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.
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.
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.
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.