I speak with a lot of people in the manufacturing industry every day, and I wanted to address one of the common themes I hear from these folks: Their frustration level with manufacturing software system implementations.
The people I speak with have been directly involved with the purchase and implementation of manufacturing ERP software. Many of them tell me stories about near failures—and, in some cases, total failures—when it comes to these implementations. This is when the finger pointing begins and the relationship between vendor, consultant, and client begins to deteriorate. Not a good scene.
So why can these implementations be so frustrating and risky? One of the main reasons I see is the effectiveness and fit of vendors’ consultants who are deployed on the project