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In the Association of Small & Medium Enterprises (ASME) -Microsoft Singapore study published on 23 October 2018, only 57 per cent of Singapore SMEs polled said they have heard of the term’ digital transformation’. Those who are actively implementing digital initiatives are optimistic about the potential impact that digital transformation will bring to their bottom lines.

More than 50% of the troubled ERP projects that I encountered over the years did not have top management involvement. Since this is a critical project, do not leave it to your more junior managers.

ERP Selection is not as complicated as it seems. But users often got carried away when the ERP vendors start to show the “Bells and Whistles”. Draw out a demo flow using a few of your key business scenarios with some of your sample data. Ask the vendors to show you how their ERP system executes your demo flow.

For mid-sized ERP, it is obvious that Microsoft Dynamics 365 Business Central (formerly known as Navision) is currently dominating the Singapore markets. It has the largest pool of implementation partners, consulting resources and user base. Microsoft has established itself in the Singapore market about 20 years ago, offering on-premise, cloud++ and hybrid options.

I often find from troubled ERP projects, that they selected the right ERP, but neglected the implementation. Lack of project management very likely happened in these projects. The reduction in project management is probably due to the need to lower implementation costs that make the ERP vendors cut corners.

Nearly all the troubled ERP projects that I saw were unnecessarily customized. Some companies failed to manage user expectation. But sometimes the heavy customizations were due to incompetent consultants. Often, some vendors quoted lower initial price and trying to make money back. Or worse, ERP vendors intentionally trying to make it sticky so that the customer cannot change to other vendors.

Visit and talk to the customers of the ERP vendor, especially those who had implemented within the last year. Ask questions to understand how the project was implemented, what they like and dislike. After you have selected the vendor, trust your selected ERP vendor. If you do not trust the vendor, think twice before signing the proposal.

ERP selection and implementation is not a perfect science. Often it is more an art. However, the critical nature of the ERP project dictates that top management put in attention and effort to ensure that an appropriate ERP is selected. It should support the future growth of the company yet achieve the necessary ROI.

For more info:- https://naviworld.com.sg/how-to-select-erp-sme/

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