ERP IMPLEMENTATION

The concept of implementation is ordinarily related to installation of hardware and software. In the world of ERP systems, “implementation” is often used as a term to describe a well-defined project spanning from the choice of the systems through the configuration and the training until going live, where the system is becoming operative.

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Performance

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1.Before ERP Implementation2. During implementation3.After implementation during training4.After Training and going live completely.

Different Perspectives of ERP implementation:1. Organizational perspective2. Business perspective3. Technological perspective

IIMPLEMENTATION LIFE CYCLEThe process of ERP implementation is referred to as the ERP implementation life cycle.

There are two basic characteristics common to all ERP implementation projects are-objectives and phases.

Objectives of ERP ImplementationEnterprise resource planning implementations are so prevalent not merely because of the

hype created in the market t to adopt the best practices to the operations.

1. To achieve the potential growth rate2. Increase the return on investment3. Availability of the relevant information on regular basis4. Scalability of the business operation

Phases of ERP implementationThe concept of implementation is ordinarily related to installation of hardware and

software.The different phases of the ERP implementation are given below:

1. Pre-evaluation Screening2. Package Evaluation3. Project Planning Phase4. Gap Analysis5. Reengineering 6. Configuration.7. Implementation Team Training8. Testing9. Going Live10. End-user Training11. Post-implementation

Pre-Selection Screening

Package Evaluation

Project planning

Grap Analysis Reengineering Configuraton

Implementation Team Training Testing End-user Training

Going Live

Post-implementation phase

Company Management

ERP Vendors

Pre-Evaluation Screening

Once the company has decided to go in for the ERP system, the search for the perfect package starts but there are hundreds of ERP-vendors – of all sizes and shapes – all claiming to have the solution that is ideal for you.

Package Evaluation

The evaluation/selection process is one of the most important phases of the ERP implementation because the package that you select will decide the success or failure of the project.

Some important points to be kept in mind while evaluating ERP software includes

I. Functional fit with the companys’s business processes.II. Degree of integration betweenthe various components of the ERP system.

III. Flexibility and scalabilityIV. ComplexityV. User friendliness

VI. Quick implementationVII. Ability to support multi-site planning and control

VIII. Technology – client/server capabilities, database independence, securityIX. Availability of regular upgradesX. Amount of customization required

XI. Local support infrastructureXII. Availability of reference sites

XIII. Total costs, including cost of license, training, implementation, maintenance, customization and hardware requirements.

Project planning phase

This is the phase that designs the implementation process. It is in this phase that the details of how to go about the implementation are d3ecided. Time schedules, deadlines, etc. For the project are arrived at. The project plan is developed. Roles are identified and responsibilities are assigned.

Gap Analysis

Gap analysis is the step of negotiation between the company requirements and the functions a package possesses. In order for persons with differing viewpoints involved in a project to function as a team, And to push ahead smoothly, it is effective to invite outside consultants who can act as a neutral person to resolve conflicts and can push the project ahead, while giving direction on the whole.

Reengineering It is in this phase that the human factors are taken into account. In Requirement implementation settings, reengineering has two different connotations.

Configuration This is the main functional area of the Requirement implementation. There is a bit of mystique around the configuration process and for good reason The Holy grail or unwritten rule of Requirement implementation’s, Synchronizing existing company practices with the Requirement package rather than changing the source code and customizing it to suit the company.

Testing This is the phase where you try to break the system. You have reached a point where you are testing real case scenarios.

Going Live This is it. Lights on, switches thrown, gloves off. On the technical side, the work is almost complete data conversion is done, databases are up and running; and on the functional side, the prototype is fully configured and tested and ready to go operational.

End-user Training This is the phase where the actual users of the system will be given training on how to use the system. This phase starts much before the system goes live.

Post-Implementation(Maintenance Mode) One important factor that should be kept in mind is the post-implementation phase is very critical.Once the implementation is over, the vendors and the hired consultants will go.

ERP IMPLEMENTATION METHODOLOGIES

Company Requirement

Gap analysis

ERP Package Analysis

An ERP Implementation can be divided into four phases

Phase 1) Understanding the problem This is the first phase and the goal of this phase is to establish the foundation that permits the software package to be implemented in the best possible manner.

Phase 2) Defining Solutions This is the most critical phase of the project because it is during its development that all concepts associated with the operation of the software package will be defined. Phase 3) Getting Down to Work In phase three the objective is to do the work as per the project plan

Load the initial data Develop test and place the customization into operation’ Develop and test the interfaces and place them into operation Document the new procedures associated with the system Test the new work environment, and Train the end-users.

Phase 4) Going Live To arrive at the fourth phase the moment at which the system will start to be used – is synonymous with being close to success.

ERP Implementation Approaches

The different approaches in ERP implementations are as follows

ERP Implementation Approaches

Big Bang Implementation

Parallel implementation

Process line implementation

Phased implementation

Pilot implementation

Hybrid Transition strategy

Big Bang Implementation

In the “Big Bang approach, the organization decides to implement all relevant modules at the same time. This approach will help the organization to reap the full benefits of the ERP system, because all the required modules to reflect the business processes of an organization are included in this approach.

Step 1) In the first step, virtually all relevant processes and artifacts are chosen (or developed) and implemented in the software.Step2) In the second step, all modules are tested individually and for their interfaces with orther modules, and Step3) in the final step, all the modules are implemented.

Big bang approach produces a time gap when no system is working. Thus this approach is meaningful when

The system is not replacing any other system The old system is judged absolutely worthless The new system is either very small or simple and The design of the new system is drastically different from that of the old system

and comparisons between systems would be meaningless.

Advantages of Big Bang Approach

I. Less time consumed for implementing ERP.II. There is no need for temporary interfaces and limited need to maintain and revise legacy

software.III. Less cost incurred to implement ERP.IV. Inadequate need to maintain the legacy system V. Full ERP functionality available at the start

VI. Implementation happens on a single date and everyone knows the dateVII. Employees only need to be trained on the new system, not for the changeover period.

Disadvantages of BIG Bang ApproachI. Greater chances of system failure

II. Significant amount of resources requiredIII. Fewer resources available per moduleIV. Inability of system to function properly till complete implementationV. Less possibility to go back to the legacy system

VI. Full end- to-end system testing is tough to carry our prior to implementation.

Phased Implementation In phased ERP implementation, the package is implemented in phases and sequentially. Either a single module is implemented at all sites, or a single module is implemented further in multiple phases at all sites. Sometimes a group of modules is implemented site-wise. Mostly, large firms choose to phase in implementation, module by module, or by site.

Advantages of Phased implementation ApproachI. Low risk involved during implementation

II. Systems to be periodically checked for success rateIII. Less resource requirement when compared with the big bang approachIV. Availability of legacy system until the complete implementation of ERP systems,V. More knowledge gained during the implementation process.

Disadvantages of phased Implementation ApproachI. Higher coordination required among people of different departments during the

implementation process this coordination is important since uncoordinated personnel increase the risk to an ERP project.

II. Longer duration to install an ERP systemIII. Higher costs involved in the implementation process as the project takes longer to

implementIV. Higher risks due to the personnel turnover as the project is stretched over a longer

duration.V. Greater need to maintain the legacy system till the entire ERP system is operational.

Parallel implementation The parallel approach keeps both the legacy system and the new ERP system active simultaneously for a length of time. The amount of time the systems are both in operation ranges from one day to several months. Portions of the same functional business areas such as finance, manufacturing, marketing etc., are operation at the same time for both the legacy and ERP systems. The parallel approach can be thought of as another dimension to an ERP implementation strategy.

Past Go live Legacy FutureDAte Shutdown

FinanceFinance

Manufacturing Manufacturing

Human Resources

Human ResourcesMaterials Management

Materials ManagementQuality Management

Quality managementPlant Maintenance

Plant MaintenanceMarketing

Marketing

Sales and Distribution

Sales and Distribution

Advantages of Parallel Implementation

Legacy System New ERP system

I. It is the least risky implementationII. Pace of change is much slower than big bang but faster than phased approach

III. In case of any unforeseen failure with the new system the old system still continuesIV. It allows overlap and fall-back controlsV. Does not need very meticulous planning in terms of fall back options

Disadvantages of Parallel implementation

I. In terms of pure financial terms, this is the most expensive solutionsII. Employee has to enter data into both the system

III. Employee may continue to use the old system thus making the new system least effectiveIV. Users tend to compare the old and new and take an unnecessarily negative stance against

the unfamiliar.V. Users tend to compare the old and new and take an unnecessarily negative stance against

the unfamiliarVI. Users have psychological issues letting go off the old systems.

Pilot implementation

This approach is also called the “quick slice” or “slice approach because it involves implementing the ERP system in a small manageable area of the company.

Advantages of Pilot Implementation

I. Low complexity/low riskII. Learning curves are fast and the roi is seen immediately in some cases

III. Quick wins approach gives a higher rate of successIV. Shorter introduction stepV. Faster implementation; refinement happens as one implement

VI. The period for review and refinement is shorterVII. Momentum is easier to maintain since results and successes can be seen quickly and build

confidence in individuals.

Disadvantages of pilot implementation

I. Wrong pilot may be chosenII. Momentum is difficult to maintain if pilot is not successful

III. Too many pilots increase complexityIV. Requires intense focus from participants

V. Requires buy-in from the earliest point of implementation lack of buy-in could led to the implementation failing to be accepted once completed. This holds implications for the project’s long –term sustainability.

Process line Transition Strategy

The process line strategy is conceptually similar to the main big bang; however, it breaks the implementation strategy to manage parallel business process flow or product lines.

Hybrid Transition Strategy

The hybrid strategy is a combination of the process line, phasing and parallel transition strategies. Hybrid strategies are seldom predicated precisely at the beginning of an ERP implementation. They tend to evolve into the needed configuration as ERP team members learn and analyze information.

Useful Guidelines for ERP Implementation

I. Understand your corporate needs and cultureII. Complete business process changes

III. Communicate across the organizationIV. Provide strong leadershipV. Ensure an efficient and capable project manager

VI. Choose a balanced teamVII. Select a good implementation methodology

VIII. Train everyoneIX. Commitment to adapt and change

ROI of ERP implementation

ROI is simply the sum of benefits of an investment divided by sum of the costs, expressed in percentage terms. ROI is not silver bullet to analyze all it decisions and not all it benefits can be quantified. Benefits from an ERP project vary by company, industry, solution and vendor.

Benefits Calculation

I. Inventory reductionII. Improved process efficiency

III. Improved vendor relationsIV. Waste reduction

Costs Calculation

I. Software licenseII. Implementation costs

III. Hardware costsIV. Internal trainingV. Change management

VI. Internal conversion

ERP implementation – Hidden Cost

I. TrainingII. Customization

III. Integration and testingIV. Data conversionV. Data analysis

VI. ERP consultantsVII. Brain drain(Employee turnover)

VIII. Continuing maintenance

ERP PACKAGE EVALUATION AND SELECTION

ERP implementation – hidden cost

Training

Integration and Testing

Data Analysis

Brain drain(employee turnover)

customization

Data conversion

consultants

Continuing maintenance

Evaluating the ERP packages available in the marketplace and selection one is the most critical decision. This is the decision that can make or break an organization. If the choice is not right then the organization will pay dearly for it. ERP packages have different architecture, concepts and sets of functionality and they are designed to address a variety of user requirements.

There are various reasons that make the ERP software selection process complex like

1. Lack of clarity about the customers requirements2. Complexity in the business processes3. Increased number of ERP vendors4. Lack of better planning resistance to change5. Project cost6. Integration, upgradeability adaptability and applicability of software.

Methods in ERP Selection

1. The decision is made by top management with the inclusion of external consultants2. There is a centralized type of selection process in place, characterized by a strong focus

on the it and organizational department with only little participation of other internal departments and no employment of consultants

3. The decision is made taking into considerations the suggestions given by several departments of the organization whether they are going to be a user of the ERP system or not.

4. Using a combination of all the three steps given above as and when there is a need.

Selection committee

IT is always better to form a selecting or evaluation committee that will do the evaluation process. This committee should comprise of people from the various departments(functional experts), top management(preferably CIO or COO), consultant(package experts) and end-users.

Selection process

1. Assemble project team Strong executive sponsor Strong project team leader Empowered project team members

2. Define the business vision3. Define the business requirements

Build or buyIntegrated versus best-of-breedInitial vendor screening

Vendor viability’ Functionality Scalability Technology

4. Requirements and selection5. Develop scripted demonstration scenarios

Scenario-based demonstrations6. Finalize selection decision

Fit to documented requirements, weighed based on the prioritization scheme Compilation of participant feedback from demonstrations Gap analysis to assess the extent to which software customization may be

necessary Cost analysis for the software and related services Customer referenceability

7. Transition to implementation.

Handing the vendors

Once a decision is made to go in for an ERP package, the marketing executives of the different vendors will swamp. Each will have colorful and excellently produced brochures and presentations, claiming that their product is the best one.

Role of Technology

The existing technology will pay a very important role in the ERP selection process. Each organization will have its own technological environment how the business is being done, what kind of hardware and software are in use, what is the database management system that is used for storing the operational and historical data, how is the data processing done and so on.

Selection Criteria

1. The package should have multi-language and multi-currency support2. The package should be international and should have installations in specified

countries(basically in countries where the company have offices). The vendor should also have a local presence in those countries.

3. The package should have at least ‘x’ number of installations out of which at least ‘y’ should be in business sector

4. The cost of the package with all the necessary modules should be less than ‘x’ rupees5. The package should have facility to do an incremental module addition6. The vendor should provide implementation and post implementation support

7. The vendor should give a commitment on training the company employees on the package

8. The package should have the capability of interfacing with other systems that the company is dealing with banks, suppliers, customers, etc.

9. The package must be customizable and the customization process should e easy.10. The vendor’s policy and practices regarding updates, versions, etc. should be acceptable.

Mistakes in ERP selection Criteria

Common Mistake OutcomeThey limit their search to the most widely known vendors

As a result they may overlook software that is more suitable for their needs

They do not formally define their requirements for the software

Companies that arbitrarily choose ERP systems risk disgruntling members of the project team and fostering a climate of conflict throughout the project.

They demonstrate software before they define their requirements

Companies that make are more likely to be influenced by showy demos

They over-specify their requirements Referred to as the “candy store” syndrome- if ever one in a company asks for every feature they want in a new ERP systems, the cost, length and complexity of the project increase.

They become too involved in software analysis

Spending too much time studying requirements, causes ERP selection to lose momentum overextending an ERP project for any reason particularly at the outset of the project – is risky the longer the project takes, the more likely the employees and implementation team members are to lose their enthusiasm for the effort.

They treat ERP selection as a matter of purchasing technology rather than as a major business decision

Companies that fail to see the strategic importance of selecting the appropriate ERP system risk choosing the most inappropriate systems.

FRAMEWORK FOR EVALUATING ERP

The evaluation of the contribution of Enterprise Resource Planning (ERP) systems to the company value creating process has always been a difficult task. Since these systems aim at supporting the management of the company s a whole, their implementation often leads to radical organizational changes.

Traditional Approach

Business Process

RE-engineering(BRP)

ERP acquisition

Simplified Approach

Time

Analysis and design Implementation Start-up

Traditional approach: BRP as a prerequisite of ERP implementation:

Re-=engineering the business processes implies relevant organizational impacts; since it often involves changes in the way people work in the distribution of decision-making power, in the strategic importance of business functions.

Simplified approach: ERP Implementation without BRP:

This alternative approach requires, in the first place, that the company adapts its processes according to the ERP system requirements. As a consequence, the time requested for the implementation of the system can be shortened, while possible re-engineering of critical business processes could be postponed.

Problem Analysis

The precursor to the implementation of ERP projects is the change initiative taken by the top management with the attributes, such as integration, flexibility, robustness, best practices and longevity, associated with WEP software being universally desirable, the initial decision of top

management to go for the ERP project is never adequately debated. The evaluation really ventures on the selection of ERP software from among the many products available in the market with their varied claims of capabilities and their associated price tags, all of which entail differential times and costs of implementation and imply varying magnitudes of change. The evaluation methodologies relying on financial cost-benefit analysis utterly fail to apply, as most of the factors dealing with cost as well as benefits defy attempts at quantification.

Evaluation Criteria

The need to review the evaluation of it projetsis relatively recent. Fitzgerald observesthe limitation of the conventional evaluation methodology and proposes a multidimensional approach for evaluating information systems projects. The eight steps of this approach are

1. Identification of costs2. The contribution to business strategy3. Analysis of benefits4. Second-order effects5. Flexibility6. Implement ability7. Risk , and8. Testing the business idea

Shankarnarayanan recommends the following criteria for evaluating ERP software

1. Functional fit with the company’s business process2. Degree of integration between the various components of the ERP system3. Flexibility and scalability4. Complexity; user friendliness5. Quick implementation; shortened ROI period6. Ability to support multi-site planning and control7. Technology; client/server capabilities, database independence security8. Availability of regular upgrade9. Amount of customization required10. Local support infrastructure11. Availability of reference sites12. Total costs, including cost licence, training, implementation, maintenance, customization

and hardware requirements.

While the first set deals with generic information system (IS) projects and needs development to evolve specific criteria for ERP projects, the second set, although specific to the latter, appears to exclude some of the important requirements such as strategy consideration and comprehensive vendor credentials. From the viewpoint of evaluation, the

criteria need to be defined precisely for their exclusive content and should comprehensively map all the desired characteristics of ERP projects.

The following 10 criteria are proposed on these considerations:

1. Strategy-fit2. Technology3. Change management4. Risk 5. implement ability6. business functionality7. vendor credentials8. flexibility9. cost10. Benefits

Framework for Evaluation

1. Creation of organizational infrastructure2. Constitution of the repertoire of ERP products3. Preparation phase4. Context setting phase5. Evaluation and selection phase6. Approval of the selection7. Mid-course Evaluation

TRAINING AND EDUCATION All users of the ERP system should be trained properly in using the system to tits fullest. Different groups of people in the company will have different training needs. Managers need more focus on the decision-making and analysis features of the system while the clerical staff need more focus on how to perform their jobs. But all the users must be trained in the ERP basics, overview of the system and its working how an action b an employee triggers a host of events throughout the organization, how automation will help, what processes are changed and so on.

Educate everyone so that they understand what is going to be achieved with the new system. Additional education should include total quality management and change management strategies. Also he training sessions should be used to gain acceptance for the ERP system by dispelling eh myths about ERP.

Inadequate training has been one of the significant reasons of many ERP systems failure. In ERP implementation projects, despite millions of dollars and hundreds of deployment hours, many projects fail because of the lack of adequate training.

The education and training of all project team members involved with the ERP implementation is required education begins at the top of the organizational hierarchy.

Education and training are two different things:\

1. Education answers the question, why?2. Training answers the question, how?

One needs to perform both education and training. However the needs are different for each. The methods, the topics, the settings, the people involved, and the amount of time will be different for each. Training involves learning, using, and practicing how to operate the system.

Training will be heavily weighted to the employees who enter and process transactions on a daily analysis. Education will be heavily weighted to supervisors and managers who review system performance, perform analysis, and hold decision-making positions.

Budgeting for education and training is a requirement that is often overloaded, education and training require the company to use, or expend, resources. These resources include cash outlays, employee time, requirement, and facilities. Time, equipment and facilitates are often viewed as fixed costs or resources that are already available and thus do not need to be included m a budget.

Budgets are usually prepared for a specific time period, and if the project runs over multiple time periods, the budget is broken up into pieces that fit neatly into the predetermined windows. This often distorts the total cost picture and is often done purposely.

What is boils down to is that the education and training portion of the implementation needs to be budgeted, to that resources can be allocated and the education and training can take place when they are required.

They are any numbers of ways to determine the educational and training needs of a company for an ERP implementation. However formal analysis and planning for this aspect of the implementation are no common. What usually happens is that some cursory planning is done at the system evaluation and selection stage and much of it is left up to the ERP vendor.

One method of evaluating and analyzing the learning needs of the organization that he/she finds quite promising and worthwhile is learning requirements planning. Learning requirements planning is a comprehensive and effective method for determining the education needs of the organization and then filling those needs.

DATA MIGRATION

A key value proposition of ERP systems is the efficiency to be gained from the integrated processes they support. These integrated processes are dependent on accurate and well maintained data. Any ERP implementation will involve the migration of data from one or more legacy systems. Depending on the scale and complexity of the implementation this can range from keying in small amounts of data to electronically migrating large volumes of data. Most implementation will involve the latter and a significant effort in preparing and clearing the data for the migration.

1. Identifying the data to be migrated2. Determining the timing of data migration3. Generating the data templates4. Freezing the tools for data migration5. Deciding on migration related setups 6. Deciding on data archiving

Data Migration process

Data migration is the process of moving required volume of data from existing systems to new systems. Existing systems can be anything from custom-built IT infrastructures to spreadsheets and standalone databases.

1. Reduce risk2. Lower operational expenses3. Improve data quality

Perspectives of data migration are as blow:

1.From a user perspective, the data migration solutions should make sure that a strategy is put in place in achieves maximum flexibility find quality. This entails taking a number of measures and actions, including

Iteration: Data is iteratively identified and cleansed. The aim should be to give the users one or more iterative opportunities to identify corrupt data and then rectify it either using the existing application functionality or automatically cleanse the data within the data migration functionality.Weeding: Data weeding within the data migration mechanism allows for better identifying candidates and non-candidates to migration.

Inspection: Users should be able to inspect data that has been archive, which is particularly important where users no longer have access to their source application and data following migration.

From a Development Perspective Each new application to which data is to be migrated has its own data

migration strategy and roadmap document while using a unique consistent and generic template document that can be referenced by all projects.

A generic data migration mechanism that can be used across the majority of application migrations exists. This approach has the benefits of re-usability and allows the development of generic modules for data migration for different types of ‘source’ and ‘target’ platforms.

Data migration strategy is proven and undertake following process for effective migration

1. Identifying the data to be migrated.2. Data migration planning, where one develops migration strategy and approach define

scope schedule resource plan & technical requirements.3. Determine the timeline/s milestone of data migration depending on the projects.4. Generating the data templates5. Conduct a mock migration to ensure feasibility and compatibility of given project6. Freezing the tools for migration7. Piloting a set of migration to coordinate with business users, verifying and controlling

Data8. Go live and conduct a full scale migration into production environment9. Post migration support to ensure full compatibility for client’s setup.10. With collaborative and integrated migration, one uses a proven methodology, and

rapid deployment methods aiming at making a smooth transition to the new environment.

To implement ERP system successfully, it is important to migrate the data from old independent functional and legacy systems to common ERP database. Data migration is the last activity before the production phase of an ERP implementation, and therefore receives less attention due to time constraints.

1. Identification of data that needs to be migrated2. Time plan of data migration3. Creating the data templates4. Tool selection for data migration5. Identification of data archiving techniques

Steps of data migration processing

SETP 1: Analysis: Before undertaking data migrations, in this phase do an analysis of how much data need to be moved to ERP, from which legacy systems these data will come and mapping those legacy application data statures with ERP system. This process is also called data profiling and mapping.

Step2: Design: The design relates old data formats to the new systems’ s formats and requirements.

Step3: Cleansing: Data cleansing is a major task and that may involve removing obsolete data, removing duplicate entries fixing misspellings, errors etc.

Identify critical data elements

Refer data standards for ciritical elements

Define data validation rules by business process owners

Identify data issues from business process owner

Data quality assment

Take corrective actiion

Improved data quality

Data cleansing Techniques

1. Standardizing2. Matching3. Consolidating4. Correcting5. Enriching6. Parting7. Conditioning8. Scoring

Step 4: Extraction: This is an activity of extracting data from data sources for further data processing and finally loading to the ERP System.

Step 5: Transform: Tis stage applies a series of rules or functions to the extracted data from the source to derive the data to be loaded to the target system in the format needed by destination system.

1) Source system has material master data in 10 digits and ERP systems need material masters in 13 digits

2) Translating coded values – the source system stores 1 for male and 2 for female but the target system stores m for male and f for female. This needs mapping “male to “1” and “m”.

Step 6: Load: In this, step, data is loaded into the ERP system. Again to make the process automated, programmers can be written and sometimes ERP vendors also provide data loading tools.

Several things need to be considered while loading data like:

1) Huge volumes of data to be loaded2) Small time window available for loading3) Online versus offline loads

Step 7: Verification: after loading into the new system, data need to e verified preferably by some business users to determine that whether data is accurately translated, is complete, and supports processes in the new system.

Classification of data to be migrated:

There are two sets of data which need to be migrated from legacy application to the new ERP systems and these are master data and transaction data.

Examples of some master data objects which are taken up as part of data migration:

1) Chart of accounts2) Cost centers3) Profit centers4) Asset master5) Tax masters6) Material master-finished, semi-finished, spares,7) Price masters/condition master8) Vendor master9) Customer master10) Employee master11) Machines/equipment masters and 12) Master inspection criteria for quality management.

Examples of some transaction data objects/open items which can be taken up as part of data migration

1) Open internal orders2) Excise balances3) Stock balances – finished goods, raw material, spares4) material in transit5) Open service contracts and orders6) open indents7) open RFQs (Request For Quotations8) open contracts and purchase orders9) open sales contracts and orders and10) loans and advances, contracts.

Data Migration Methods

Two primary methods are used for migrating data from the legacy systems to the new ERP database

1) Manual data migration

Extract data

Load data

Legacy data

Manual data

Legacy download

Legacy programme

manual

Source file

Approve

Source data

“Manipulate” Source DATA

Prepare Load file

Source file

Auto upload by tools

Manual

ERP

2) Electronic data migration:

Analysis Design

Source system Extract clean Transform Load

Verification

ERP