ERP is an information management system that spans almost all business activities, changing all conventional management methods and enhancing management thanks to transparent and immediate information built on top of the architecture. the end of an organization's business activity.
1. First, survey the software application needs of the departments.
Enterprises need to evaluate the feasibility of applying management software. Consider whether software application is really necessary in the current period.
When a business is large enough, more information needs to be processed, information synthesis speed needs to be faster and analytical information is needed to make more accurate decisions. 
It's time for your business to need a tool to manage information on your behalf.
However, the sooner you invest in a management system, the better it will help your business operate systematically and prepare before the scale of development suddenly increases, so you won't be out of breath in management and will drag down your system. slowed down.
2. Implementation roadmap: Next, you should consider and decide which department will apply the software first or whether all departments will apply at the same time. How long is it expected to take to complete, and how does it affect the actual work at the unit? This will help businesses in the process of implementing ERP not have their operations affected. Arranging time and resources to take turns "backing up" each other is the best solution.
3. Search for products and units implementing the ERP system, this step is relatively important to the success or failure of the project.
- First is product evaluation: there are two options: using domestic products or foreign products.
Find out the advantages and disadvantages of each product such as product platform, ability to scale, flexibility, product suitability for the business so you don't have to spend a lot of money on system modifications during deployment. declare… - Does the implementing unit have sufficient capacity and experience in implementation? Fab has encountered a situation where a deployment unit used a function for this business and used it for another purpose, and in the end it could not operate.
Thus, implementation consultants who do not clearly understand the actual operations or do not understand the operational functions of the deployed system are extremely dangerous.
The Fab who is in charge of this job will be someone with a deep understanding of system functions and operations who will exchange advice and provide the best solution to the business. At the same time, businesses also need people who truly understand the business to discuss with the implementing unit.
4. Of course, "last but not least" is preparing a budget. The investment cost for an ERP system is not a small amount. Including: System copyright, deployment services, labor involved in deployment, deployment time, system server, annual maintenance costs, etc. From there, calculate the total initial investment cost and expenses. Annual shipping costs, subsequent investment upgrade costs, if any.
Businesses can base on annual operating revenue to deduct a system investment as well as evaluate how the benefits from applying the system will help the business grow in the following years.
