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Enterprise Resource Planning (ERP)

About this topic

Enterprise resource planning (ERP) is defined as the ability to deliver an integrated suite of business applications. ERP tools share a common process and data model, covering broad and deep operational end-to-end processes. ERP applications automate and support a range of administrative and operational business processes across multiple industries, including line of business, customer-facing, administrative and the asset management aspects of an enterprise.

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Has remote working impacted capacity planning?

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Does your IT team or your HR team absorb the costs of HR technology?

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We are starting our first Enterprise Architecture practice. What would those that have EA in place, or have recently launched EA, found to be the most beneficial EA services you provide to help sell EA to the enterprise and gain support?

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We have a very specific question about the use of company code in SAP. We have created many company codes over the years for entities like joint ventures, where we might have a partial ownership and need to track the entity to provide financial reporting. We also have done the same for new business entities in our acquisitions of live business, merchandise, and other lines of business that are outside the core recorded music business. We have been advised by SAP that we should not use company codes excessively, but do not have a recommendation on how we can best manage the financial reporting requirements for these entities.

Does anyone have insight or best practice on the use of company codes in SAP?

How can we best manage the financial reporting requirements for these entities without the use of company codes?

Anyone using SAP PowerDesigner? Would you recommend?

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The Workday customer and invoice modules do not meet our needs. Have you had success with a third party that provides robust capabilities and easily integrates with Workday? Our key issue is around allowing a contact to view and pay invoices for multiple companies.

Why is the cost of feature implementation always higher at the enterprise level?

Have you considered employing usage-based billing to help stop revenue leakage at your organization?

Yes, we have usage-based billing20%

Yes, I've considered it54%

No, I haven't considered it21%

I'm unfamiliar with "usage-based billing"3%

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Where can I locate licensing/subscription expense for Cloud based ERP Vendors like Oracle, Workday and Infor? Where did you acquire this information or How did you acquire this data? Looking for data on Finance, HCM and SCM Modules for a Hospital with 3,600 employees.

What are the best ERP software systems and why?

SAP56%

Odoo26%

ERPNext5%

Other12%

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What should we be watching out for while implementing ERP?

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Can anyone share key Oracle Fusion process KPIs for Record to Report, Source to Settle, Forecast to Plan? We're transforming our back-office functions (Finance and Supply Chain) with Oracle Fusion, and HCM is next.

We are a midsized manufacturing company. We are about to implement a new ERP system. The SI will have their PM. We have an internal project manager assigned to this project. He is a manufacturing PM. He's never PM'd for IT or ERP. I've discussed this with an ERP advisory service. They say this isn't the best way to guarantee success. They suggest hiring their ERP PM consultant to be our lead PM. They would train our internal PM and by the end of phase 1 (1 year), our internal PM would be able to do the full ERP PM role. The consultant is expensive, but trustworthy. I could hire an ERP PM for much less. Then I have to build a business case for the addition of their role. If I do proceed with hiring an ERP PM, I'd want them to have EA experience. Then they could take on the role of managing the enhancement queues and updates. I'd love it if you'd explain the importance of ERP specific project management to the overall project. Also, we are debating where OCM should come from. Purchased from the SI or hiring an OCM company because we are moving from green screen to web browser (huge change). Any suggestions for success on OCM would be greatly appreciated.

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We are a medium sized chemical manufacturing company divided into several business units. One of our business units has a 50 user process manufacturing ERP system. We are in the middle of negotiating our renewal for the software. I am interested in what others are seeing in terms of percentage increases for your annual renewals on a 3 year term.

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We’re evaluating a new ERP. Our company, PROENERGY is a vertically integrated power partner (gas plant design/build, O&M, manufacturing including our PE6000 turbine, and 2.6 GW ERCOT operations).

Considering: SAP Public Cloud, Oracle Fusion Cloud, Microsoft Dynamics, IFS, and Infor Construction Cloud.

Key needs: manufacturing, complex structure with built-in consolidation/reporting, long-range planning, procurement/inventory, and core accounting.

We use Microsoft Dynamics today for CRM/Field Service. Biggest concerns: implementation partners and support resources.

Would love your thoughts.

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What is the typical time frame for an ERP Implementation consisting of Finance, HR, Supply Chain and Production in a mid-sized multinational organisation?

1 year17%

2 years55%

3 years21%

4 years1%

4+years5%

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