Enterprise Resource Planning (ERP) is a very appealing argument for organizations wishing to centralize management information and disseminate it throughout the organization. However, a financial justification must be made in order to support the investment in new technologies.

Ninety percent of manufacturing companies have deployed ERP solutions to better resource planning, increase efficiency, and accelerate organizational growth. According to a Panorama Consulting report, nearly 86% of companies that use ERP are pleased with the outcomes of their effort. Hence, demonstrating the demand for new technologies that streamline corporate responsibilities.

However, before rolling out ERP throughout their whole organization, executives must first make a financial justification for the expenditure. In each significant corporate transaction, capital and operating expenses must be weighed against the projected return on investment (ROI).

Introducing a new ERP system should positively impact profitability if the estimated ROI surpasses the total cost of ownership (TCO). Still, there are various factors to examine before reaching a decision.

Considering costs

Organizations must take into account acquisition costs as well as the costs of implementing ERP across the workplace. Capital resources may also be required to adapt the system to new business models. And if existing systems are in place, integration work will be needed to bring the technologies together. Transferring files and integrating management data will inevitably happen, but phasing out obsolete practices and legacy systems may be costly and time-consuming.

Once deployed, testing expenditures must be considered regularly to guarantee that the user receives complete functioning. Periodic ERP evaluations and improvements may be necessary over time. Moreover, training the workforce to adjust to new practices would necessitate financial assistance. As part of risk management best practices, unanticipated expenses should also be accounted for.

Benefits of ERP

ERP acquisitions should be viewed as long-term investments. Therefore, it’s critical to consider the advantages they’ll offer the company.

The adoption of ERP solutions and simplified resource management processes aids in the simplification of operations, minimizing rework and manual handling expenses. Decision-makers have access to more data. They can track the performance of particular departments and throughout the corporation, improving decision-making as a result.

Automation of manual operations on the floor improves delivery speed and decreases human error. With the guarantee of reliability given by all systems that identify irregularities and errors, key personnel may be able to concentrate on tasks that provide value.

The most frequently mentioned benefit of ERP systems is that they bring all aspects of the business together as one. ERP systems make capturing and reporting data across various tangibles easier, making process monitoring and troubleshooting more efficient. Organizations can now set reasonable goals regarding timeframes and prices when they have accurate facts.

What to expect?

ERP systems will not improve corporate performance overnight. They are more often a catalyst for change rather than a cure. Since unachievable goals may impact how the ERP implementation is viewed, it is necessary to be cautious when evaluating the financial advantage of the new ERP processes and systems.

Businesses should prepare a ‘worst case’ cost scenario and a ‘probable’ estimate. But developing a solid business case for ERP investment is just as vital. Especially in economic situations where resources are tight. 

This provides a strategic framework for project goals, making it more straightforward for executives to determine whether or not to use ERP.

Achieving maximum value from ERP

The ROI from employing ERP systems is evident if business processes are routinely examined and modified. By conducting frequent process assessments and using quantitative data and direct feedback from staff members engaged in resource planning, ROI should eventually exceed the TCO. Hence, providing value to the firm.