Some of them are necessary for the functioning of the site, but you can decide about others.
The reasons why small and medium-sized enterprises (SME) exchange business software are diverse. Roughly speaking, three causes or drivers can be identified:
Of course, there are also mixed forms of the causes, with different weightings depending on the company. They combination of old software and new requirements is the primary driver, acceptance the quick win. For example, I often encounter companies whose systems are so "bent" that maintenance is simply no longer possible or economically viable. This condition often results from changes in the company's requirements. The required functions are then not covered by the software standard. This also indicates that the current software was already not an optimal fit for the company's requirements in the past.
In addition, these solutions are often neither intuitive to use nor ergonomically designed - an additional aspect that is becoming increasingly important in today's tender processes.
It is fact that the number of potential solutions and providers has grown considerably in recent years. The market has literally exploded and thus become significantly more diverse, but also more confusing. In addition to the classic all-in-one solutions that offer the complete portfolio of possible functions, there are increasingly specialized best-of-breed solutions. These optimally cover specific business areas and their requirements, while others are completely left out or only dealt with in a rudimentary way.
Especially in view of these developments, it is crucial to know where your company wants to go from an IT perspective. Do you need a central all-in-one system that covers everything from A to Z? Or do you rather want a stable basic system for the central corporate functions such as purchasing, finance and controlling in combination with specialized software solutions for specific business areas such as a production control system, web shops or mobile service technicians?
A software evaluation for companies with 100 employees certainly looks different than one for companies with 5000 employees. Nevertheless, I would like to provide you with 10 essential steps that you should consider in any case. Depending on the company and the task, these must be developed differently:
In my next article, I will go deeper into the success-critical aspects in detail. If you don't want to wait until the next article is published, you are facing a similar challenge and need more tips and tricks or simply want to have a personal conversation, feel free to contact me directly. I look forward to hearing from you, your feedback or suggestions, and any form of exchange.
Robin Seidelmann has been managing international MES and ERP projects since 2000. As a business informatics specialist with a focus on business processes in industrial companies, he is the first point of contact at 2BCS for ERP evaluations, ERP implementations, business process management and digitalization strategies. His focus is on large-scale manufacturing companies in discrete manufacturing as well as process industries. With over 9 years of industry experience and a multitude of consulting mandates, he is an expert in the topics of MES, IoT and Industry 4.0.