Enterprise resource planning (ERP) systems have become an integral part of modern business because they help companies to streamline their daily operations and ensure that they remain compliant with the industry’s rules and regulations. So, if you’re in the pharmaceutical business, you’ll enjoy the great benefits of pharma ERP systems when you incorporate them into your company.
Before you acquire an ERP system for your pharmaceutical business, you need to familiarize yourself with the most important aspects of this business solution. For instance, you need to understand who is responsible for ERP implementation and how it’s done. You should also take time to compare pharmaceutical ERP software so that you can choose the one that suits your needs. With a reliable ERP provider like NBS, your business processes will improve drastically.
When it comes to implementing an ERP system in your organization, you need to find the right people to do the implementation. Otherwise, you won’t reap the full benefits of having an SAP pharmaceutical system. The success of your ERP system begins and ends with the person who implements it. So, the most important question you need to address first is–who is responsible for the implementation?
Who Implements an ERP System?
First, you need to understand that the full implementation of an ERP system is a complex operation with many moving parts; it involves a team of experts who are responsible for different phases of the implementation process. The size of the implementation team depends on the size of your business and the complexity of the system.
Furthermore, it’s important to choose an implementation team that’s well-aligned with your ERP solution selection and overall ERP planning. The requirements of the implementation will determine the roles and responsibilities of every member of your implementation team. Also, be sure to choose a holistic team that involves people from across your organization, as well as external experts.
A basic ERP system implementation process should involve key individuals in your organization, such as senior executives, domain experts, project supervisors, end-users, external implementation partners, and vendors. You need to discuss the implementation projects with all members of the team and develop a team structure that reflects your company’s image and the goals of the implementation. Here are the most important persons to include in your ERP system implementation team:
An executive sponsor oversees the high-level ERP functions throughout the implementation process. This can either be a group of senior people that form an executive suite or an individual executive for a small enterprise. An executive sponsor is responsible for determining the ideal ERP system depending on the existing needs, budget, and preparedness to implement the system.
Other significant roles of an executive sponsor during ERP system implementation include communicating the challenges encountered by the team during implementation, establishing the end goals for the implementation, and reviewing the implementation ideas offered by the ERP implementation partner.
An ERP system implementation partner is an external expert who’s the technical provider of the ERP system. This may be an individual or a team of technical experts comprising a project supervisor, technical consultant, and business analyst. An implementation partner is responsible for advising the implementation team on the implementation process, offering technical support, training team members throughout the implementation and afterward, and making the necessary customizations.
An ERP implementation project manager oversees and drives the entire implementation process within the company. They work closely with the executive sponsor to expedite the objective of the project. The project manager identifies important team members, outlines functional and non-functional requirements, manages the budget, and updates the senior management about the progress of the project.
Functional members are usually selected from different departments of the company like finance, sales, production, logistics, etc. Their main responsibilities include defining the needs of their respective departments and explaining critical processes and the future needs of their departments.
End-users are supposed to familiarize themselves with the new ERP system and become cross-functional internal experts after the implementation. These experts are essential for post-implementation stages because they have the requisite familiarity and insights into the new ERP system that they can share with the rest of your organization for flawless integration.