Your ERP software is supposed to help you run your manufacturing business. But what happens when the software isn't the biggest problem? What happens when getting someone to help you use it becomes a problem of its own?
Maybe support tickets go unanswered for days. Maybe you get transferred between departments every time you call. Or maybe the person who sold you the system promised world-class service, but the people actually providing it seem to know very little about your manufacturing operation.
Eventually, you start wondering whether it's time to switch ERP providers. Then another thought creeps in: What if the next company is just as difficult to work with?
It's a fair concern. Changing ERP systems takes time, money and effort. The last thing you need is to trade one set of frustrations for another. The good news is that switching can be a positive turning point for your business, provided you evaluate the people behind the software just as carefully as the software itself.
A slow support response might sound like a minor inconvenience until it starts affecting production. When your team can't resolve an ERP issue, the consequences can extend well beyond the computer screen.
Consider what happens when an inventory discrepancy prevents purchasing from ordering the right materials. Or when your scheduler needs help correcting a problem that affects multiple jobs. Perhaps your accounting department can't close the month because a transaction isn't posting correctly.
Your employees may know exactly what needs to happen, but they're stuck waiting for an answer.
Over time, these delays create workarounds. Employees track information outside the system, supervisors rely on spreadsheets and managers spend their time chasing answers instead of managing production.
If that sounds familiar, the problem may not be your ERP's capabilities. It may be the level of support you're receiving.
Before deciding to replace your software, determine whether your provider can realistically address the issues. Sometimes better training, a configuration change or a more responsive support arrangement is enough. But when problems keep recurring and your provider cannot offer a credible plan to resolve them, switching deserves serious consideration.
Most ERP evaluations focus heavily on features. Can the system schedule production? Does it handle inventory? Can it track job costs, manage quality and connect your departments? Those questions matter, but so does what happens after the demonstration ends.
A polished demo doesn't tell you how a company handles an urgent support request or how well its employees understand the challenges of a manufacturing shop.
Before choosing a new ERP provider, ask questions that go beyond functionality:
Pay attention to how vendors answer these questions. Detailed explanations, defined responsibilities and examples of actual support processes tell you more than another promise of exceptional customer service.
The transition should begin with an honest assessment of your existing operation. Identify the processes that work, the problems you want to eliminate and the information your new system must preserve.
That includes customer and supplier records, open orders, inventory balances, bills of materials, routings and other business-critical data. Your implementation team should define what needs to move, who will validate it and how errors will be addressed before Go Live.
Training deserves the same attention. Employees need to understand how to perform their daily responsibilities in the new system, not just watch a demonstration of its features. Read this whitepaper to see a manufacturer's first-experience in how they got their ERP implementation right the first time.
Reaching Go Live is a major milestone, but it isn't the end of your relationship with your ERP provider. In many ways, it's the beginning. As your employees become more comfortable with the software, they will discover new questions and opportunities. Your operation may add equipment, hire employees, change production processes or take on customers with different requirements.
The support that seemed adequate during implementation might not be enough two years later.
Look for an ERP provider that offers ongoing education, software updates and resources to help you get more from your investment. Ask how customers request assistance, learn new functions and adapt the system as their business changes.
Most importantly, find out whether your provider treats support as an ongoing responsibility or something that becomes less important once the software is installed.
At Global Shop Solutions, we believe the relationship between a manufacturer and its ERP provider should extend well beyond the initial sale.
That's why we keep our ERP implementation consultants and customer support in-house. Our implementation team works directly with manufacturers to understand their processes, establish responsibilities and prepare employees to use the software.
We also offer different ERP implementation approaches depending on the complexity of the operation. Smaller manufacturers may qualify for Fast Track implementation, while larger organizations or those requiring additional preparation may be better suited for a Standard implementation.
Once you're live, our Customer Care team and ongoing training resources remain available to help your employees use the system and address new challenges.
None of that eliminates the work involved in switching ERP systems. Your team still needs to prepare data, learn new processes and participate in implementation. But it does mean you can evaluate the people responsible for helping you succeed before making the commitment.
The difficulty depends on your current systems, data quality, manufacturing processes and implementation requirements. Switching usually involves migrating information, configuring the new software, training employees and validating critical workflows. A documented implementation plan helps manage these responsibilities.
Manufacturers can plan a transition that limits disruption, but no provider should promise that every changeover will be interruption-free. Data validation, employee training, testing and an agreed Go Live plan are important steps in protecting daily operations.
Look for knowledgeable support personnel, clear escalation procedures, accessible training and evidence that the provider understands manufacturing. Ask for customer references and clarify who will be responsible for support after implementation.
It can be, particularly when persistent software limitations or inadequate support create measurable operational problems. Compare the cost of changing systems with the ongoing cost of workarounds, downtime, duplicate data entry and unresolved issues. Include implementation, training and long-term support in the evaluation.
Switching ERP providers shouldn't mean signing up for another round of unanswered questions and support frustrations. It should give your company an opportunity to address the problems that have been holding it back.
Take the time to evaluate the software, but don't stop there. Get to know the people who will implement it, train your employees and answer your calls when you need help.
Thinking about making a switch? Schedule a personalized demo to see how Global Shop Solutions supports manufacturing operations, or learn more about our ERP implementation process before making your decision.