ERP Selection: Visualizing the Business Future First

Maxiom Group led a Client team through a re-engineering engagement which examined the Client’s four key business processes and envisioned their future state. This work drove a clear definition of ERP requirements which would enable strategic business goals.

Client Situation

This established medical device manufacturer recognized they had outgrown their existing ERP system. However, the management team was concerned that their key business processes had become unnecessarily complex and expensive. Before embarking on an ERP selection in which the system requirements would be defined by the existing processes, the Client needed to envision the key business processes unencumbered by the limitations of the current systems or thinking.

Approach

Maxiom Group refined a classic business process reengineering approach to examine the “as-is” (current) key processes in detail, and develop a “to-be” (future) vision using techniques such as:

  • detailed product routing,
  • “day-in-the-life” observation
  • detailed interviews
  • process mapping and analysis
  • workshop development of “to-be” processes

ERP system requirements were then created from a detailed evaluation of the “to-be” documentation, including an assessment of the requirements for each and every “to-be” process step.

erpselection

Results

The Client began an ERP selection process with detailed system requirements that mapped directly to their most critical business processes. These requirements provided the foundation for a comprehensive request for proposal and detailed vendor demonstration scripts. The re-engineering work enabled the client to select the right ERP system for today and tomorrow – with a direct link to their strategic business goals.

John Lyons

The Client began an ERP selection process with detailed system requirements that mapped directly to their most critical business processes. These requirements provided the foundation for a comprehensive request for proposal and detailed vendor demonstration scripts. The re-engineering work enabled the client to select the right ERP system for today and tomorrow – with a direct link to their strategic business goals.cSummary
Maxiom Group led a Client team through a re-engineering engagement which examined the Client’s four key
business processes and envisioned their future state. This work drove a clear definition of ERP requirements
which would enable strategic business goals.
Client Situation
This established medical device manufacturer recognized
they had outgrown their existing ERP system. However, the
management team was concerned that their key business
processes had become unnecessarily complex and expensive.
Before embarking on an ERP selection in which the system
requirements would be defined by the existing processes,
the Client needed to envision the key business processes
unencumbered by the limitations of the current systems or
thinking.
Approach
Maxiom Group refined a classic business process reengineering
approach to examine the “as-is” (current) key
processes in etail, and develop a “to-be” (future) vision
using techniques such as:
 detailed product routing,
 “day-in-the-life” observation
 detailed interviews
 process mapping and analysis
 workshop development of “to-be” processes
ERP system requirements were then created from a detailed
evaluation of the “to-be” documentation, including an assessment of the requirements for each and every “tobe”
process step.
Results
The Client began an ERP selection process with detailed system requirements that mapped directly to their
most critical business processes. These requirements provided the foundation for a comprehensive request for
proposal and detailed vendor demonstration scripts. The re-engineering work enabled the client to select the
right ERP system for today and tomorrow – with a direct link to their strategic business goals.

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