ERP Software Implementation

In early 2001, The Stephens Group was hired by a large regional wholesale distributor with 100 plus retail locations to help them select and implement an ERP solution.  In addition to the retail outlets, the company operated 3 distribution centers.  A central requirement was to obtain complete visibility of the corporate wide inventory for all locations.  Management believed that this was key to improving customer service while at the same time reducing the level of overall inventory.
We formed cross-functional groups of key users and management to define detail system requirements and business objectives and identify business issues.  The output of the cross-functional teams was incorporated into a request for information (RFI) which was sent to a pre-selected group of vendors.  After reviewing the initial responses, three vendors were selected to present demonstrations of their software to the cross-functional groups and management.
The Stephens Group professionals prepared a demonstration agenda which forced the vendors to demonstrate the functionality and features that were most critical to the client's requirements.  As a result of this rigorous and structures analysis, a software vendor was selected for final contract negotiations.  Prior to the actual face-to-face discussions, copies of the standard software contract was submitted to the client's legal council for vetting.  This approach allowed for a rapid conclusion once all the other issues were resolved.
Following the vendor selection, we developed a detail work plan which included:

• selection of the core team members,
  
• training schedule for the core team members,
  
• a technology plan for a 100+ retail locations,
  
• key business issues in addition to an issue resolution process and
  
• an overall roadmap which identified all the tasks required to implement the system along with dates and key milestones.
  

• The creation, cleansing and validation of key master file data for the new system.  All too often, systems are implemented with a simple conversion of existing data, errors and all.  We spent a considerable amount of time and resources making sure that the data loaded to the new system was correct, accurate and up-to-date.
  
• The development of detailed, client specific training materials.  We have found "go-lives" to be more successful and less panic-filled when users have been trained with materials that are familiar to them as opposed to generic, vendor supplied manuals.  In addition, when new employees are hired, the training materials prevent bad habits from being transferred form one employee to another through a word of mouth training approach.
  
• The development operating procedures (how to do your job).  One of the key elements most often overlooked in ERP implementations is how key peoples jobs change.  This was utilized in conjunction with the custom developed training materials to fully train key operational personnel well in advance of system go-live.  The project team implemented the new systems in three distribution centers and the corporate headquarters.  They then developed a training and implementation schedule for the more than 100 branch locations.  Training consisted of classroom training, hands-on training in a training "branch" at headquarters and on-site training and support during the initial implementation week.  The core project team trained five implementation teams and established a help desk and a data management group to support the implementation process.
  
• The branch implementations were completed in 12 months.  At the end, all branches had complete visibility of corporate inventory while lowering corporate headcount by 15%.  Let The Stephens Group help your company realize similar success.