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ERP Vendor Bender: How To Manage Vendor Relationships

ERP Vendor Bender: How To Manage Vendor Relationships

Managing ERP Management from Selection to Upgrade 

Your business is not alone. Manufacturers and distributors operate in an interconnected web that is often as expansive and elusive as the internet, or even the galaxy. Add constant digital connectivity to this already complex network of relationships, and you are in need of a strategy for managing the people behind the technological world you’ve created by implementing an enterprise resource planning (ERP) software and its supporting third-party applications. 

ERP Software Vendor Relationship Management

Your ERP world begins with your original ERP vendor, the publisher of your enterprise resource planning software. Due to updates to the ERP system itself and also to the expectations of implementation and ongoing support, your ERP vendor relationship is key to the success of your implementation. 

With the weight and breadth of your ERP system in mind, are you on a vendor bender? Read on to see how an independent ERP consultancy (like EstesGroup) helps manufacturers, distributors, and other businesses running robust business applications manage vendor relationships.

Relationships that Bring Value to Your Business

You strengthen your business every time you add a valuable relationship to your network. EstesGroup begins every relationship with PAIR (Passion, Accountability, Integrity, Respect), our core-value approach to business consulting. We nurture this core system to build and support our partnerships with companies like yours, and some of these relationships span decades. We also apply our value system to ad hoc projects, so if you choose to work with our ERP or IT consultants, you’ll experience our core values, even if all you need is a free dark web scan. 

P is for Passion, an energy-based value.

Passion gives your software or technology project life from selection all the way through to deployment and ongoing support. Here are a few traits that you can nurture in your business culture, in order to promote passion in your project:

  • Positivity: Culture is everything in ERP implementation. Happy users result in happy customers, happy budgets, and a promising future.
  • Reciprocity: Your vendor relationships particularly should never be one-sided. Two-sided relationships create the strong bridge that allows your ERP system to close gaps.
  • Competitiveness: Passionate teams win. While your ERP software project might not feel as exciting as the Super Bowl, it unfolds in similar drama, regalia, and celebration. Hopefully, you’ve chosen an ERP software vendor that will be along for the entire journey, including every win.

A is for Accountability, a value of action.

Think of how public you are as a business owner. Wouldn’t it be nice if you had someone on your right, and someone on your left, who would improve your reputation every step of the way? Here are three things to ask if you suspect that your ERP vendor doesn’t want to be accountable for any failures in your project’s future:

  • Does your software vendor fully support your ERP system at every level, from purchase to replacement?
  • Does your vendor provide resources and training materials beyond introductory materials that promote the software sale?
  • Does the vendor take time and care to help you establish goals that meet your expectations and budget requirements?

I is for Integrity, a value with vast repercussions.

Do you trust your ERP vendor? Does this same level of trust apply to the consultants you’ve chosen to assist you with the implementation? Here are some things that your software vendor and your ERP implementation team should share:

  • Helpfulness 
  • Trust
  • Communication
  • Collaboration

R is for Respect, a value of resourcefulness and resources.

Respect creates an extended network of resources, since it’s the moral ground of community-building activities and outcomes. There shouldn’t be false hope here. You should respect your vendors because they are known experts in the field and because they sincerely want to help you achieve your goals. 

In ERP, Strategy Comes from Strength 

Strategic partnership is key to survival in today’s competitive world of manufacturing and distribution, especially in regard to vendor relationships. Talent can feel sparse when you’re struggling through an ERP implementation and deployment.

A good vendor provides a roadmap for your software use. Recommendations should include deployment options. If an ERP vendor only offers a SaaS (Software as a Service) option, then you know advice is weighted with vendor profits in mind. Sadly, many ERP buyers are swayed to sign up for all services a vendor is trying to sell. A good vendor relationship begins with open communication, honesty, and customer-focused interaction.

The Vendor to Buyer Connection

There may come a day when you realize that your vendor was a bad decision or a necessary evil. If you do have conflict with your software vendor, then you might need relationship management techniques that promote a healthier relationship with the company that sold you your ERP system. An independent consultancy can provide the skilled mediation required to strengthen your vendor partnerships. Here are a few of the ways your relationship can go from sweet deal to buyer’s remorse:

  • Vendor negativity toward how you choose to implement and deploy your enterprise software
  • Buyer remorse as you venture into the fine print of your contract
  • Vendor favoritism toward other customers
  • User-level disappointment in the ERP project and management

An ideal vendor will give you the best price on the software, and might even throw in a flexible payment plan or a loyalty discount. An ERP system is a large investment that will influence how your company operates for years to come. A good vendor will help you manage your immediate cash flow and guarantee your future profits. 

A vendor should provide wealth and resources that you wouldn’t otherwise have available to your business. Hopefully, your investment comes with access to materials and resources that include best practices, project roadmaps, and user-focused activities that help you find the support you need throughout your ERP implementation.

After the Software, the Software Vendor Relationships

Good relationships result in good business. Many business owners looking to buy an ERP software, like Epicor Kinetic, Epicor Prophet 21, Sage, or SYSPRO, need guidance. Advice is needed when it comes to the business application, and it’s also necessary when it comes to the people behind the software. 

Do you need help getting on the same page as your vendor? Contact us, and you’ll find the most helpful consultants in ERP, managed IT, and cloud services for businesses. Are you in a business application deployment or cloud migration dilemma? Click here to watch a video on public vs. private cloud ERP deployment options. EstesGroup has been trusted for nearly two decades by businesses throughout North America. With the experience that has come from our own relationships, we’ll help you build and manage yours throughout your ERP or technology project. 

Doctor Who Regeneration for Digital Transformation

Doctor Who Regeneration for Digital Transformation

Regeneration as a Metaphor for Digital Transformation

As a Canadian living in the American diaspora, I’ve had fun, at times, playing with my adopted country’s misconceptions of my homeland. I once convinced a room full of Texans that I had a pet wolf back home, à la Jon Snow, and that I culled dinner from the nearby caribou herds with a hand spear. Easy pickings, they were — the Texans, not the caribou.

But as a Canadian, I’ve also fielded my share of awkward questions, most often in relation to my country of origin and its relationship with its ancestral United Kingdom. To summarize: no — we don’t send tax dollars to the queen anymore. And no — I couldn’t give a rip about Harry and Meghan. But when it comes to contextualizing Canada’s relationship with the UK, I often find myself quoting Robert Frost, who was himself quoting an Englishman, when he said, “Canada ripened off the tree — you fell off green!”

Digital Transformation ERP System Upgrades

Not to get too mired in post-modern discussions on post-colonialism, I will admit that I’ve long held onto my commonwealth membership card over the years, pulling it out whenever it was useful. One such case was the matter of Doctor Who. As part of my cultural inheritance, I was rather fond of that man of manners and madness. As a child, I remember wanting a characteristic Doctor Who scarf for my birthday almost as much as that red Michael Jackson leather jacket that was also popular at the time — the one with all the zippers… ah… the 80s…

ERP System Time Travelers

So when I heard that the latest rendition of the “The Doctor” was on the precipice of a regeneration into a new incarnation, it seemed fitting that my mind would wander into the dimension of digital transformation, and pluck a few parallels where they hung out in front of me. For all you time-travelers out there, the EstesGroup has helped countless companies over the years transition ERP systems that were 40+ years old — systems that go back to the Tom Baker era, if anyone is keeping track. For such companies, the shift from a character-based system to a contemporary ERP is enough to tear a hole in a company’s fabric of time. But what does that mean for a company facing such a change?

System Regeneration

Digital transformation is like a regeneration in the Doctor Who series. ERP systems are a new incarnation of the Doctor — they come into being, replacing their predecessors. They go on adventures, solve problems, and take their companion companies to unexpected places. And in so doing, they amass monumental amounts of experience and ingenuity, and ultimately encapsulate the worldview of the time in their rows and their columns.

The worldviews themselves amount to the business requirements of the organization, as they relate to the system in question. Worldviews are not fixed in time, and evolve gradually, as the system is further modified, fine tuned, reconfigured, and integrated with other systems. While this worldview continually changes, the changes are rarely as abrupt as a new body fitting an old suit. 

A migration to a new ERP system, on the other hand, amounts to a much more radical shift in worldviews. The challenges really have to do with the wisdom and knowledge that is bundled up inside the legacy system, and with finding a way to translate that information into the new ERP system without compromising the integrity of the new system.

Don’t blink — it’s no easy task. In this context, the question you must ask yourself relates to how you approach a regeneration, knowing that it must happen. This might be a good time to lean on the good Doctor for assistance. Fortunately, there are several of them from which to choose:

You might approach the needed changes in the spirit of the Tenth Doctor and simply exclaim “I don’t want to go!” That is, you can fight the new system and cling to the old, as it slips away, like breath on a mirror.

Or you might approach an impending regeneration in the spirit of the Eleventh Doctor, understanding that “times change and so must I.” That is, you can get ahead of the transition and maximize the time you have, to remember as much of the legacy system as possible, such that it is not forgotten in the new system. 

The truth is, regardless of your reaction, some form of digital transformation is inevitable. Any moment now, he’s a’ comin’.

I’ve had many customers migrate simply because the current state was no longer tenable: ancient hardware, out-of-date operating systems, applications lacking the faculties to keep up with the current needs of the business, much less lead them into the future.  

I‘ve also seen customers delay a regeneration until the 11th hour, or a minute before midnight, and have thus dragged into a transformation without preparation. When it comes to transformation, preparation is key. Good preparation allows you to understand the business requirements that underly your legacy system. This gives you a better chance of incorporating your requirements into your new system, without trying to forcibly alter the new system to mirror the old.

In working with system implementations, one comes to understand that over the course of a company’s existence, systems change. And that’s ok, that’s good. You’ve got to keep moving, so long as your system remembers all the systems that it used to be.  

We all wish that our digital transformations would have an orchestral accompaniment as the universe sings our legacy systems to their sleep. The truth is, you have to provide the soundtrack. And that soundtrack is a manifestation of the attitude you bring into your system’s story. The song of your legacy system is ending, but the story of your organization never ends — as long as time passes really slowly, in the right order, and the next season does not get cancelled.

Are you seeking an ERP system or technology update?

Talk to our consultants now to begin a conversation that will make your system sing. Get help now with business processes, ERP implementation, digital transformation initiatives and digital transformation strategy. Ready for digital transformation in ’22 style? Go cloud, and get ERP business consulting experts for time-consuming hard and soft digital technology upgrades. Create the ultimate user and customer experience with new cloud computing platforms, without losing historical data. Meet customer expectations by combining a new version of your ERP solution with cutting-edge technology and optimized control over both the data migration process and migrated data. Hoping to use a newer version of your software to recover from the Covid-19 pandemic? Use cloud hosting technology to compete with the best of digital businesses, incorporating third-party integrations easily, to maximize machine learning, artificial intelligence, and other cloud-based digital transformation services.

P21 Integrations: Best Practices & Lessons Learned

P21 Integrations: Best Practices & Lessons Learned

Epicor Prophet 21 System Software Integrations

The most challenging part of a Prophet 21 migration are the P21 integrations. For many companies, third-party integrations are a necessary component of their P21 ecosystem. Compared to many ERP applications, Prophet 21 has been highly reliant on third-party software to round out the functionality necessary to support the needs of many Epicor customers. 

With this necessity comes the challenge of integration. Third-party solutions differ in their integration strategies, and depending on the P21 version and the architecture of the bolt-on, one of many integration strategies may be employed.

P21 Software Integrations Futuristic Technology Retail Warehouse: Worker Doing Inventory Walks when Digitalization Process Analyzes Goods, Cardboard Boxes, Products with Delivery Infographics in Logistics, Distribution Center

Seamless Integrations 

Speaking of architecture, historically speaking, the P21 application traditionally possessed a two-tier architecture, with the P21 desktop application acting as a fat client, talking directly to the P21 database layer. In the absence of a Prophet 21 middleware or application server layer, third-party applications, out of necessity, interacted with the P21 application at the database level. 

Logical Business Logic

Only over the past several years has the Prophet 21 ERP expanded to include an application server layer, known as the P21 middleware server. This allows for a new layer of P21 integrations. These integrations can speak to the P21 application at the application server level, or even at the API level over the web. But for customers yet to migrate to P21’s three-tier architecture, or customers with legacy integrations that are not yet API-compliant, these new opportunities are still a work in progress.

The combination of a two-tier architecture and a “best-of-breed” approach to functionality resulted in a significant number of integrations speaking to the database directly. This was the case whether the applications in question were external applications conversing over a given communication protocol, installed applications functioning through Windows scheduled tasks or ongoing services, or installed directly into the Prophet 21 database, through a combination of SQL Server stored procedures and scheduled jobs. Add the middleware server, the web-based and hybrid clients, and the expiring legacy desktop application to this already-complicated situation, and the plot thickens.

Custom Development, Access, Control

Not surprisingly, access and control are critical to a Prophet 21 installation, if you intend to integrate your P21 ERP with a family of third-party applications. That is why our private cloud hosted architecture has been such a great fit for P21 customers, removing the challenges of on-premise installations while retaining the full functionality of the P21 application, and a hybrid cloud integration platform that can support third-party integrations at any level. 

P21 Software Integration Worries, Care

All said, customers come to us with many questions regarding their Prophet 21 software and its integration environment:

  • What is the best way to integrate an application with the P21 environment? 
  • How much programming is required? 
  • If my third-party vendor only integrates over the REST API layer, what do I need to do to make this work? 
  • If I’m implementing a solution that has multiple integration layer options, which layer should I choose? 
  • What about home-grown apps? 
  • Are there security concerns? 
  • How many holes do I need to punch in my firewall? 
  • With all these options, what are my best options for Prophet 21 server care? 
  • How bolted-on should a bolt-on be?

How EstesGroup Can Help

As a company whose specialty is the migration of the P21 customers into private cloud environments, and integrating their entire P21 ecosystems, we’ve learned many lessons in the trenches. On May 11th, at the P21 Midwest User Group meeting, EstesGroup’s Daryl Sirota and Chris Koplar will be discussing Prophet 21 integrations, and some of the best practices and lessons learned, as they relate to Prophet 21 integrations. Bring your integration questions and we’ll tell you everything we know when it comes to creating a seamless hybrid cloud environment.

Prophet 21 Midwest User Group Meeting – May 11th

The P21 Midwest User Group meeting starts on May 11th, at 9:00. The event will be held at the following location:

Lee Mathews, a Cogent company

4525 NW 41st St, Suite 400

Riverside, MO 64150

 Are you a member of the P21 Midwest User Group and interested in attending? If so, contact Joseph Babbit ([email protected]) and spread the word!

Need help with Epicor Prophet 21 or general ERP system management, business processes, supply chain management, customer relationship management, or other key P21 challenges? Chat with us now to get real-time help with your P21 system, or fill out the form below, and our ERP experts will be in touch with you soon.

 

Putting Your Software Testing Strategy to the Test

Putting Your Software Testing Strategy to the Test

Testing is the process that should use the most time in any software implementation. Why test? You selected this software and, of course, it should process transactions, shouldn’t it? Start testing, and some surprises will be exposed.

Software Testing ERP Implementation

Testing basics, testing methods

To begin, you’ll need a testing team and a test suite. Form small teams of people from each discipline. The team leader will be from your implementation team and the remaining people will be on loan from the various functional groups. Select those people with care. They will become your “super user” core of trained people who will help others in their groups use the new software.

Pick any single-step transaction. Accounting might try a simple debit – credit journal entry. Customer service might enter a new sales order. Document the transaction: what general ledger account will you debit and which one gets the credit and how much money? What customer will place the order, what product will they buy, what is their purchase order number, and how much money is the order for?

Go to the transaction screen in the software and enter the transaction. Then enter the results in a log. If the transaction works as expected, record a green result. If the transaction completely fails, record a red result and note why it failed or why you think it failed. Sometimes the result will be yellow as it completed successfully but you found some kind of unexpected caution that probably should be corrected.

Corrective actions

The failure of a test could be a problem in the data loading. Maybe the general ledger you wanted to debit was not in your system. Try to figure out why and ask the data conversion group to correct the situation. When they make the fix, process your test again and now you might get a green result.

An unsuccessful test result could come from a failure in your training. You thought you could enter that new sales order but you need to read the instructions again.

There are many configuration settings in any system and these will affect test results. That sales order test failed because the customer you chose was limited to only buying products in a certain line and you chose a product that customer was not authorized to buy. The data team might have made an incorrect assumption which can be corrected. Their assumption might have been correct based on some other condition you were unaware of. Often more than one setting can be adjusted to yield the results your business needs. Keep the conversation going until a satisfactory result is found.

Test again and again

You performed a test today and gave it a green result. Tomorrow the same test was not green. People from across your business are performing tests in their functional groups and you will find the change they requested to fix their test inadvertently affected your test. This is normal. Your business is complex and the relationships within are also complex. Work through these changes and find what works for your entire organization.

More complex testing

As the single transactions become successful, begin to expand the testing to a series of transactions. You can receive the purchase order, now can you also see the product adding to your inventory and then can you pay your supplier? Late-stage testing might go from receipt of a customer order through producing the order, shipping the order, and collecting the payment.

Automated testing

Manual testing might not be the more cost-effective use of your technology staff’s time. Fortunately, AI-driven types of testing are now available at low cost. Software that can robotically reproduce tests is available and affordable. After the fifteenth time a group runs the same test, boredom begins. The test robot never gets bored. You had nothing but green for those fifteen tests. But only after the 115th test was there a failure because someone made a change. The robot will keep testing all day and night until you turn it off.

Even setting up and monitoring automated testing tools can be time consuming. Begin to formulate the best testing strategy for your business by fully assessing any system software in use.

There are many types of software performance assessments available to your business. EstesGroup’s IT experts are available for everything from basic operating system testing to full audits of your system. Our software testers and project managers can provide continuous testing services and external support when you need it: functional testing, exploratory testing, integration testing, unit testing, system testing, and more. Schedule a software assessment today to begin a conversation about how testing, checking, and testing your software again can help your business.

Ready to test your software in the cloud?

Attend an EstesGroup “Cloud Stories” webinar to learn about customer software journeys.

Click here (or on the video below if the presentation doesn’t automatically play) to watch a webinar on cloud options for ERP software.

Understanding the Value of a Project Manager

Understanding the Value of a Project Manager

Project Management & the Future of Your Business

In the next 5 years almost 88 million people around the world will be working in Project Management. More importantly, project-oriented activity will have reached $20 trillion in value. With this many projects and this much value in play, the success and value of projects is a high priority. Yet many leaders don’t appreciate the value of using projects and see them as the exception to the normal business process. Why is this?

At a high-level there are two types of efforts a company undertakes:

1) Operations:

Running the organization

2) Projects:

Changing the organization

Project manager leading project management team

The first type of effort is day-to-day. It includes sales, customer service, finance, manufacturing, and IT. It focuses on efficiency, productivity, and speed. And that focus is mostly short-term. For success in operations the organization depends on command and control to get results.

The second type of effort is more about the future of the organization. It is about adaptation, innovation, transformation, and longer-term value. Its focus is medium to long-term. It is successful when it is led by entrepreneurship and collaboration.

Both efforts require teamwork, but one focuses on continually tuning the current environment and the other focuses on adapting to the future. And while Operations keeps the organization afloat, it is not able to alone ensure the survival of the organization. The reason is that change is permanent for most industries because of competition, government rules and disruption. More efficient Operations help but cannot create the cultural and operational changes necessary to stay relevant in the market. That’s why anticipating, managing, and driving strategic change has become a top priority.

So, if strategic Projects are essential how does an organization ensure that they are successful?

It’s no secret that less than 40% of most projects are successful. And everyone has a story of a failed project, right?

To avoid these failures, there are many things that can be done. One of the most important is to develop Project Management skills in the organization. And those skills need to be practiced by both Executive sponsors and the Project Manager(s). It is not enough to put someone in charge of a project, they need to be skilled and supported to ensure success. Then the organization gets the real benefits of project management.

And what are those benefits? I would offer that they always include these eight items:

Clear Ownership for Project Success

Team members of the project are working towards a common goal, but they focus primarily on their individual responsibilities. The Project Manager is always considering the overall project, the resources, the upcoming tasks, the costs, the risks, communication needs and schedule. They look above the day-to-day activities to see what is happening across the project and the future. This provides clear ownership and a chain of command for the organization.

Project Organizing and Planning

The Project Manager works with the team to create and track schedules and budgets for the project. They also provide clear direction and expectations for the project team, steering committee, and end-user involvement. The organization knows that someone is continually reviewing progress of the project so that issues can be addressed earlier and more efficiently.

Project Accountability

The project team makes commitments, and the project manager holds them accountable for those commitments usually on a weekly basis. The team knows they have to provide updates to the project manager on their progress. This protects the organization from delays, extra costs and missed steps.

Project Scope / Budget / Schedule / Resource Management

Every project has a risk of either expanding or contracting the scope of the effort which can lead to missed objectives. It also has a budget and a schedule that should be monitored continuously. The Project Manager guards the scope of the project and ensures that objectives are met within the parameters of time, cost and resources. They know the best methods for tracking each of these and reducing the risks entailed. The organization is better protected from wasted efforts and missed objectives which can cost thousands of dollars in rework when a Project Manager is at the helm.

Project Rigor

Projects are complex and expensive. A Project Manager has invested (and continues to invest) time in learning and applying best practices to each project. They bring prior project experience and skills that are not found in other members of the project team or sponsors. They know how to manage project risk, scope creep, and organizational politics. They understand project measurements like Earned Value, Cost Performance Index, Schedule Performance Index, Planned Value and the variances to track. Because of this, organizations reduce the risk of project failure when they have a competent and focused Project Manager involved.

Team Building

While accomplishing the objectives of the project is a priority, that happens best when the project team is working well together. Building relationships of trust and negotiating conflicts is part of the job of the Project Manager. They know the stress incurred during projects and help ensure a healthy working environment that engages and values everyone. Organizations improve the quality of the results when the Project Manager is building and supporting the team responsible for delivering the project.

Communications

Most projects have multiple stakeholders, a sponsor, a customer, internal/external resources, a steering committee, and vendors that must coordinate to accomplish the project objectives. Ensuring that these participants are informed and kept up to date is a key role of the Project Manager. They use email, phone calls, status meetings, Zoom-type meetings, text messages and one-on-one meetings to ensure that everyone is informed to perform. There is no one approach to communication and organizations benefit from the focused communication that a Project Manager brings to the table.

Change Management

Completing a project is only part of the success of a project. The other is that the end-customer needs to be prepared for the changes that the project brings. The ability to educate and prepare for change is more important than most realize. Many projects are successful on one hand yet fail because the organization never adopts the solution. A skilled Project Manager brings a change management strategy and rigor to the effort. They are working with the customers of the project to ensure that the solution is accepted, that customers are trained to use it and that there is ongoing support for the solution. Organizations that have a robust Change Management process led by the Project Manager increase the impact of the project on organizational performance.

Project Management Value Gears

About the Author

Rob McMillen is a Senior Project Manager with EstesGroup. He has worked in the manufacturing industry for over 30 years supporting multiple implementations of new ERP systems and leading projects. Because his mom was an English teacher, he grew up with a love of writing. Combined with his working experience, he has written articles for LinkedIn and User Groups, and has published numerous blog posts. He is also a co-author of a book on technology and working collaboratively. He currently lives in the DFW area.

Are you in need of a project manager?

Do you need help with planning your project or ensuring that your plans are successful? Having a good PM (project manager) is a win-win for your organization. EstesGroup consultants have the project management experience to keep you on time and within budget. Sure, you could post project management positions and hire to boost your internal resources. But think about this: our services have been trusted for nearly two decades by thousands upon thousands of people, and time is of the essence when approaching even the most simple project life cycle. Projects require both hard and soft technical skills, and even though each case is unique, our proven project management methodology will bring you the human talent necessary to optimize your business, saving you precious time. EstesGroup project management focuses on the people on your team. Let’s talk now to get your project good people, good methodology, and a good future.

This Old IT: The Modify vs. Rebuild Software Quandary

This Old IT: The Modify vs. Rebuild Software Quandary

When should you start from scratch?

When I was about ten years old, my family lived in an old frame house. I have a lot of fond memories from our time there, but it had some quirks.

New Construction ERP With Blueprints & Project Planning Consultants

Originally a two-bedroom house, a third bedroom had been added onto one side. Built in sort of a lean-to style, the roofline didn’t match, of course. And it was added against the dining room/kitchen side over what was formerly the back door, so you could look out the kitchen window into my parents’ bedroom. It was built on a concrete slab instead of the pier-and-beam construction of the old house, so you stepped down into it, and then there was another back door in the bedroom opening to the backyard. It was an interesting place.

I’m reminded of that house occasionally when I encounter an aging software package that we’re replacing with a modern Epicor ERP system.

When the old stuff was installed, the implementation team made modifications to tailor it to the company’s operation and crafted operating instructions to guide the team. Over the years, the company and its requirements evolved, so more changes and additions were tacked on, old features were abandoned but not removed, and documentation was bypassed in the name of expediency. “Spaghetti Mess” is the technical term for what you get after ten, twenty, or thirty years. That’s just the way of life.

Eventually, a company makes the painful choice to start afresh with current technology and fresh eyes, and we find ourselves on the brink of an adventure. As we all know, adventure is rarely experienced without peril, sacrifice, and hard work. But it also can bring us reward and satisfaction.

When IT comes to IT, our consultants will be there.

The EstesGroup will be excited to be your partners in this journey. Need help with technology solutions or cloud services?  Is it time for help with your enterprise resource planning (ERP) system? We’ll be there before you know it!

ERP Shift vs Delete Keyboard

Partner with EstesGroup for your entire ERP journey.

Are you researching Enterprise Resource Planning (ERP) and seeking help understanding what your ERP vendor has to offer? Software vendors aside, an initial ERP implementation or ERP upgrade should improve your user experience, streamline business functions, and create new management systems that optimize your core business processes. With real-time data, a single system (deployed in a private or hybrid cloud) can be the software program that gets your business beyond the burdens of the computer system itself – meaning that your ERP software gives you a clean solution across all business units and future software development projects. EstesGroup offers custom solutions for your unique business needs.

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