SaPolaris -> ERP -> ERP


How to set up a new business management solution? This type of project does not happen often. The animation below summarizes the different aspects of such a project .../p>


Working with Sapolaris means making sure you anticipate risks and identify opportunities for your project. So you realize a change of ERP in the best possible conditions, while remaining focused on the essentials: your business.

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New ERP: the needs!

(*) ERP = "Enterprise Resource Planning" or "integrated management software".

Today, the number one risk in an ERP project is: A vague definition of needs.

Defining the functional scope for such a project is often a complex exercise for the following reasons:

An ERP has impacts in different departments of a company: For example, optimizing a purchase-sales flow requires going through the following departments (in reverse order of logistics flows):

  • Customer payments
  • Customer invoicing
  • Expedition
  • Packing
  • Manufacturing
  • Sales
  • Marketing
  • Planning
  • Purchasing
  • Supplier invoicing
  • Supplier payments

To optimize this flow, we already cross 11 distinct departments of the company.

Getting the best definition of the optimized flows depends on:

  • Gather key people from each department. These people must be competent in their field of activity.
  • Communicate and search together for the best flows
  • Imagine the future, understand what will happen
  • Describe the new flow in an understandable way to external people.
  • Be realistic with the true capacities of today's ERP systems and with the necessary customisations.

The reality is that often the description of the new system is an aggregate of little non-integrated flows who are very influenced by what has always been done.

We end up with definitions that are not integrated. Automating sequences of operations under these conditions yields results as shown in the following figure:

On the left, we have a definition that is not integrated with the needs of the marketing, accounting and HR departments. The delivered system does not meet the needs of any department.

On the right, however, the essential elements for a good integration have been identified and clearly defined. Thus, in the system delivered, we find the necessary tools for all departments and they work in a synchronized manner, much like a well-designed robot.

Achieving this result is possible only if one can compare things to do with systems already installed in production, that is to say with experience.


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