This week’s reading about the technology and company SCM is
pretty thought provoking. Like many
managers, I used to think the same that investments in more advanced technology
will improve the business process for sure, making the process more efficient and
improve the bottom line. However, it turns out that there are lots of cases
where IT failed to create value for SCM and there are many pessimistic opinions
about SCM IT.
According to the article, it seems that there is a paradox
involving complexity. Complexity, which enables the ERP system to deal with
tough enterprise questions and creates value, also puts challenge to it. More advanced
ERP system entails more complexity and more complexity makes enterprises customization
extremely difficult. It required large follow-up investment and higher risks of
failure. It says in the article that a
typical ERP has millions of codes and it is definite that there will be some
technology glitches somewhere.
The key for an ERP success is whether the real customization
can be realized efficiently and cost-effectively. I think for those companies that are considering
getting into this game should be asking themselves the following questions:
1.
What are the business strategies that will
accommodate the technology change?
2.
How much support is available inside the
organization (from all levels). What kinds of possible resistance in the
organization might surface? (Some resistance can be subtle. For instance, the
implementation of a new SCM IT system may result people getting fired? Or will this involves a lot of training and
extra work and thus conflicts with
employees’ resistance)
3.
How
much organization resources are ready to be deployed? Real customization and configuration take
long time and commitment to happen. Especially for industries that are very
past-paced and dynamic, would the companies in the industry still has the
luxury to commit that much time to do the IT transformation? If yes, what specific strategies and measures
should be put into place?
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