ERP, ilk duyulduğunda tüm yöneticileri korkutan bir kavram. Kimilerine göre Kurumsal Kaynak Planlama, kimilerine göre Entegre Yönetim Sistemi. Bizim ifademiz ile Bilgi Akış Sistemi. Basit anlatımla ERP doğru zamanda, doğru veriyi, olması gereken detayda — ne fazla ne eksik — verebilen sistemler için kullanılır.
Uzun bir anlatımla: iş akışlarının analiz edilerek kağıtla, mail ile, excel'lerle yapılan işlemlerin entegre tek bir sistem üzerinde uygulanması. İstenilen veriye her noktadan yetki çerçevesinde anında ulaşabilme imkânı. Şirketin tüm süreçlerini değerlendirmesi, alışkanlıklarını gözden geçirmesi, gereksiz yaptığı işlerden kurtulması ve sade ve yönetilebilir bir yapı kurması anlamına geliyor. Yani şirketin kendini yeniden tanıma süreci anlamına da geliyor.
Bununla ilgili olarak kendinize soracağınız ilk soru şu olmalıdır: Şirket olarak ERP'ye gerçekten ihtiyacımız var mı? Karar veremediniz mi? O zaman daha somut bir soru sorayım: Her an her şeyin değiştiği bir dünyada rakiplerinize üstünlük sağlamanıza ve şirketinizle ilgili karar vermenize yardımcı olacak raporlara anında ulaşabiliyor musunuz? Eğer cevabınız hayır ise ERP'ye geçme zamanınız gelmiş demektir. Şunu bilmelisiniz; ERP ihtiyacının şirketin büyüklüğü ile, çalışan sayısı ile, cirosu ile ilgisi yoktur. Konu tamamen şirketin nasıl yönetileceği ile ilgilidir.
Dikkat Edilmesi Gereken Parametreler
1. Karar Vericilerin Desteği
En önemli parametredir çünkü karar vericilerin açık desteği olmadan Bilgi Akış Sistemlerini (ERP) yürütmeye çalışan firmalarda ne kadar uğraş verilirse verilsin istenilen noktaya gelinmesi asla mümkün olmayacaktır. Bu desteği göstermenin en kolay yolu ise karar vericilerin bu işe zaman ayırmasıdır. Ancak şunun bilinmesi gerekir ki karar vericiler projeyi yapan değil, destekleri ve kritik kararları ile projenin yürümesini sağlayanlardır. Karar vericilerin vakitsizliği projenin zaman planına etki etmemelidir. Karar vericiler projeye inançlarını proje ekibine göstermeli ve proje ekibinin kararlarına her zaman destek olmalıdır.
2. Bütçe
ERP bir masraf değil bir yatırımdır. Dolayısıyla bunun için ciddi bir bütçe hazırlığı yapmanız gerekir. Bütçenizi oluştururken proje için ayıracağınız insan kaynağı yatırımından donanımsal alt yapı yatırımına, proje maliyetinden geçiş sonrası destek hizmetlerinin maliyetine, lojistik (konaklama, ulaşım, yemek vb.) maliyetlerden mesailere kadar her şeyin düşünülmüş olması gerekiyor. Bunun dışında öngörülmeyen giderler için de %10'luk bir pay koymanız ileride elinizi rahatlatabilir. Asla ama asla bütçe çalışmanızı yapmadan bu yola çıkmayın. Ve yapacağınız yatırımı 1-2 yıl için değil en az 10 sene için yaptığınızı düşünün ve bütçenizi buna uygun hazırlayın.
3. Proje Ekibinin Oluşturulması
Bütçeyi oluşturduktan sonra ilk iş projeyi yapacak ekibi oluşturmak. Bilinenin aksine yazılım seçimini karar vericiler değil proje ekibi yapar. Proje ekibi incelediği ERP'lerle ilgili değerlendirmelerini karar vericilere nedenleri ile birlikte sunar. Son karar doğal olarak karar vericiler tarafından verilir. Proje ekibinde yer alacak kişilerde şu özellikler aranmalıdır: şirketi iyi tanıyan ve uzmanlığı (üretim, finans, satış vb.) olan kişiler olmalıdır; sorumluluğu taşıyabilecek kişiler olmalıdır; ekip çalışmasına uygun ve yapıcı kişiler olmalıdır; vakitlerinin en az %50'sini projeye ayırabilecek kişiler olmalıdır. Amaç kadroyu kalabalık göstermek değildir. Unutmayın ki bu proje ERP firmasının değil sizin projeniz, dolayısıyla önce siz gereken özeni göstermelisiniz.
4. Kullanılacak ERP'nin Seçimi
O kadar çok seçenek var ki bu seçenekler arasında karar vermek gerçekten kolay değil. Ancak karar verme noktasında dikkat etmeniz gereken birkaç nokta var: Devamlılık — İncelediğiniz yazılımın güçlü referansları var mı, kaç firmada kullanılıyor, kaç yıldır kullanılıyor? Özelleştirilebilirlik ve Parametrik Alt Yapı — Süreçlerinize uyum sağlayabilmesi ve siz büyüdükçe sistemin de buna uyabilmesi gerekiyor. Geliştirilebilirlik — Sistemde mevcut olmayan modüllerin, merkeze ihtiyaç duymadan sizin veya çalıştığınız danışman firma tarafından sistem üzerinde kolayca geliştirilebilmesi. Veri Bütünlüğünün Korunması — ERP'nin olmazsa olmazlarından biri veri bütünlüğüdür; veri farklı kullanıcılar tarafından farklı modüllere birden fazla kez girilmemeli. Teknoloji Entegrasyonu — Güçlü ve bilinen bir veri tabanına sahip olması, veri güvenliği, raporlama alt yapısının esnekliği ve mobil veya web uygulamalarla haberleşebiliyor olması.
5. Danışman Firma Seçimi
Bosch Rexroth'tan Palamut Group'a, İstanbul Ticaret'ten Meda Pharma'ya kadar 15 yıllık CPM Master ERP danışmanlığı tecrübemle şunu net olarak söyleyebilirim ki çalışacağınız danışman firma seçimi karar vericilerin desteğinden sonraki en önemli ikinci parametre. Bir çok firmada şu konuşmaya şahit oldum: X danışman firma ile çalışırken ERP geçişini yapamadık, Y danışman firma ile çalışmaya başladıktan sonra ERP süreçlerimizi sağlıklı bir şekilde tamamlayabildik. Burada yapmanız gereken ilk iş sözleşme sırasında projeyi kimlerin yapacağını netleştirmek. Uzun mesailer geçireceğiniz ekibin kalitesi ve güler yüzlü olması çok önemli. Ekibin kalitesinin yanında genç ve dinamik bir ekip olması da önemlidir. Proje yöneticisinin ise tecrübesi önemli. Her işle ilgili farklı uzman kişiler olmasına ve eğitimlerinin ne olduğuna dikkat edin.
"ERP projeleri bir evlilik gibidir. Bu yüzden danışman firma seçiminde eş seçer gibi titiz davranmanız lazım."
Artık parametreler tamam. ERP projesine hazırsınız. Bundan sonrası iş yürütme kurulunun desteği ve takibiyle proje ekiplerine kalıyor. Unutmayın ki kaybettiğimiz zamanı geri alamayız ve zaman düşündüğümüzden bile hızla akıp geçiyor.
ERP is a concept that frightens all managers when first heard. For some it is Enterprise Resource Planning, for others an Integrated Management System. In our words: an Information Flow System. Simply put, ERP is used for systems that can provide the right data at the right time, in the required detail — neither too much nor too little.
In a longer description: analysing business workflows and running operations previously handled through paper, email and spreadsheets on a single integrated system. Being able to instantly access the required data from any point within one's authority. It means the company evaluating all its processes, reviewing its habits, getting rid of unnecessary tasks and establishing a simple and manageable structure — in other words, a process of the company redefining itself.
The first question you should ask yourself about this: Does our company really need ERP? If you cannot decide, let me ask a more concrete question: In a world where everything changes at every moment, can you instantly access reports that will help you outcompete your rivals and make decisions about your company? If your answer is no, then it is time to move to ERP. You should know: the need for ERP has nothing to do with the company's size, number of employees or revenue. The matter is entirely about how the company is to be managed.
Parameters to Pay Attention To
1. Support of Decision Makers
The most important parameter, because without the clear support of decision makers, no matter how much effort is put in, it will never be possible to reach the desired point. The easiest way to show this support is for decision makers to allocate time to the project. However, it should be known that decision makers are not the ones doing the project — they are the ones who make it run through their support and critical decisions. Decision makers' lack of time must not affect the project timeline. Decision makers must show their belief in the project to the project team and always support the project team's decisions.
2. Budget
ERP is an investment, not an expense. Therefore, you need to make serious budget preparations for it. When preparing your budget, everything must be thought through — from the human resource investment you will allocate to the project and hardware infrastructure investment, to the project cost and post-transition support service costs, logistics (accommodation, transport, meals, etc.) costs and overtime. Setting aside a 10% contingency for unforeseen expenses will also give you comfort later. Never, ever start on this path without completing your budget work. And think of the investment you will make not for 1-2 years but for at least 10 years, and prepare your budget accordingly.
3. Forming the Project Team
After forming the budget, the first task is to form the team that will carry out the project. Contrary to what is commonly believed, it is not decision makers but the project team that selects the software. The project team presents its assessments of the ERPs it has examined to the decision makers together with the reasons; the final decision is naturally made by the decision makers. Required qualities: people who know the company well and have expertise (manufacturing, finance, sales, etc.); people who can bear responsibility; team players with a constructive attitude; people who can dedicate at least 50% of their time to the project. The aim is not to make the team appear large. Remember: this project is yours, not the ERP firm's — so you must show the necessary care first.
4. Selecting the ERP
There are so many options that making a decision among them is really not easy. Points to watch: Continuity — does the software you are examining have strong references, how many firms use it, how long has it been in use? Customisability and Parametric Infrastructure — it must be able to adapt to your processes and grow as you grow. Extensibility — modules not currently in the system must be easily developable by you or your consulting firm without needing to go to the centre. Data Integrity — data must not be entered multiple times by different users into different modules. Technology Integration — a strong and well-known database, data security, flexible reporting infrastructure and the ability to communicate with mobile or web applications.
5. Selecting the Consulting Firm
With 15 years of CPM Master ERP consulting experience — from Bosch Rexroth to Palamut Group, from İstanbul Ticaret to Meda Pharma — I can clearly say that the selection of the consulting firm you will work with is the second most important parameter after decision-maker support. I have witnessed the following conversation in many companies: "We could not make the ERP transition while working with firm X; after we started working with firm Y we were able to complete our ERP processes soundly." The first thing you must do here is clarify during the contract who will carry out the project. The quality of the team you will spend long hours with — and their being pleasant — is very important. Alongside the quality of the team, being a young and dynamic team also matters. The project manager's experience is important. Pay attention to there being different expert people for each area and what their training is.
"ERP projects are like a marriage. Therefore, you must be as meticulous in choosing your consulting firm as you would be in choosing a spouse."
Erkan Ahtagil, Project Manager — PRODA Research Development and Software Ltd.
Now the parameters are complete. You are ready for the ERP project. What comes next is down to the project teams with the support and follow-up of the executive board. Remember that we cannot get back the time we lose, and time passes more swiftly than we imagine.
ERP is a concept that frightens all managers when first heard. For some it is Enterprise Resource Planning, for others an Integrated Management System. In our words: an Information Flow System. Simply put, ERP is used for systems that can provide the right data at the right time, in the required detail — neither too much nor too little.
In a longer description: analysing business workflows and running operations previously handled through paper, email and spreadsheets on a single integrated system. Being able to instantly access the required data from any point within one's authority. It means the company evaluating all its processes, reviewing its habits, getting rid of unnecessary tasks and establishing a simple and manageable structure — in other words, a process of the company redefining itself.
The first question you should ask yourself about this: Does our company really need ERP? If you cannot decide, let me ask a more concrete question: In a world where everything changes at every moment, can you instantly access reports that will help you outcompete your rivals and make decisions about your company? If your answer is no, then it is time to move to ERP. You should know: the need for ERP has nothing to do with the company's size, number of employees or revenue. The matter is entirely about how the company is to be managed.
Parameters to Pay Attention To
1. Support of Decision Makers
The most important parameter, because without the clear support of decision makers, no matter how much effort is put in, it will never be possible to reach the desired point. The easiest way to show this support is for decision makers to allocate time to the project. However, it should be known that decision makers are not the ones doing the project — they are the ones who make it run through their support and critical decisions. Decision makers' lack of time must not affect the project timeline. Decision makers must show their belief in the project to the project team and always support the project team's decisions.
2. Budget
ERP is an investment, not an expense. Therefore, you need to make serious budget preparations for it. When preparing your budget, everything must be thought through — from the human resource investment you will allocate to the project and hardware infrastructure investment, to the project cost and post-transition support service costs, logistics (accommodation, transport, meals, etc.) costs and overtime. Setting aside a 10% contingency for unforeseen expenses will also give you comfort later. Never, ever start on this path without completing your budget work. And think of the investment you will make not for 1-2 years but for at least 10 years, and prepare your budget accordingly.
3. Forming the Project Team
After forming the budget, the first task is to form the team that will carry out the project. Contrary to what is commonly believed, it is not decision makers but the project team that selects the software. The project team presents its assessments of the ERPs it has examined to the decision makers together with the reasons; the final decision is naturally made by the decision makers. Required qualities: people who know the company well and have expertise (manufacturing, finance, sales, etc.); people who can bear responsibility; team players with a constructive attitude; people who can dedicate at least 50% of their time to the project. The aim is not to make the team appear large. Remember: this project is yours, not the ERP firm's — so you must show the necessary care first.
4. Selecting the ERP
There are so many options that making a decision among them is really not easy. Points to watch: Continuity — does the software you are examining have strong references, how many firms use it, how long has it been in use? Customisability and Parametric Infrastructure — it must be able to adapt to your processes and grow as you grow. Extensibility — modules not currently in the system must be easily developable by you or your consulting firm without needing to go to the centre. Data Integrity — data must not be entered multiple times by different users into different modules. Technology Integration — a strong and well-known database, data security, flexible reporting infrastructure and the ability to communicate with mobile or web applications.
5. Selecting the Consulting Firm
With 15 years of CPM Master ERP consulting experience — from Bosch Rexroth to Palamut Group, from İstanbul Ticaret to Meda Pharma — I can clearly say that the selection of the consulting firm you will work with is the second most important parameter after decision-maker support. I have witnessed the following conversation in many companies: "We could not make the ERP transition while working with firm X; after we started working with firm Y we were able to complete our ERP processes soundly." The first thing you must do here is clarify during the contract who will carry out the project. The quality of the team you will spend long hours with — and their being pleasant — is very important. Alongside the quality of the team, being a young and dynamic team also matters. The project manager's experience is important. Pay attention to there being different expert people for each area and what their training is.
"ERP projects are like a marriage. Therefore, you must be as meticulous in choosing your consulting firm as you would be in choosing a spouse."
Erkan Ahtagil, Project Manager — PRODA Research Development and Software Ltd.
Now the parameters are complete. You are ready for the ERP project. What comes next is down to the project teams with the support and follow-up of the executive board. Remember that we cannot get back the time we lose, and time passes more swiftly than we imagine.