend is the widespread adoption of mobile access to systems. Access implemented different ways, some ERP systems support integration with their own mobile apps developed for iOS and Android, some offer web browser access. However, such access today is always a compromise between the restrictions imposed by mobile interfaces, security requirements and the functionality expected by the client.

You can be sure that in the future, the possibilities of remote access to data will expand and new products for remote work will appear on the market, both from market leaders and from newcomers.

Another direction of development, for which the new term "ERP 2.0" was even invented, is the implementation social interactions in system. "Social" ERP system allows you to effectively use social networks working closely with Facebook and Twitter, it implements new communication channels, helps to increase customer loyalty and, as a result, increase conversion in the sale of goods and services.

Outcomes

It is possible to say for sure that today there is a rapid development and change in the ERP systems market. Thanks to the development of cloud technologies, ERP systems have become

are available to companies of any size, and now even a small business, by subscribing, can start using a "heavy" ERP system, the implementation of which in a company in a more traditional way would have been impossible.

As a result of the widespread introduction of new technologies, the modern user makes more and more stringent requirements for the capabilities of the ERP system in terms of remote work. Therefore, in the near future, we can expect the appearance on the market of products that will not differ in terms of functionality and security, no matter whether the user will work remotely or from the office.

All these changes are beneficial to the end user of ERP systems and will certainly lead to an even greater increase in the market share occupied by EPR systems, making them familiar tools for companies of any industry and of any size.

ERP system implementation for your company - is it worth it, is it time or not yet? Typically, the head of the firm decides to use such systems in the following cases:

Insufficiently high competitive position of the company in the market.
Lack of clarity and transparency of business processes, which leads to the loss of money and profits.
Large expenditures of time for the preparation and approval of reports, invoices or other documentation.

At first glance, it seems that the introduction of ERP solutions will improve the position of any enterprise. But implementing them thoughtlessly is just as wrong a step as refusing to implement them altogether. Many products are expensive and not affordable for every company. And even if the initial price looks reasonable, then there is a great risk of large additional costs after purchase, because such systems require installation, configuration and constant maintenance.

If you buy an ERP system without thinking through this step, it can be prohibitively expensive.
If you buy the wrong product, there is a risk that it will not live up to expectations and will not be useful.

Only one thing follows from this: before deciding on implementation, it is worth analyzing and weighing everything.

Typical problems when implementing ERP products

When deciding to use ERP, an enterprise faces the following difficulties:

The software level does not correspond to the real needs of the company: it is either too complex or not powerful enough.
Bulky software is not customizable for a business, but requires customizing a business for it.
To service the product, you need to hire many specialists or pay for the services of a third-party company. Ordinary employees of the company cannot work with the purchased software due to lack of qualifications.

Each of these difficulties inexorably entails an increase in the cost of ERP implementation and calls into question the future profitability and efficiency of the ERP system.

A working ERP implementation strategy

How to reduce the cost of ERP implementation? The surest way is to stop depending on the development team and involve them in all kinds of work. If an enterprise is able to maintain and customize the system it has purchased itself, then it is obvious that costs are reduced. In order to apply this practice, it is worth going along the following path:

The first stage - we define the goals of ERP implementation and the desired result that you want to achieve. If there is no clear understanding of the goals, then how can you then determine whether the solution is effective or not?
The second step is choosing a product configuration. It is good when the product is not "monolithic", but consists of many elements so that they can be added, removed and transformed.
Next - launching the system at your enterprise. If the company is able to independently cope with the task of installation, then this leads to huge savings in resources: time and money.

Your priority goal if you want to use ERP is to find a product that does not require expensive implementation and maintenance.

How to find an ERP system for your level of business

Finding a system that is not too complex for a firm, but capable of evolving as it grows, is not an easy task. We invite you to try the ready-made Comindware Business Application Platform. A typical ERP solution from Comindware has a number of differences from conventional products:

Affordable.
Suitable for most companies, both large and small.
If you have an IT department, its specialists will handle the implementation and configuration themselves. The ERP system implementation process in the case of Comindware does not imply the obligatory involvement of third-party installers.
Universal for automating all business processes affecting finance, personnel, production and marketing.
Helps to quickly automate the most demanded business processes for the company.
System adjustments are implemented without stopping work.
If necessary, it develops to the level of a classic ERP system.

The delivery time for the ERP purchased from us is noticeably shorter than that of other resource management systems. At the same time, you control it, and it is not she who dictates her own rules.

Try Comindware Business Application Platform for free to make an informed decision later. and see for yourself how it suits you.

If you have any problems with the implementation of ERP systems based on the Comindware Business Application Platform, we will definitely help you to eliminate them and put everything right. Thus, whether to implement an ERP system in your company depends not on the level of development of the company, but on the level of ability of a particular ERP system to adapt to its current needs. If the capabilities of the system meet the needs of the enterprise, then its use can be considered the right step.

Additional Information Comindware Business Application Platform and solution demo available upon request

Elena Gaidukova, marketing analyst, brand manager of solutions based on, specialist in partnerships.

The abbreviation ERP comes from the English expression Enterprise Resource Planning which literally means enterprise resource planning. Theoretically, such a system is overall strategy activities of the company, which takes into account the following areas:

Control financial resources- maintaining tax reporting, accounting, budget planning;
Human Resource Management;
Asset Management;
Interaction with partners and keeping track of the history of clients' transactions.

On the practical side, speaking about ERP business systems, they mean software for automating each of the listed areas, as well as other processes of the company's activities to bring them into a common interconnected database necessary for the operation of the enterprise.

In simple words, ERP systems are a set of activities, including: models of information flow management at the enterprise, equipment for its storage and processing, software, IT department and specialists technical support, as well as directly to users.

Building an IT system for enterprise resource planning

As a complex software, ERP system consists of the following elements:

Platform- the main environment (kernel), which ensures the operation of the program components, as well as the basic functionality ( reference Information, functions) of the company. This is the basis of the system, without which its work is impossible.
Data management tools- this includes storage on the server, programs for processing information and transferring them for the operation of modules.
Plugins- programs that are independent of each other that connect to the platform and use the main databases in their work. It is the presence of independent modules that can be disconnected and connected without disrupting the operation of the entire complex that distinguishes ERP systems from other types of software used in automating business processes.

The modules connected to the main platform of the production resource planning system are conventionally divided into three groups:

Internal- programs used within the enterprise, to which employees have access.
External- programs to which customers and partners have access (for example, Personal Area reseller dropshipper).
Connectors- programs to connect with others software products that are not part of the ERP system, but are used by the company in its activities. They exchange data.

Where to get an ERP system for an enterprise

There are three ways to purchase resource planning software:

Creating your own product... It often turns out to be an irrational method, since the lack of a professional approach can lead to a situation where only one direction will be taken into account, which will not give a tangible effect. Moreover, the system introduced in this way is usually difficult to replace or supplement.
Purchase of a ready-made platform and its implementation in the work of the enterprise... Here you need to do right choice according to the activities of your company. High-quality and well-known products are quite expensive and require constant support from the developer.
Professional development of ERP systems individually for the company... Only 20% of programs created on the domestic market are successfully integrated into the work of enterprises. This means that the risk of a company to receive a low-quality product at an inflated cost is quite large.

How to choose and implement an ERP system

There is no one-size-fits-all resource planning system that fits all companies. For each production, its most optimal product is selected, which is then adjusted during the implementation process.

Types of ERP systems for enterprises

The classification of ERP systems is carried out according to several parameters, the accounting of which will help you in choosing the right product. So, according to their purpose, they can be industry-specific and general. The first option is suitable for very large companies, as well as for enterprises that produce a unique product or use non-standard business methods.

By the type of organization, systems of the following formats are distinguished:

Public- Many users have access to the general functionality of the program, but your data is available only to employees of your company.
Private- the program is isolated and can be changed and refined for the tasks of the company.
Hybrid- a combination of two types.

By the type of information storage:

Cloud- databases are located on external servers.
Internal- the data is stored on the company's own server.

By user interface format:

Stationary (desktop)- software for connecting to databases is installed on a PC and can work autonomously from the Internet using only internal communications.
Browser (working only online)- access to the system is carried out through the company's website and the personal account of an employee, client or partner.

By software architecture:

Modular- are made up of many components (modules) designed to solve various problems.
Monolithic- unified comprehensive programs.

By license class for use:

Proprietary- closed software, for the use of which you need to pay for a license.
Open source - free programs open source.

Mistakes in choosing a resource planning system

Wrong choice of control system ERP enterprise not only will entail additional costs, but may also negatively affect the operation of the enterprise. To avoid mistakes, you need to know the main ones:

Lack of a correctly chosen and clearly formulated goal... It is important to understand that ERP should improve the company's performance by adopting positive sides and compensating for the negative ones. Therefore, when choosing, it is necessary to determine exactly what effect from the implementation should be obtained. If your goal is to optimize your business as a whole, you will not get the desired result. All tasks must be specified in the terms of reference (TOR). In this case, the system must be adapted to the company, and not vice versa. It is wrong to completely rebuild a business, especially if it is profitable, to fit an ERP system.
Wrong choice of methodology for solving the assigned tasks... Each ERP system is built for a specific area of the business. It can be adapted for the production area or exclusively for trade.
One-sided view of system selection... The team of specialists making up the technical assignment, choosing and controlling the system implementation process should include representatives from various departments of the company (IT, sales, personnel, production). Otherwise, the final product will be chosen from the standpoint of the convenience of only one link of users and will not bring the required efficiency to the enterprise as a whole.
Insufficient qualifications of the developer and specialists implementing the implementation... The process of creating and integrating a resource planning system is costly and many companies, in an effort to reduce costs, turn to firms with little experience or use free ERP systems, which is quite risky.
Low level of control over the process of integrating the program into the system.
Complexity of the interface... If the program is too complex for intuitive understanding, you may face the problem of the need to train staff to work with it. It also increases the risk of accidental errors when entering data, which entails incorrect planning and all the ensuing consequences.

What functions should a resource planning system provide

The main tool in business planning that allows you to make a decision is reporting documentation. It is she who is the basis of the ERP, which, in turn, should provide the ability to analyze report data from various positions. Therefore, an effective ERP system must have a number of the following functions:

Providing convenient document flow... The main purpose of ERP systems is to provide fast documentation (invoices, invoices, reports, prices), as well as subsequent operations with them (search, access, forwarding, editing).
Planning... The algorithm of the system, especially for production, should allow planning payments, deliveries, warehouse operation, seasonal changes, and production volumes. For each company, production planning is individual and tied to the volumetric calendar strategy.
Transparency of information... The program should record all operations, parties, volumes and dates of their performance, which will make the company's work more transparent for analysis.
Access control for different levels... Since the system covers a very large amount of information about the work of the company, most of which should remain closed to employees of lower levels, customers and partners, it should allow you to close some of the data for users with different permissions.
Unified data network... The ERP system must provide the ability to track all processes separately (for example, transactions) at all levels from the purchase of raw materials and production, to the registration of sales and payment of taxes.
Personnel accounting... The program should provide for the possibility of monitoring the number of personnel, planning the schedule of exits and hours worked, taking into account the level of qualifications of employees and scheduling vacations, passing training courses. Also, an effective planning system provides for the possibility of calculating salaries and bonuses, taking into account the form of remuneration.
Work with providers... The functionality of the system should allow you to store and process the supplier base, send requests for availability, plan the formation of orders, release working capital and payment of bills, control the delivery process, and keep records of purchases.
Work with clients... The system should allow keeping a complete record of data for each client, no matter how much legal entities is included in the structure of the latter. This implies not only the ability to provide the client to work through his own account, but also the storage of data on completed transactions, accounts receivable, delivery planning, invoice processing, history of cooperation. This allows you to study the demand and the level of profit received from each client.
Service and repair... If we are talking about production, this part of the program should provide for the planning of technical inspection of equipment, the schedule for scheduled repairs, modernization or replacement of equipment of the enterprise. For trade enterprises the system should provide for the possibility of accounting for service maintenance of goods sold and repairs under warranty obligations.

Features of ERP implementation

The resource planning system operates with databases, of which, as a rule, there are a lot. The information itself can be in various media, including paper documentation, and therefore its transfer to electronic format is a huge work. The data itself is divided into two groups:

Important- information that is the basis of the company's activities. These are data on the work and production management, reporting of the sales department and personnel officers. They must be used in the ERP system without fail.
General- information that is relevant to a particular company, which is not used by the company on a regular basis, but is also important. These data are added to the system as needed or at the request of the company's management.

An ideal ERP should provide for the ability to use all types of data, but in practice, to simplify the implementation process, the important ones are taken into account first, and then the general ones are gradually integrated.

Based on what data should be used and the required functionality of the system, a technical task is drawn up. It represents official document(instruction), demonstrating what tasks and goals need to be implemented in the implementation process. Based on the TK, calendar plan integration works.

There are three strategies for implementing an enterprise resource planning system:

Step-by-step integration- first, the main modules are launched into operation (for example, financial accounting, accounting and document flow), and then after debugging their work, the rest are gradually introduced. This method is very time consuming and cannot be demonstrated immediately. It is often used by companies when developing a system on their own.
Complex implementation- the system is applied in all directions at once and in full, and then gradual debugging of work is carried out. This method allows you to quickly integrate an enterprise resource planning system. It is used when purchasing off-the-shelf software.
Combined method- The implementation of ERP systems occurs at once in all areas of activity, but in stages. This strategy allows you to minimize implementation time with the least loss of quality of work. Most often, this technique is used by private companies that offer services for the development of individual software.

How an ERP system works and who needs it

Given the complexity and high cost, the implementation of ERP will be appropriate only for large companies, where the amount of data for accounting is very large and requires systematization. Such systems demonstrate high efficiency for large-scale production, in various corporations and holdings. If the company does not release wide range of or is engaged in the manufacture of small batches, it does not need such a serious resource planning system, and will only slow down the process and lead to unnecessary losses.

The only exception, according to experts of consulting agencies, is the use of ERP systems by small companies operating in a very competitive environment, where the automation of all processes creates an additional advantage.

To understand whether you need such a system, you need to calculate economic efficiency from its implementation. It can be determined by various parameters (a decrease in stocks, the speed of production, a reduction in staff, an increase in labor productivity), and as a result, for the enterprise itself, it should bring additional profit or, at least, reduce costs.

A quick overview of popular ERPs

Most often, the main ERP systems of companies are finished products adjusted for the activities of the enterprise. They can be paid or free. With proper implementation, efficiency can be achieved in both cases.

Popular free products:

ERPNext- a minimalistic program for the work of a private entrepreneur (IE). The main disadvantage is limited disk space, which can be increased for an additional fee.
Galaxy ERP- designed for the domestic market and allows you to take into account frequent changes in legislation.

Paid programs:

SAP ERP is one of the most popular systems offering wide functionality and user-friendly interface.
1C: Enterprise is a fairly popular and affordable system that offers a large number of specialized solutions.
OpenBravo ERP- a program for the middle level with convenient scaling and affordable cost.

Pros and cons of ERP

Most of the shortcomings of ERP systems stem from its main qualities, since the main problems that companies face when implementing a program are associated with making mistakes when deciding on the need to use and direct choice of software.

Disadvantages of Resource Planning System Integration

Despite the fact that the purpose of ERP systems is to improve the production process, they have their drawbacks. Among the latter:

Complexity of the program and as a consequence, high price purchases and implementation.
Increased requirements for storage and data processing equipment including servers for storing backups. It must be reliable and fast, which determines the high cost.
The need for additional data protection, careful control of the security system and setting up the access hierarchy. Storing information in electronic format, and especially with access via a network, increases the risk of theft or destruction (intentional or accidental) of important documents.
Dependence on the energy supply of the company... If in offices, warehouses or trading halls company problems with electrical network, the work of the company may stop completely.

Practical advantages of an ERP system

Implementing a strategy and software for accounting and resource planning is effective method to achieve improvements in the work of the company, which has the following advantages:

Possibility of integration into various types of production and quick adaptation to a wide range of enterprises' activities. ERP system is suitable for industrial complexes, banking organizations, trade enterprises, service sectors.
Support for software scheduling methods different directions activities of the company.
The ability to build a virtual enterprise.
High-quality accounting of finance for all departments.
The ability to manage corporations with a large number of international divisions and remote employees.
Scalability and flexibility for implementation in enterprises of various sizes.
Ability to work with other programs and applications used in the enterprise.
Data integration into unified system making them accessible to many departments.

Understanding the features of the ERP system, what is it in simple words and how to choose for your enterprise, you will be able to warn yourself against the mistaken purchase of an expensive product you do not need, choosing the most effective one, you will be able to correctly implement the implementation, increase the efficiency and profit of the company.

The market for ERP systems in Russia is growing rapidly. However, ERP projects often end in failure. According to experts, about 70% of ERP systems implementation projects do not achieve the stated goals. We propose to discuss the main reasons. After all, forewarned is forearmed.

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First of all, the expressed interest in ERP systems associates with the expectation of significant benefits that enterprises can obtain from the use of such systems. But these expectations are based, most often, on the promises of the companies that implement this software. However, very often projects for the implementation of ERP systems end in failure. Approximately 70% of ERP systems implementation projects do not achieve the stated goals due to a banal misunderstanding of what an ERP system is.

What is the reason for such sad statistics and how, having spent significant financial and time resources, not to prove it? We offer TOP-10 mistakes made in the implementation of ERP projects. This list is not exhaustive and is a list of errors found by our experts and consultants in the course of working with clients.

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Mistake # 1. Do not describe business processes before starting ERP implementation

It is impossible to carry out a high-quality implementation of the ERP system without the described business processes of the "how it should be" level, or at least a clear understanding and display "on paper" of information and material / documentary flows in your company. We often come across the option when consultants are involved in the work at that critical moment of implementation, when the system fails and does not give the desired effect, and the implementers and the management team cannot put it on the right track. Digging into the causes of such failures, we reveal serious inconsistencies in the understanding of processes by those who implement the system and by the company itself - there is simply no description of them, or it is made formally and does not reflect the real production cycle.

The most common reason for such situations is the client's desire to save money on the description and elaboration of this step, which, indeed, can be quite costly. The client expects that adjustments to the processes can be made already at the stage of implementation. On the one hand, this is logical, since the project, with the correct construction, will develop progressively, including more and more zones and sections, modernizing and improving something in the course of the project's development. But this does not mean that business processes can constantly change during development - it's like doing renovation of an apartment, constantly changing the design project ... Someday you will still repair it. The only question is, when and how much will it cost you in the end?

One of the reasonable options, from our point of view, is preliminary description of business processes "As is (as is)", their imposition on the software platform with the help of the implementation team and transformation into "as will (to be)" is, in fact, the basis for implementation. In parallel, together with the project team, you can modify the processes as the development progresses, finding the best solutions and ideas for optimizing the running and automated processes.

Mistake # 2. Constantly make changes to the future system

Another common mistake is to make adjustments to the future system and not keep track of them (do you want to be on the needle?). ERP implementation is always time consuming and laborious. But this process can be further complicated if you completely trust the implementers and do not require them to describe in detail the changes made to the original platform. The result may be the most deplorable - if the contract is terminated, you risk getting a lot of incomprehensible code, which you cannot continue working on on your own, or you will be forced to interact with a limited circle of specialists, since only they understand the essence of the system they have created. Business should not and cannot depend on partners in this matter and their goodwill (or lack of it - the courts, in our practice, can help in this matter, but take too much precious time). Require your implementers to maintain project documentation in order to be able to continue the project on their own, hiring specialists on the staff, or change the contractor.

Mistake number 3. Rely entirely on automators

It is not worth believing that the automators will do everything for you. Not even a point. They will not be able to take into account all the peculiarities of your company, the nuances of interactions and the intricacies of doing business. Each company is individual. If you want to get a good result - get involved in the EPR system implementation project from the very beginning! The project team must necessarily include the key specialists of the company, which will significantly reduce the risk of project failure and will allow you to create a management tool that is useful for the company, rather than a "data entry system for reports." Remember the goal of implementation - to improve the operational efficiency of the company.

Mistake # 4. To develop technical specifications for all occasions

It is impossible to take everything into account, some moments will be "born" in the course of implementation and there should be some degree of freedom, including that fixed in the contract with the implementers. Alternatively, you can define in the contract the number of consulting hours for additional developments - it can be included in the cost of the project if it is implemented on a turnkey basis, or it can be calculated additionally at the rate of man-hours. An attempt to develop a technical specification taking into account all the nuances will lead to the creation of a huge talmud, which is unlikely to even be read and studied by the project team.

Mistake # 5. Ignore staff resistance

If the company's specialists are not involved in the ERP project, then the risk resistance to change , the introduction of a "system for leadership" can destroy all good endeavors. In our practice, there are cases when, under pressure from the management, the company lost about 50% of its personnel during the implementation of the system.

Mistake # 6. Not paying enough attention to the ERP implementation project

Automation is optional in no case. In our practice, there was a case when a project for the implementation of the system was handed over to a top manager as an additional option. As a result, the implementation time and cost exceeded the planned 2 times.

An ERP system implementation project requires a full-fledged immersion and, ideally, a separate project manager from the company who will integrate all project information and communications in his hands. The project manager from the side of the implementers alone will not be enough.

It is important to understand and accept - the implementation of an ERP system is primarily needed by your company. Unfortunately, the company of implementers is less interested in this - they are satisfied that you pay the bills on a regular basis.

Mistake # 7. Trying to do everything at once

Based on our experience in supporting implementation projects, we made sure that the concepts of deploying projects based on scrum (agile software development methodology) really work and give results (read also about Agile methodology). The main principles we focus on are working in small modules (cycles up to 1 month) in order to get a working version of the product at every stage. Further, there can be an adjustment and alignment of the remaining modules with the developed one. The system is deployed progressively, flexibly adjusting to the company's tasks. Trying to deploy the system completely at once and then test it, you risk spending all your budget and time, and at the end you will get an unpleasant surprise in the form of a non-working product.

Mistake number 8. Choose the wrong platform

When choosing a platform, make sure that it really meets the needs of your business and will support not only finance, accounting, but also basic operations (production, sales, etc.). Make sure it is designed exactly (versatility can hurt here) for your type of company (manufacturing, logistics, etc.). This requirement applies to both functional and hardware and software platforms.

The better the system is for your operations, the less time and money you will spend on modifications and the more convenient it will be to work with the system.

Mistake # 9. Incorrect automation team

Find consultants who understand your business. It is important to understand that business processes manufacturing company, cannot be approximated by the control methods common in retail or in the service sector, whatever good system they were not supported and no matter what consultants implemented it. Knowledge of programming, DBMS, accounting and trade is important, but they will not help much to implement the system in a company whose main business is manufacturing.

Mistake number 10. Incorrect ERP implementation goals

Implementation problems usually increase with the transition to those stages of the project, during which the most important business processes of the company are automated. Namely, business processes corresponding to the type of activity that brings the main profit. For trading companies, this is buying / selling, for transport companies- transportation, for industrial enterprises - production, etc.

Unfortunately, very often the goal of introducing ERP systems is not so much to improve production activities as to reduce efforts to maintain information flows within the enterprise. A classic example is the implementation of a system to combine financial and operational information in one database.

Most ERPs claiming to be integrated enterprise systems were originally created for the purposes of customer relationship management, finance and accounting. Accordingly, they were developed by accounting and finance professionals with the help of IT specialists. As a result, ERP systems provided the information required by the accounting and finance departments, while production and other operating units (sales, supply, warehouses) provided this information. Implementation of such systems, which does not affect the main business of companies, usually does not lead to any significant results.