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When a distributor commits to investing resources and capital into new enterprise resource planning (ERP) technology, they expect the commitment to pay off for their business with improved automation, streamlined functioning and general ease of use. But, critical steps to make the transition successful are often overlooked. In this MDM webcast, we will address five common mistakes to avoid in ERP implementation:
- Underestimating the implementation time. There is an old joke in distribution: Take the IT department’s time estimate for new technology implementation and multiply it by three to get the real timeline. Any delay in the project undermines the ERP’s integrity in the eyes of the users.
- Not investing in the talent to do the transition. Many times companies over-invest in their ERP software and then have no budget for hiring the right people or outside support to implement it. Distributors need an ERP provider that understands the software and has the right team to help you implement it.
- Forgetting to get your team involved in the process. A new ERP is as serious as a heart transplant for the business, and it is a huge amount of change for your sales and order entry team. Distributors who don’t get their team involved in the process from the beginning are making a huge mistake.
- Under-investing in the training program. Successful ERP implementations usually begin with a staged approach, implementing the ERP at a few company locations in order to get some of the bugs worked out first. Most successful implementations have field trainers who visit branches to do onsite training.
- Lack of executive-level support and project understanding. Even with the best IT team in the business, implementing a new ERP is never easy. Most ERP implementations that fail or disappoint the executive team stem from a lack of understanding in the challenges that every ERP implementation will face.
Dave Haley began his career working for tailored clothing manufacture Hart Schaffner and Marx in multiple roles, completing his 16-year career as plant manager. His next roles were at Compaq and subsequently Hewlett Packard where he assumed responsibility for East Coast business-to-business distribution. Dave has successfully lead a diverse set of distribution models across several industries including imaging equipment, parts and supplies, basic apparel, and security products, and industrial distribution. He may be reached at firstname.lastname@example.org.
Modern Distribution Management
VP, Analytics & E-Business
John has held senior distribution leadership roles in analytics, marketing, e-business, category management, pricing and sales over a 20-year career across multiple distribution product sectors. He was previously Vice President of Marketing for EIS, an $800-million electrical and electronics distribution subsidiary of Genuine Parts Company.
In addition to EIS, Gunderson has led marketing teams for Anixter (formerly HD Supply Power Solutions), HD Supply Construction & Industrial – White Cap, and Crescent Electric Supply Company. He started his career as a "distribution runner" picking up supplies for a general contractor.
Elizabeth Galentine - Moderator
Modern Distribution Management
Editor in Chief
Prior to joining MDM in 2018 as Editor, Elizabeth Galentine ran her own content services agency and led the editorial team for a national employee benefits media company for nearly 10 years.