In continuation to Introduction, Part – I,
Transformation
In the initial introductory phases, Focus of the manufacturers was to replace their legacy software namely “Manufacturing Recourse Planning” (MRP), which was not actually exclusive software solution, with an exclusive software solution namely “Enterprise Resource Planning” (ERP) Software. Manufacturers somehow wanted to complete the implementation of ERP software and put to use. During this phase quality was not given much weight-age.
During this phase of ERP consultancy was considered as a product instead of a service because it was characterised by severe shortage of skills and was paid sky-high rates even for inexperienced consultants.
Looking at this phase of ERP era, lots of professionals jumped into this profession and there was an intensive growth of this profession, which resulted into excessive supply of skills as compared to demand. Slowly and gradually the initial phase converted into mature phase through growth phase and only the most valuable and niche skills command rates that were commonly prevalent during the introductory phase and growth phase.
During the mature phase as there was no more scarcity of skill, manufacturers started finding ways and means to improve the utilisation and exploitation of ERP software and allied services. The focus has therefore shifted to results-oriented implementation. SAP consultants have also had to change focus during this period and have had to provide value for money instead of simply showing up, which was the case during initial introductory phase.
What has remained the same during all these phases is the focus on core ERP implementation. What has changed significantly is the focus towards results-oriented consulting that delivers value to the manufacturers. ERP consultancy has not just remained limited to technical knowledge but has grown much beyond that. Many other qualities like experience, leadership quality, communication skill, culture, matrix, processes, vision, goals and strategies etc. over and above technical knowledge have become criteria for an ERP consultant.
In summary the attributes that are required to be a successful ERP consultant, are listed below (without elaborating each point in detail).
- Quickly understand business requirement as there is always shortage of time and resources.
- To understand detailed operational process
- Apply software by simplifying all complexities of software as there are tons of variables defined in standard version of software. Keeping the client's requirement in view, proper combination is required to be configured in order to simplify business processes.
- To simplify client’s life, alternatively in process of simplifying business processes, operating complex ERP software becomes a more painful area for client and result into more complex life in totality.
- Ability to address the fear of change as change is more an emotional phenomena and not intellectual phenomena.
- To train the users at ground level in their own language or in simple language understandable by users and not in technical language or very high language which users don’t understand.
- Keep client organized and focused.
- Keep eye on client’s goal and strategies.
- Be clients advocate to lead
continue...
Suggestions and comments on the blog are most welcome.
Regards
Chirag Shah
