I speak with a lot of people in the manufacturing industry every day, and I wanted to address one of the common themes I hear from these folks: Their frustration level with manufacturing software system implementations.

The people I speak with have been directly involved with the purchase and implementation of manufacturing ERP software. Many of them tell me stories about near failures—and, in some cases, total failures—when it comes to these implementations. This is when the finger pointing begins and the relationship between vendor, consultant, and client begins to deteriorate. Not a good scene.

So why can these implementations be so frustrating and risky? One of the main reasons I see is the effectiveness and fit of vendors’ consultants who are deployed on the project.

Let’s face it; many of the software packages from the major players on the market today are very good.  However, what differentiates a good implementation from a bad one is the consulting team responsible to help a company implement the system. That’s not to say that if things aren’t going well, the blame could lie with the vendor. I’ve seen plenty of implementations go south due to the lack of commitment and participation on the client side, but that’s a matter for another post. In this post, I’d like to address what you should look for in a consulting team to make sure your implementation goes smoothly and maximizes your benefits. 

So what can you do? 

The fact of the matter is, many times clients don’t take the opportunity to get to know their vendor’s team and interview them during the buying cycle. Today’s ERP software is sophisticated, and implementations can be very complex in nature. You need to do your homework to ensure success. 

This homework involves more than evaluating the software fit and function. I’ve seen hundreds of RFPs, and rarely is any emphasis put on implementation personnel. Companies sit through weeks of software demonstrations and spend countless hours going over spreadsheet checklists, yet they don’t really know the folks who will actually come into their company and implement the software. And that’s a big mistake. Here are a couple of common-sense suggestions to help you with one of the biggest selection criteria in implementation projects—selecting the right consulting team.

Get to know them

You need to get to know the consultants your vendor is recommending for the project. These folks will be spending a lot of time with you. It’s not uncommon for them to interface with you for months at a time. 

Do they have the necessary experience with the product and with your particular industry? For example, if they’re comfortable in process manufacturing and you’re a discrete manufacturer of aerospace and defense products, you should reconsider. You’ll find yourself spending too much time educating them on your industry. This will become a large point of frustration.

Do they fit with your culture?

If your people are fast-paced and quick, make sure your consultant is a good match. Nothing is more frustrating than someone who is slow and boring as an instructor. But the opposite is true, too. If your consultant just wants to blow through the implementation, your folks won’t grasp the new concepts and workflows. Again, your consultant will be spending a lot of time with you and your team. One way to think about it is: Would I hire this person as a new employee? To make that decision, you need to check consultants’ references from other implementation sites with which they’ve been involved. 

Manufacturing knowledge

Earlier, I mentioned the experience factor. Along with that you need to be comfortable with a consultant’s manufacturing background. Someone with a strong retail or distribution background that “subs” for manufacturing implementations will be another challenge you don’t need. I’ve seen plenty of this in the past, so remember, it’s all about your company. You don’t want to settle for second best due to a vendor scheduling its “A” team at another company—perhaps a competitor. 

Trust me, I know selecting ERP software is a long journey and a lot of work. Just don’t leave the most important details—your consulting team—off the table. Do your homework on all the levels and your implementation will be rewarding for your company and your people.

What do you think?  Do you have a story to share on choosing an implementation consultant?  We would love to hear from you.

Posted by John Singer, Sales Executive, i-app