Tuesday, May 21, 2013

Indian Manufacturers show signs of growth

Many of the Indian manufacturers, (http://www.eresourceerp.com/Indian-Manufacturers-show-signs-of-growth.html) who have implemented eresource ERP recently, has started showing a steady growth in their business which in turn has helped to bring a considerable return on investment (ROI) in a short period.

Eresource ERP, India's leading and exclusive web-based ERP solution aims to bring a software revolution in India's small and medium scale industry. India's SMEs who are limping behind the leaders in their respective fields required a strong foundation for their functional process. Till recently an ERP solution was a distant dream for many of them. But with the introduction of eresource ERP the situation has been changed and many of these manufacturing organizations have implemented our low cost ERP which falls within their budget.

As far as the Indian SMEs are concerned the customer is demanding fast turnarounds, which force the planning modules to be much smarter. A small mistake can be very costly. Therefore the ERP solution has to be flexible to accommodate changes and manage the process. With eresource ERP your business process to be more transparent, which ultimately helps add more customers to your client list.

The best lesson to be learned by the small and medium scale enterprises in India is you can't just compete on price and quality alone anymore. To keep pace with the competition you required a system. You need to have the ERP system on place. It will be too late if you don't realize it at the right time.

Implement eresource ERP today so that no regret tomorrow.

Please Contact us at:
Tel:  +91 22 25827692
      +91 22 25828775
      +91 22 41118000 / 8049 (50 lines)

ERP Implementation - when, why and how - eresource ERP

A methodical implementation of ERP system starts from the preliminary analysis of ERP readiness audit for the client. (http://www.eresourceerp.com/erp-implementation-when-why-how.html) What is discussed here is the key issue concerning the implementation methodology. The current business performance of the client, forthcoming strategic plans, investment potentials, culture and general human resource characteristics, expectations, and objective settlings for ERP should included in this analysis. Once the study report is submitted based on the above analysis, the client has to accept the recommendations emphasized on it.

Keeping with the current trend, it will be very risky from the client side to reject ERP based on poor readiness audit results. To sustain competitiveness ERP cannot be substituted by fragmented legacy systems. The only way out is the proper reengineering programme for ERP adoption. Though may seem critical, this is the main focus of the methodology.

A blue print should be drawn with details of migration and other things and scientific analysis of 'to be adoption' and its phase-execution to be discussed thoroughly. The activities for the overall implementation programme should be planned with time units. The consulting firms overlook the time required for data collection and policy decisions on masters settings. ERP master setting can be regarded as the heart of ERP implementation.

Sufficient time must be allocated to identify, clarify, validate and simulate the exact information about all the master level entries. In India, such exercise is the only opportunity for the companies to do for their life time better performance. It will not be false to say that an organization of size more than 1000 crores should take at least three months to set Item Master. . No consulting company or the client will agree on such figures in today's jet age. The idea is to sell ERP quickly and to start utilizing it.

One more important element is the parallel user training and knowledge upgrading. The best practice what eresource recommend is to take users to the actual ERP implemented sites to show them the process flow. What you see is the best training you never thought of, especially when you have no idea or clue for such concepts.

What is to be kept in mind while going live is, the time to be planned properly and the organization should be equipped with abilities to face whatever shortcomings they may encounter with. There are ideal implementation methodologies, which not only will keep the customer satisfied, but also will boost the confidence of the users. One of the methods used is mentioned here for readers' reference.

The method was applied in one of the manufacturing companies. It was recommended ten transactions every day to be carried out in ERP without any entry in legacy system. Then it generated all the documents from ERP as supporting papers for the manual entries and reports. The rest of the entries in a day used to be carried as manual entries in the legacy system. Soon users understood ERP is better on all the grounds. This formula worked wonderfully well for generating confidence and reduction in resistance in users' mind.

Another question is, should ERP implementation be carried out module wise or all the modules at one go? The answers to these questions are case specific. It will be difficult for to generalize the theory for it. Mostly decision on this depends on the readiness audit result, available strength of consulting human power - both internal and external - relevance of ERP at various sites, timeframe, and the budget. But it is highly recommend that the organization should go for the implementation of all the modules at one site, and then go for roll out strategy for all sites.

Finally, there is a wrong concept about the BPR and ERP system. The main doubt persist in the mind of many decision makers is whether the organization should first carry out BPR and then implement ERP, or vice versa. Actually, one has to understand that the physical form of the BPR concept is the ERP system. In some organizations where BPR is carried out first then ERP was implemented. In all these places, the BPR document was thrown into dustbin and new 'to be document' was prepared suitable to ERP.

Such cases clearly show that BPR benefits as such don't exist without ERP reference, and ERP just cannot be carried out without proper BPR. What we assume is that the BPR must be the outgrowth of ERP implementation and, therefore, it should be carried out during implementation only. But the major element of BPR is the change in the mindset, which can be initiated before ERP adoption, may be during the preliminary analysis by way of user training. The best thing to do in these situations is to carry 'noiseless BRP' which triggers the implementation smoothly.

Please Contact us at:
Tel:  +91 22 25827692
      +91 22 25828775
      +91 22 41118000 / 8049 (50 lines)

Stimulate your business by choosing the right ERP

Having discussed in details about the user's role in successful ERP implementation, (http://www.eresourceerp.com/Stimulate-your-business-with-right-ERP.html) it is time to look into the other element which is the consultant or you may refer them as vendor or ERP solution providers.

The task of selecting a suitable consultant is very important and there is no point in cursing the consultant later for their poor performances. There are various reasons behind poor performance and the prime being the poor industry knowledge followed by lack of knowledge on client's key success factors. The other factors are lack of understanding of user's perspectives and also limited consulting experience.

A soft approach towards customer and user is a way to show the consultant's integrity, which many consultants do not possess. Adamant attitude will help bring only unfruitful result. The problems should be solved with loyalty and dedication, which will boost morale of both the customer and the user.

Unfortunately, this does not happen with every consultants, which prompts some company to believe, 'consultants know nothing; they come here, learn from us and then vanish one day for the self-betterment without solving our problems.' Interestingly, in many cases, consultants are not blamed for their poor ERP product knowledge, but for their approach.

Contradictory to the above, Eresource ERP clients are extremely happy with our product service as well as our approach. All of our personnel are professionally qualified along with long years of functional experience.

A good ERP consultant should be an equally good business consultant too. This may help in reengineering of existing set-ups in the client's side to improve ERP performance.

To improve ERP performance it is very important to focus on reengineering of existing set-up in the client's side. The expected qualities of the ERP consultant are that they should have adequate level of pure functional experience, a deep knowledge of ERP product, must possess good HR skills with convincing abilities and eye for process improvements rather than automation. They should also have a cool head with a composed personality.

Many a time consultant needs to encounter various 'orphan' activities and deal with them in a proper manner.

The following incident will indicate why an efficient consultant is needed to address these issues. The design department in an engineering company used to claim that making Bill of Materials was their job, but selecting and arranging branded components required by customer should be the purchase level decision. And the problem was, purchase may select some economical brand, which in turn affects the performance of some other assembly, hence, again, the design department comes into picture. The process was continuous and creates a lot of back and forth interactions for one decision. Users were demanding the automation of such discussions across departments in ERP.

In this circumstances what to be done by the consultant is to revamp the whole process of BoM structuring in the organization. They must convince the client to form a cell of BoM structuring for complicated customer configurations. The cell consists of each user from marketing, engineering planning production, purchase, and also from accounts. In fact, by doing this the consultant had reengineered the functional set of the organization into a temporary process set-up for improving decision-making quality and speed.

Eresource ERP consultant follows a few general guidelines regarding BPR preparations required during consulting.

It is the job of consultants to take only the policy decision from users on various scenarios and then design, map and implement and process suitable to user's culture. In such cases, it is better to avoid more discussions.

For example, in one company, the same item was available in domestic as well as in imported market. The price difference was high. Since the company follows standard costing, ideally there should be different identification for the same item having such price differences to account for inventory costs separately because it has not implemented Lot Control Module. The company was unable to understand the need of separate code of them item. In this case the consultant must be able to convince the accounting repercussion to hardcore functional guy from stores. Since the user doesn't understand commercial, operational and legal implications of the process completely in the ERP, consultants should exhibit dominating role in such cases to ultimately give the best out of ERP to the user.

The consultant who can manage the implementation with the above qualities and techniques can be classified a genuine, reliable and a simply good consultant. Without doubt, eresource ERP stands tall here.

Please Contact us at:
Tel:  +91 22 25827692
      +91 22 25828775
      +91 22 41118000 / 8049 (50 lines)

Indian SMEs take eresource ERP in their side

There are some fundamental reasons that make eresource ERP different from other ERP software available in the market. The first and foremost reason being that it has been designed by an Indian software solution company exclusively for the Indian manufacturing industry, especially the Small and Medium scale Enterprises.

Needless to say that the contribution made by the SMEs in the Indian manufacturing industry incomparable. What is more appreciable is that all these years they were contributing largely into the growth of Indian industry with their limited resources and infrastructure facilities.

Growth of any industry depends on what basic environment they work with. An advanced work environment will not only boost morale of their employees but also the outcome will be reflected in the quality of their product.

There was a time when implementation of ERP solution was a long lost dream for many of the SMEs in India. They never imaged implementation of ERP could be within their reach in near future. But introduction of an affordable low-cost ERP by eresource Infotech was a dream comes true for the Indian SMEs. The reason why we have come out with this kind of a solution is that if Indian SMEs could perform tremendously with the limited resources they have, they can also bring miracles in the industry if they are armed with right working environment. We were sure that the implementation eresource ERP will definitely change the way they work and also it can make the impact on their production sector, in both quality and quantity wise.

Another matter of success with eresource ERP is its quick implementation. The ERP system should be implemented quickly, efficiently, on time and on budget and with no interruption to the business. As far as Indian SMEs are concerned time factor is very important and fully understanding this scenario eresource ERP gives maximum priority in implementation process.

Over and above, eresource Infotech serves all our ERP customers directly, unlike some ERP vendors who have a strategy to serve the large client directly whilst, directing SMEs to their re-sellers or consultants. Though our client list too include many large enterprises, when it comes to business we are impartial. That's our policy practice, indeed.

Please Contact us at:
Tel:  +91 22 25827692
      +91 22 25828775
      +91 22 41118000 / 8049 (50 lines)

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