These types of teeth-grinding experiences regularly occur with any enterprise ERP workforce. However, just because a single operator or manager fails to appreciate the way a platform behaves, those events rarely call for a platoon of ERP consultants.
With that being said, there are many more finite markers that senior managers, managers and operators should pay attention to.
In the senior suite, effective reporting typically serves as the backbone for critical decision triggers; whether those considerations are driven by daily, monthly, quarterly or annual business requirements. Therefore, malformed information output can cause error; ranging from simple issues like time/cost due to internal production mis-understandings, to complete enterprise project failures caused by inaccurate capital requirements.
While these impacts are bad enough, the weaknesses typically emerge in parallel with senior managers who have lost visibility on a company’s practical goals and process needs. In this case, the only sure way to get back on track would be to engage one or more consultants who can take a look at what needs to be fixed quickly.
The practical value of ERP-derived information can either be a boon or a curse, depending on how responsive a particular platform performs. However, small irregularities in daily operational processing tend to build up and create larger problems over time.
This is where ERP consultants can serve a useful purpose; since you can task these systems ‘mechanics’ with as many fixes as necessary.
Difficulties in executions tend to appear more often in customizations; although concerns associated with compiled code can also be identified from time to time. In the former case, time is the killer here, and fixing problematic issues in real-time can cause real headaches.