Recent TRG blog posts

It seems increasingly clear that cloud computing is the future of ERP. For businesses, the transition to the cloud is as much about financial benefits as it is about new technologies. This is especially true for small and mid-sized enterprises (SMEs). 

In the previous blog, we discussed the fundamentals of cloud ERP. We now talk about benefits and drawbacks of adopting a cloud-based ERP system, and which types of organisations should do that.

In the last blog post, we examined how APS (advanced planning and scheduling) benefits modern manufacturers. In this post, we will talk about CPQ (configure price quote), another key integration for advanced ERP software.

Cloud ERP solutions are one of the most prominent trends, and there is plenty of hype around this trend. Most major ERP vendors have offered cloud-based versions of their products and are encouraging their customers to upgrade from legacy systems to cloud offerings. A few vendors offer exclusively cloud systems. And while moving to the cloud has constantly been praised as the right direction, it must not be seen as the only option for companies looking for ERP.

In the previous blog, we explored the first 3 critical questions that CEOs must have answers to before they commit the company’s resources to an ERP project. In this post, we will discuss about the remaining 4 questions. 

When a business embarks on an ERP project, there is a lot at stake, particularly if it is the first implementation. The investment is massive. The expectation is high, and so is the risk. At the end of the day, the ultimate responsibility for project success rests with the CEO.

There is a growing consensus among industry analysts that IoT (Internet of Things) and IIoT (Industrial Internet of Things) are becoming the main drivers of the next Industrial Evolution, which will completely transform how manufacturing, supply chain, and services problems are solved.

JR Watkins is a US-based home care, body care, and gourmet food products manufacturer. Throughout most of its 150-year history, JR Watkins relied on direct sales. The company underwent a big change 10 years ago and started working with retailers and wholesalers.

There are big gaps between what the customer is expecting at the end of an ERP project and what the project is implemented to be aligned as outcomes. Why is it happening although the project is implemented in aligning with the project’s goals and objectives? 

There are many reasons to explain why it could happen. However, there is a single answer which is always absolutely correct for any project. It is that the project is implemented and evaluated as cut-off deliverables, not as on-going outcomes which are developed across milestones of key & incremental benefits upon the pre-defined benefit road map.

The argument of integrated suites vs. stand-alone (best-of-breed) systems has been around for as long as there have been integrated enterprise solutions. And experts have never been able to reach a final consensus on this debate, and for a good reason. Each approach has its strengths and weaknesses.