That hardy perennial “SAP consultant certification” is blooming again but this time in regard to independent consultants as opposed to those in systems integration firms.http://blogs.zdnet.com/Howlett/?p=761Below is a link to Jon Reed’s excellent...
Why SAP Process Understanding, Troubleshooting Ability, and Knowledge Transfer Techniques Are Missing in SAP or ERP Projects Because an ERP system such as SAP has a single database or a single instance of data, a full process chain of dependencies is developed. Every organizational function becomes dependent on the process steps before and after it, no matter what department or area is responsible (Kallinikos, 2004). Because of these dependencies, a data error is no longer contained in a single [...]
Previously I explained the two primary types of implementations-- with SAP or any other ERP package, you will do business process engineering or software engineering. The differences in these two types of implementation approaches will have a major impact on your total cost of ownership (TCO) and your long-term application lifecycle costs. ------------------------------- Software Engineering or Business Process Engineering? https://www.iitrun.com/sap-implementation-focus-software-engineering-or [...]
Project success depends on an implementation partner's ability to ensure business transformation occurs. Can the SAP implementation partner or company deliver business process engineering together WITH the new system? Or, as with so many of them, do they just install systems and call that an implementation? Lately, I have been focused on developing a solid and repeatable ERP software and vendor selection process. While reviewing the academic literature and reflecting on my time working with SAP [...]
ERP I, ERP II, & ERP III Abstract ERP applications integrate enterprise operations within and across enterprise legal entities, or company codes. ERP ii (or ERP 2) applications extend supply functionality to external enterprises (generally vendor-affiliated companies or enterprises) to reduce cost, improve supply chain efficiency, and perform collaborative innovation. ERP iii (or ERP 3) enterprises go to the next level as they integrate the ERP and ERP ii functionality to include customers [...]
People, organizational, and change management strategies on an ERP implementation are usually more difficult than the technology implementation. ERP implementation changes to the business allow employees from different departments to become more knowledgeable about business in general (Hall, 2002) (see also The Top 5 ERP Success Factors by Project Stage from 22 Critical Success Factors about interdepartmental cooperation and communication). While deeper knowledge is good, it also presents a set [...]
