ERP

Large online marketplaces such as Amazon or eBay are hotspots for online retail. These platforms play a key role in e-commerce. Here you will find what is often searched for in vain in traditional brick-and-mortar retail. On the other hand, for many trading companies, these marketplaces are a valuable addition to their existing sales channels. Can online platforms also be integrated directly into an ERP system? Yes, as long as the following points are taken into account. The Effective Multichannel Principle A common feature of various online marketplaces is the ability for sellers to quickly and professionally achieve a broader reach or target a larger number of potential customers. That is why many successful providers use this opportunity to complement their existing sales channels. Brick-and-mortar points of sale, their own online store, or other sales channels are supplemented by participation in e-commerce platforms. Appropriate concepts must take into account the specifics of individual channels and guarantee that the online marketplace will not take away the primacy of other sales channels. But there is one more obstacle to overcome: the plate-spinning problem. The Annoying Juggling Balls Problem You probably know circus performers who deftly juggle many balls or plates at the same time. This requires the utmost concentration and skill. If you want to master this feat, you have to focus on it completely. This phenomenon also occurs in a similar form in multi-channel distribution concepts. Known as the “plate-spinning problem”, an online store, an online marketplace, etc. must be kept in motion constantly and, above all, evenly. If one channel is neglected, turnover drops. In practice, this means that all channels must be fed simultaneously with the same data (e.g. product descriptions, prices, inventory levels, etc.). The fact that this data is also interdependent further complicates its handling across different systems. The Ideal Integration Concept If juggling is too burdensome for you, you can resort to a simplified version. Instead of handling individual plates, a central system is used to coordinate all plates or channels. ERP systems are predestined for this. They connect all business areas via a unified database. However, today’s multi-channel requirements set even higher demands. Alongside internal applications, an e-commerce connection in the form of an online marketplace and an online store is gaining in importance. Those who strive for perfect integration of their business processes and sales channels should already pay attention to the integration of all online and offline processes when evaluating a suitable ERP system. A seamless connection ensures a smooth exchange of data even across company boundaries. A virtuous process layout In order to be able to sell via an online platform, you naturally need appropriate and, above all, up-to-date article data. This is usually already managed in the ERP system. Those who do not want to store data twice will look for a way to cover everything centrally using a single software. Therefore, an ERP system is needed with an integrated option to connect the online platform, online store, and ideally other areas such as pop-up stores, POS checkouts, etc. In this way, a virtual process layout can be designed that covers the following areas, especially in conjunction with an online platform: Central data storage and management (items, customers, orders, inventory, etc.) Providing the relevant data for the online marketplace and the online store Mapping and synchronizing order transactions Further processing of incoming orders in downstream processes (e.g. logistics, customer service, etc.) A Broader Way of Thinking About e-Commerce The platform economy is on a growth curve. Social networks and online search engines also sense big business in online shopping. Merchants can join in and make their presence felt with little effort. An online store remains important, but it is no longer the only sales channel in e-commerce. Even if the competition in the online market is fierce and margins are low, it is worth being there. However, the business will only be profitable if processing costs do not eat up the profits. A broader mindset regarding e-commerce is key to long-term success. Selling products is important, but through additional offers and services, up- and cross-selling activities, etc., the business can really be strengthened. Here again, e-Commerce and ERP integration come into play. Whether it is for a targeted approach to the customer, promotions, services, and much more.

Managing production without precise data is like building machines without a technical blueprint. At the heart of a modern ERP system lies the BOM (Bill of Materials). In this article, we will discuss what a BOM is and how it impacts production processes. You will learn how a properly constructed product structure integrates with IT systems, supporting process control and enterprise optimization. What is a BOM? A BOM (Bill of Materials) is a comprehensive and structured list of all parts, raw materials, subassemblies, and components necessary to manufacture a final product. However, it is not merely a “shopping list.” A professional manufacturing BOM contains precise technological data, including: Exact unit quantities needed for assembly, Technical specifications facilitating identification, Positioning of elements in individual phases of the technological process, Information regarding assigned suppliers for a given raw material. How does BOM affect production processes? The relationship between BOM and production is absolutely crucial for maintaining operational fluidity. A precisely defined and updated bill of materials affects comprehensive production management, enabling: Material Requirements Planning (MRP) – Allows calculating the quantities of necessary raw materials, making it possible to place orders with suppliers and control inventory levels. Quality Control – Preparing a precise list helps minimize errors resulting from the use of incorrect parts or materials. Costing (TKW – Technical Manufacturing Cost) – It forms the basis for calculating production costs, covering both used materials and incurred labor. Coordination of Activities – It is an information source for various company departments, such as purchasing, production, logistics, or quality control. BOM and ERP systems A simplified bill of materials can function in spreadsheets, but IT systems integration elevates the enterprise to a higher level. ERP class systems integrate production, logistics, and finance. Meanwhile, the BOM constitutes the core element of data flow in this puzzle. System-based structure management allows for: Process Automation – The ERP system uses the BOM to automate processes such as generating orders or production planning. Optimization – The ERP system enables the analysis of BOM data to reduce operational costs and significantly shorten manufacturing time. Decision Support – ERP software integrated with a BOM provides data necessary for making strategic decisions, e.g., regarding investments or product development. BOM management in a manufacturing company Implementing the solution is just the first step. Effective BOM management in production requires: Maintaining Up-to-Date Data – Updating the BOM with changes in projects, specifications, or suppliers is crucial for maintaining business continuity. Interdepartmental Communication – Exchanging knowledge among engineering, purchasing, and production guarantees the reliability and consistency of data and processes within the company. Information Centralization – Creating a single, easily accessible source of information about the BOM helps avoid data duplication and errors resulting from a lack of consistency. Establishing Responsibilities – Assigning responsibility for maintaining and updating the BOM allows for better control over management processes and data quality maintenance. Benefits of effective BOM management The successive implementation of a product structure in a digital environment translates into measurable key performance indicators (KPIs) for the plant: Cost Reduction – Precise material requirements planning allows for the optimization of purchasing and warehousing costs. Shortening Production Time – The BOM enables better organization of production processes, which leads to shorter order fulfillment times. Increasing Product Quality – The Bill of Materials serves as the foundation for quality control, translating into a higher quality of final products. Better Process Control and Monitoring – Integrating the BOM with an ERP system provides the ability to easily monitor and control processes.

Many entrepreneurs today are betting on multi-channel sales. They offer their products on marketplaces, run their own online store, and at the same time serve customers in physical retail locations. On paper, this looks like a textbook example of business scaling. In practice, however, such a model involves many operational challenges. A common problem turns out to be manually retyping orders, updating inventory levels, or synchronizing data between sales channels. As a result, e-commerce starts to resemble a puzzle made of pieces from different sets. The solution isn’t to hire another person to operate sales panels, but to implement an ERP system that will become the central point of omnichannel sales management. What is the omnichannel approach? Omnichannel, or multi-channel sales, is a distribution model that combines traditional forms of commerce with modern digital channels. The customer can freely move between the online store, mobile app, social media, and a physical showroom, maintaining a consistent shopping experience at every stage of contact with the brand. Customer data, order history, and shopping preferences are synchronized in real-time, allowing the company to ensure high-quality service regardless of the chosen sales channel. Unlike the multichannel model, where individual channels function independently, omnichannel integrates them into one cohesive ecosystem. From a technological standpoint, this requires connecting ERP, CRM, WMS systems, e-commerce platforms, and marketing tools. In practice, this means that a customer service representative has access to the full history of contact with a contractor, and the marketing department can more effectively personalize communication and advertising campaigns. ERP system as a single source of truth In a multi-channel sales environment, information chaos is easy to come by. An ERP system acts as a central source of data that organizes processes and ensures information consistency throughout the organization. Example areas where ERP supports the omnichannel strategy: Product Information Management (PIM) – product descriptions, technical parameters, and photos are entered only once. The system automatically publishes them across all online stores and marketplaces. Central inventory database – every change in product availability is instantly synchronized across all sales channels. This prevents overselling and order fulfillment issues. Dynamic pricing management – changing a price in the ERP system automatically updates it across all sales channels. Areas that ERP improves in business Warehouse management and logistics (WMS) Integrating an ERP with a WMS system supports both warehouse management and shipping processes. The software can automatically determine the optimal order picking path, generate courier labels, and provide the customer with a tracking number without requiring additional actions from an employee. Finance and accounting automation Handling even a few thousand orders a day doesn’t have to mean issuing sales documents manually. A modern ERP system can automatically link a payment with a specific order, generate an invoice, and send it to the customer. Professional customer service One of the main goals of the omnichannel strategy is to provide the customer with convenience and consistent shopping experiences. ERP enables the execution of scenarios such as: Click & Collect – the customer places and pays for an order online, and then picks up the goods at a selected physical location. The system automatically reserves the product at the appropriate location. Cohesive loyalty program – the customer collects points for both online and in-store purchases, and then uses them in any sales channel. How to choose an ERP system for an omnichannel strategy? Not every ERP solution is prepared to handle multi-channel sales. Therefore, before choosing a system, it is worth conducting a pre-implementation analysis and thoroughly mapping all customer touchpoints with the brand. When selecting software, pay attention to: Ready-made integrations and connectors to popular marketplaces and e-commerce platforms. Open API allowing for further system expansion. Solution performance with a large number of users and orders. Availability of CRM, OMS, and WMS modules supporting sales, logistics, and customer service. Omnichannel as a standard of modern commerce Customers today expect fast order fulfillment, up-to-date information on product availability, and the ability to seamlessly transition between sales channels. Companies that still base their processes on Excel spreadsheets and manual data exchange are increasingly losing to organizations investing in automation. Integrating an omnichannel strategy with an ERP system is not a cost, but an investment in scalability and the further development of the enterprise. Without a solid technological foundation, every additional dollar spent on marketing may only increase operational chaos. On the other hand, a properly implemented ERP allows sales growth to be turned into a real competitive advantage.

More and more companies wanting to take part in the race to be the leader in their industry are using ERP and CRM systems. Encouraged by the vision of automated digitalization, organizations often make the decision to purchase and install a system. Unfortunately, the history surrounding the complex market of IT solutions for business shows that ERP implementations sometimes have an infamous reputation. The consequences of mistakes in this area can cast a long shadow on the further profitability of the entire business. Failure to fulfill contracts and missed deadlines are among the most common causes of failed projects. Demanding ERP system implementations are therefore increasingly being entrusted to specialized external companies that are supposed to carry the burden of transforming the most intricate processes. Why are ERP system implementations so risky? Research conducted by Panorama Consulting Solutions shows that back in 2015, only 58% of surveyed enterprises described their ERP installation process as a success. However, in 2019, this number soared to as much as 88%. Does this mean the market has matured and ERP implementations are no longer a challenge? The truth may be slightly less optimistic. The high indicator may be the result of lowered standards of success. Companies want to avoid the loss of reputation associated with failure, deciding to redefine success as accepting “whatever they get.” Sometimes the only visible sign of critical errors is the fact that the parties meet in court. Details of the dispute rarely come to light entirely. Below we present the most well-known case studies of companies whose digitalization plans clashed with harsh reality. Here are the most unsuccessful ERP implementations in recent years. Spectacular ERP failures in global companies Leaseplan: Failed SAP system implementation In 2016, after an initially satisfactory implementation in its Australian subsidiary, Leaseplan commissioned the construction of a new Core Leasing System (CLS). The solution, based on SAP technology, was meant to handle IT transformation in as many as 32 countries. Over time, however, this system implementation began generating numerous problems. In early 2018, auditors warned about deficiencies in change and user access management, recommending a quick improvement in controls. By March 2019, the situation was getting out of hand, causing Leaseplan to abandon the project. The company lost €92 million on the process itself. Millions more were spent on consulting and restructuring. Consequently, only €14 million from separately developed IT modules were salvaged. According to reports, the system was not fit for the digital world. Its monolithic nature significantly limited the ability to improve services. Ultimately, the company returned to plans for building a fully modular system that enables scalability. MillerCoors: An SAP implementation that ended in a court battle In the alcohol industry, after years of corporate consolidation, MillerCoors was operating on seven different instances of SAP software in 2014. To organize its IT environment, the company hired HCL Technologies to launch a single, unified system. SAP implementations are often referred to as a “roll-out,” meaning launching a system using a ready-made template to speed up work. It was supposed to be a showcase unification of the IT structure. However, the first launch revealed 8 critical flaws, 47 high-severity errors, and thousands of smaller problems during post-implementation support. Unfortunately, in 2017, MillerCoors sued the provider for $100 million. The company claimed that HCL staff did not keep their promises. The provider responded with its own lawsuit, claiming that internal dysfunction in MillerCoors’ management was to blame for the failure. Ultimately, the dispute was settled amicably in December 2018. Revlon: How a failed ERP implementation frustrates investors Following a high-profile merger in 2016, cosmetics giant Revlon joined forces with Elizabeth Arden, Inc. Previously, both brands had positive experiences with ERP implementations (Elizabeth Arden with Oracle, and Revlon with Microsoft Dynamics AX). However, they decided on a new architecture – SAP S/4HANA. The system roll-out was so disastrous that it led to the sabotage of work at the manufacturing plant in North Carolina. This generated millions in lost sales. According to the company itself, the culprit was “a lack of design and maintenance of effective control over the system.” The problem caused higher shipping costs for goods and other unforeseen expenses related to rescuing customer service. Ultimately, this IT blunder led to a drastic drop in Revlon’s stock, which also led to a lawsuit from their own shareholders. Lidl: Business colliding with standard limitations The fusion of Lidl’s massive processes and SAP was supposed to be a benchmark for the entire industry. The cooperation began in 2011. However, in 2018, after investing nearly €500 million, Lidl completely withdrew from the project. The main cause of this failure were discrepancies in the business approach. Lidl focused on the price it paid for goods in its records. Meanwhile, the delivered inventory system defaulted to retail prices at which the goods were sold. Lidl refused to change its own procedures, so the software had to undergo continuous customization for atypical requirements. Combined with excessively high employee turnover in Lidl’s own IT department, this provided a ready recipe for an ERP disaster. National Grid: Infrastructure vs. the elements National Grid, an energy enterprise, carried out a 3-year implementation roll-out. Missing the “go-live” deadline threatened costs measured in tens of millions of dollars and rate hikes for customers, which required government approval. The launch date was set for November 5, 2012. This was less than a week after Superstorm Sandy devastated the area, leaving millions of citizens without power. The system was activated right in the middle of this chaos. The results? Some employees received oversized paychecks, while others received smaller ones. About 15,000 vendor invoices got stuck unprocessed. Internal financial reporting collapsed, cutting the company off from necessary short-term loans that facilitate maintaining liquidity. The systems integrator, Wipro, eventually agreed to pay $75 million in damages. However, this in no way covered National Grid’s real losses. Worth & Co: A roll-out that led to a lawsuit Alternative technologies also carry challenges. Worth & Co. is a manufacturing company based in Pennsylvania. In 2014, it hired EDREi Solutions to install the E-Business Suite package from Oracle. The planned deadline for November 2015 was pushed to February 2016. Oracle demanded the payment of another $260,000 for support and training agreements. However, the software still did not work properly. In 2017, Worth & Co. dropped EDREi in favor of another integrator, Monument Data Solutions. Another year was spent on ineffective attempts to adapt the software to the company’s goals. This ended in an unprecedented move in 2019. Worth & Co. filed a $4.5 million lawsuit against the giant Oracle itself for wasted licenses and training. Vodafone: Failed CRM implementation When British telecommunications provider Vodafone consolidated its CRM systems on the Siebel platform, some user profiles did not migrate correctly. The problem became apparent when customer accounts failed to credit payments that had been made. This led to a £4.6 million fine from the UK regulator. The moral of this story is obvious: problems will sooner or later come to light. Woolworth’s Australia: Consequences of a drawn-out implementation The Australian branch of the venerable department store chain, affectionately known as “Woolies,” also struggled with problems. The company switched from 30-year-old software to SAP. For the next 18 months, the chain could not generate weekly profit and loss reports from individual stores. Undocumented daily business procedures failed. The departure of qualified employees during the overly long, six-year ERP implementation also had an impact. Because of this, institutional knowledge was lost. PG&E: Data leak When designing a new environment, companies often transfer confidential data from old systems. In May 2016, Chris Vickery, a risk analyst at UpGuard, discovered a publicly accessible database. It contained 47,000 records (computers, services) belonging to PG&E. It was completely open and unprotected by a password. This data was exposed by a third-party vendor handling a “demo” version of an IT environment management tool. Nike: Just (Don’t) Do It! A massive $400 million modernization scheduled for the year 2000 was supposed to implement a central ERP/CRM system combined with the supply chain at the footwear manufacturer. Instead, it served the company $100 million in losses and a 20 percent drop in inventory. The i2 software turned out to be too slow and hindered integration with other systems. Besides this, Nike’s planners were inadequately trained in its use before the go-live mode. HP: Painfully costly and long implementation project The consolidation of multiple tools consumed $160 million in lost revenue and backlogs. This was five times more than the initial 2004 business plan assumed. Managers knew about the risks, but as an HP executive described it: “We had a series of small problems, none of which individually would be too big to handle. But together they created the perfect storm.” Waste Management: Lawsuit with SAP In 2008, Waste Management, a waste disposal giant, sued SAP over an ERP system installation that took barely 18 months. The company demanded over $1 billion in damages for a fraudulent sales program. However, the provider filed allegations that Waste Management had allegedly breached its contract with SAP. The company had supposedly failed to specify its requirements for the system implementation. It also did not provide the appropriate decision-makers to handle the project. In March 2010, the matter went to arbitration, though the final result was unsatisfactory. Waste Management received a settlement of just $77 million. Failed ERP implementations – what can we learn from them? We have discussed the most spectacular implementation failures. Therefore, it is worth considering how not to repeat them in your own example. Experts’ conclusions can be boiled down to a few critical points: Secure and clean data before migration. By doing so, you will avoid both invoice chaos and possible legal penalties or data leaks. Document current processes thoroughly. The system will not guess the internal habits of the business. You need to provide it with the right data and processes “on a silver platter.” Ensure personnel presence. Someone in the company should feel responsible for this project and take care of the fluidity of changes at the top of the organization. Prevent knowledge loss. Take special care of those specialists who know business processes inside out. If they leave during architecture modifications, the project will quickly lose a key foundation.

On the myERP portal, we often analyze digital transformation cases. Some end in spectacular success, while others lead to frustration and exceeded budgets. The difference usually comes down to one word: metrics. System implementation is not just an IT project, but a profound business change. And business, as we know, is based on numbers. When planning an implementation, you should rely on both hard historical data and Key Performance Indicators (KPIs). These are important not only for the organization but also for its implementation partner. Which KPIs are worth tracking, what exactly do they measure, and when should they prove that the investment was right? No Measurable Goal = No Success Before we dive into specifics, we must address a topic that is often taboo in many projects: the company’s starting point. Clients are often afraid to reveal real data to technology partners. Meanwhile, without a reliable analysis, a proper project execution is practically impossible. If an organization does not share data, it is difficult to define any KPIs. Consequently, the implementation partner has the right to refuse the project. Why? Because the project then becomes merely an “expensive software installation” that may bring no real value. A perfect example is ROI (Return on Investment) – without calculating it, a project has no defined business goal. ROI – Return on Investment According to both clients and implementers, this is one of the most important KPIs. ROI determines the ratio of generated savings and additional profits to the Total Cost of Ownership (TCO). By “total cost,” we mean not only licenses and programming services but also infrastructure, system maintenance, and time spent on user training. When can you realistically expect a return? There is a myth that ERP pays for itself over years. Meanwhile, there are cases where the system pays for itself after just one month. A great example is Warehouse Management Systems (WMS). Rapid elimination of picking errors can instantly zero out heavy contractual penalties imposed by retail chains for delivery mistakes. In full-scale projects, achieving a positive ROI within 3-6 months is doable, provided project discipline is maintained. The key is to implement only what is critical first. Instead of expanding the system with add-ons from day one, it is better to launch core operations so the software starts earning for itself. Subsequent functionalities can then be financed from the savings already generated. Production Processes – Key KPIs If the goal is to improve production and logistics, the system must drastically improve daily operations. We focus here on efficiency and time. Process Efficiency This metric determines the amount of resources (time and costs) needed to complete processes such as month-end closing or production planning. It allows for identifying “bottlenecks” in the organization. If a process that previously involved three people for two days takes one person a few hours after ERP implementation, the company’s scalability grows rapidly. Time per Task This is a micro-scale version of efficiency. It measures the amount of time spent on a repetitive task in minutes. Based on this, you can precisely assume how much the system should shorten routine operations. Lead Time (Production Process Duration) This is the total time from the moment a customer order is received, through production planning and execution, to delivery. In today’s reality, an efficient supply chain is a powerful competitive advantage. Shortening lead time means less capital frozen in work-in-progress and faster turnover. Number of Orders per Employee A metric of pure scalability, providing information on how many documents or invoices one full-time equivalent (FTE) can handle. Why does this matter during implementation? Suppose a company’s sales grow by 30% annually. A well-implemented system will allow the same back-office team to handle this volume. No increase in back-office headcount despite growing sales is pure profit. Warehouse KPIs How to recover cash frozen on the warehouse floor? Relevant indicators in this area include inventory level and turnover. Inventory Turnover Measures how quickly goods appear on the shelves and turn into generated sales. Low turnover means cash is frozen in the warehouse. A properly implemented system should speed up the turnover of the most profitable items—and naturally increase this indicator. Inventory Level This is the volume and value of goods or raw materials held in the warehouse. A modern system ensures that inventory is kept at a minimum but 100% safe level. This protects the company from both dead stock and downtime due to material shortages. Data Quality Over Quantity This is one of the most important issues for pre-implementation analysis. Before starting a project, data should be checked for its timeliness and consistency. Data Consistency Between Departments The goal is for the salesperson, the warehouse worker, and the accountant to have access to the same data in real-time. An implemented system should ensure that every department relies on a “single version of the truth.” Data Error Rate Measures the frequency of the “human factor.” This involves wrong prices entered in an order, mistakes in item codes, or typos in delivery addresses. An implemented system should enforce validation from the first second. For example, it can block the release of goods without proper approval or prices below the minimum margin. Summary System implementation is not a luxury expense but a strategic investment. If you are preparing for talks with a technology partner – do not be afraid to show your weak points. Process openness and reliable data are the only foundation on which success can be built. If the project is already underway – keep your finger on the pulse. Manage the implementation through numbers and KPIs. By implementing the system in stages, you will quickly see that digitalization pays off many times over—and often much faster than originally anticipated.

Implementing an ERP system is a moment that often grows into a myth within organizations. For months – sometimes years – the company lives inside the project, wrestling with data migration, testing, integrations, and configuration. Eventually, the go‑live day arrives. The project team holds its breath. Leadership watches the screens as if they were observing a Mars rover landing. Users pray the system won’t explode. And when the first order successfully flows through the system, someone says the magic words: “We did it.” Except… that’s not true. Go live is not a success. Go live is a test. And the real success begins only afterwards. What happens after go live determines everything. The first 90 days, the first year, and the way the organization builds a continuous improvement model ultimately decide whether the ERP becomes a growth platform – or just another system people work around. This article is a guide through these three stages, built on real implementations, real mistakes, and real successes. It is a whitepaper for organizations that want their ERP to generate value – not just transactions. Go Live: The Moment of Truth That Only Opens the Real Journey Go live is the moment when the system meets reality for the first time. And as usual, reality rarely behaves according to the process documentation. This is when you discover whether the data is truly clean, the integrations truly stable, and the users truly trained. It is also the moment when you learn whether the organization is ready for change – or merely ready for an implementation. Go live is not a success. Go live is only the beginning. Many companies declare success because: orders are being processed, invoices are posting, the warehouse hasn’t stopped, production hasn’t blown up. But that is a very low bar. It’s like buying a car and calling it a success simply because the engine started. The real question is: Is the organization working better than before the implementation? In most cases, the answer is: not yet. And that’s normal – as long as the company has a plan for what happens next. The First 90 Days: The Period That Determines User Adoption and Whether ERP Becomes a Foundation or a Problem The first 90 days are the most critical stage in the life of an ERP system. This is when user habits form, processes stabilize, data and integration issues surface, and the organization decides whether it will work in the system or around it. Stabilization Is a Process, Not a Reaction The biggest mistake after go live is switching into firefighting mode. The implementation team responds to user tickets but does not manage stabilization as a structured process. As a result, changes are introduced chaotically, processes lose coherence, and users lose trust in the system. Stabilization must be managed like a project – not like a helpdesk. You need: a working rhythm, clear priorities, defined responsibilities, decision‑making mechanisms, clear rules for what gets fixed immediately and what goes into the backlog. Without this, even the best configuration will start to fall apart. Training in Context, Not in Theory Before go live, users learn the system in laboratory conditions. After go live, they learn it for real. This is when they begin to understand why inventory reservations behave the way they do, how production scheduling reacts to changes, what a posting error means, and how to handle warehouse exceptions. Training must be delivered in the live system, in real processes, with real data. Otherwise, users will return to Excel faster than you can say “workflow.” Monitoring System Health Before Symptoms Appear In the first 90 days, the organization must actively monitor system health: integration errors, batch performance, master data quality, posting accuracy, and trends in user tickets. This is the period when small issues can have massive consequences. ERP doesn’t break suddenly. ERP breaks quietly. The Biggest Risk: Normalizing Workarounds If users return to Excel in the first weeks, they will stay there for years. If they start bypassing processes, those workarounds will become the norm. If they start entering data “the quick way,” the system will lose credibility. The first 90 days require absolute discipline. If a process is meant to run in ERP – it must run in ERP. What Must Be Ready Before Go Live You must enter go live with: a support model, change governance, an optimization backlog, a training plan, system monitoring mechanisms. Equally important: assigning process owners and defining RACI (Responsible, Accountable, Consulted, Informed). Without this, go live becomes a leap into the unknown. The First Year of ERP: The Period That Determines Business Value The first year is when the organization should move from stabilization to optimization, and then to development. This is when ERP begins to deliver real value – provided the company has a plan. Why Companies Don’t Have a First‑Year Plan Most often for three reasons: implementation fatigue, no ERP owner, confusing stabilization with optimization. As a result, the organization is left alone with a system that is only beginning to live its own life. What Should Happen in the First Year Stabilization – the system must become predictable. This is the foundation. Optimization – this is when you streamline processes, automate workflows,improve data and integrations. This is when ERP starts generating value. Development – time for advanced modules, financial automation, SCM/CRM integrations, predictive analytics, and preparing for AI. The Role of the D365 F&SCM Architect The architect is the guardian of process consistency, data quality, and alignment with the roadmap. Without an architect, the system begins to drift. With an architect, the system begins to grow. The Biggest Risks in the First Year Returning to Excel. Master data degradation. Lack of change control. No process owners. No measurement of value. How to Build a First‑Year Plan You must build a 12‑month roadmap – it is the only way to move from stabilization to real value. Without it, the organization drifts and change decisions become random. Define process KPIs – they are the only way to assess whether ERP performs better than the previous system. Without KPIs, it’s easy to fall into the illusion of “the system works, so everything is fine.” Assign process owners – only they can be accountable for data quality, decisions, and development. Without owners, every department pulls the system in a different direction. Establish governance – without it, changes will be introduced ad hoc, often without impact analysis. And finally – involve the architect in every change. The architect safeguards architectural coherence and protects the organization from configuration chaos. The Continuous Improvement Model: The Stage That Separates Average Companies from Leaders The best organizations treat ERP not as a project but as a platform for continuous improvement. This is where the greatest value emerges. Why Optimization Matters More Than Implementation Implementation gives you tools. Optimization gives you outcomes. Without it, ERP remains a transactional system. With it, ERP becomes a growth platform. What a Continuous Improvement Model Looks Like You must build governance – it is the only way to manage changes predictably and in a controlled manner. Without governance, the system begins to live its own life. You must maintain an optimization backlog – it collects ideas, issues, and improvements. Without a backlog, the organization reacts instead of planning. You must work in quarterly cycles – only regularity sustains development momentum. And you must have an architect – without one, the system becomes a patchwork. Areas with the Highest Potential The greatest returns come from: warehouse & logistics, production, finance, planning. These areas benefit most from automation, data improvement, and process optimization. The Most Common Mistakes The most frequent mistakes are: no process owners, no backlog, ad hoc changes, no architect, no measurement of outcomes. How to Start – Building a Foundation That Actually Works ERP Optimization Committee – the only structure that ensures strategic, not reactive, development. Without it, ERP drifts and changes are driven by short‑term pressure rather than strategy. Process KPIs – your shield against the illusion of “the system works, so everything is fine.” KPIs reveal whether processes are stable, data is reliable, and users follow the target operating model. Optimization backlog – your safety buffer. It prevents chaos, enables prioritization, and ensures visibility of all improvement needs. Process owners – the only people who can be accountable for data, decisions, and process evolution. Without them, ERP becomes a patchwork of local variants. Architect involvement – essential for protecting architectural integrity. Without an architect, every change becomes a structural risk. Summary: The Three Stages That Determine ERP Success Go live determines whether the system starts. The first 90 days determine user adoption. The first year determines business value. Continuous improvement determines competitive advantage. Organizations that consciously manage these stages build ERP as a platform for growth. Those that don’t end up with a system that works – but changes nothing. If you aim to develop your ERP consciously and turn it into a true growth platform, our xalution practitioners are ready to support you. Let’s start the conversation.

Manufacturing Resource Planning (MRP 2) is a direct development of the MRP concept (MRP I, MRP 1). It is an essential element of the IT infrastructure for manufacturing companies. In this article, we analyze the functionality of the MRP system and what is worth knowing when choosing a solution to support production processes. What is MRP and how does it work? MRP (Material Requirements Planning) is a method used to precisely calculate the materials and components needed to manufacture a product. The MRP method functions both as a theoretical planning concept and as advanced software. In a systemic approach, it is most commonly found in three forms: As an element of integrated ERP systems, As part of Capacity Requirements Planning (CRP) systems, As a standalone, dedicated MRP system. Production Management Systems and Resource Planning In the classic approach, the MRP 1 method is based on the “push” model. This means that the demand for raw materials is determined in advance based on sales forecasts. Goods are then produced or purchased according to the “make or buy” principle to meet the predicted demand. Modern production management systems also include modules such as: Financial and sales planning, Strategic management, Shop Floor Control (SFC) – enabling the exchange of priority information between the planner and workstations. In contrast, concepts like Lean Production operate on a “pull” model, where the production impulse comes from an actual order rather than a forecast. What is MRP 2? History and Evolution MRP 2 (or MRP II) stands for Manufacturing Resource Planning. Its history began in the 1980s when it was developed as an extension of the MRP 1 method. At that time, it was intended to provide companies with planning for all resources, not just materials. In addition to inventory, the MRP II system considers: Availability of machines and equipment, Human capital (labor force), Production capacities and schedules, Financial flows. Functions of the MRP 2 System The MRP II system allows for the creation of production plans that take available resources into account. It determines: What resources are needed, In what quantity, And at what time. MRP II also allows for identifying efficiency problems, detecting discrepancies between the plan and reality, and analyzing resource utilization. MRP Example: A furniture manufacturer receives an order for 50 tables. The MRP system analyzes the Bill of Materials (BOM) and calculates that 200 legs and 50 tops are needed. The software checks inventory: there are 100 legs in stock. It then automatically generates a purchase order for the missing pieces and schedules the assembly start date so that raw materials arrive on time. MRP 1 and MRP 2 – Common Features Used in manufacturing enterprises. Can be part of an ERP system. Support production process control. Utilize production plans, BOMs, and inventory levels. Used to calculate material requirements. IT systems supporting management. Differences Between MRP and MRP II The most important difference lies in the functional scope: MRP (MRP I): Focuses on materials, plans material requirements, and does not cover full resource management. MRP II: Covers all production resources, integrates various departments (purchasing, finance, quality), enables process simulation, and supports capacity planning while considering market realities and demand. Is MRP the Same as ERP? No, but they are closely related. MRP focuses almost exclusively on production and material logistics. ERP software covers all areas of an enterprise through modular architecture (accounting, logistics, sales, HR, etc.). Today, MRP is simply a key module within broader ERP systems. MRP 2 or APS Systems? APS (Advanced Planning and Scheduling) systems are advanced tools for planning and scheduling. Unlike MRP II, they cover the entire supply chain and allow for more precise planning. APS helps coordinate actions between suppliers and production to avoid the “bullwhip effect.” MRP II – Advantages and Disadvantages Advantages: Optimization of inventory, reduction of storage costs, elimination of downtime, and better order timeliness. Disadvantages: Sensitivity to data quality (inaccurate inventory leads to wrong plans) and the human factor (potential employee resistance). Conclusion: From MRP to APS MRP 2 is an evolution of MRP 1. These systems can be standalone or part of an ERP to ensure that materials are available for every stage of production. Modern firms typically use ERP systems with MRP/MRP II modules, often extended by APS for increased efficiency and control.

Every year, Companial brings together Microsoft Dynamics partners from across Central & Eastern Europe for a day of real conversations, practical sessions, and peer exchange. No vendor theatre – just partners, talking about what’s actually working. The 2026 edition takes place on April 23 in Bucharest, Romania. This year’s agenda covers what matters most to CEE partners right now: Microsoft BizApps priorities, AI adoption in practice, building a CRM practice, and go-to-market strategies that fit the region. Sessions include a CEE-focused Microsoft BizApps update, the Road to AI panel, partner case stories on AI and agents and a GoToMarket roundtable on what’s moving the needle in the CEE Dynamics ecosystem. The event is complimentary for Microsoft Business Applications partners, with limited seats and registration required. Interested in joining this year? Check if spots are still available at companial.com/connect-cee/ Can’t make it this time? Follow the CEE Microsoft Dynamics Partners page on LinkedIn – that’s where we’ll announce the 2027 edition when the time comes.

Choosing an ERP system is a decision that defines how a company operates for years to come. It is not just a tool for finance or warehouse management. It is an operational foundation that impacts production, sales, and organizational growth — both locally and internationally. In this context, SAP Business One and Comarch ERP XL are two popular directions. SAP Business One is associated with global standards and scalability. Meanwhile Comarch ERP XL is deeply rooted in Polish business realities. Furthermore, Comarch offers extensive modularity for production and trading companies, along with a vast network of implementation partners. The starting point for a fair comparison is simple. Both systems possess what should be the heart of any ERP — a modular architecture combining finance, trade, and logistics. However, they differ in their development philosophy and target business scenarios. ERP System Selection Criteria The most common mistake when choosing an ERP is comparing feature lists without understanding where the system will need to carry the complexity of the business. In practice, the choice between SAP Business One and Comarch ERP XL is determined by four key areas: Production Complexity The key question is: are we dealing with simple or advanced production (process-based, multi-stage, with strict quality requirements)? Relevant elements in the manufacturing industry include: Recipes and technologies, Batch traceability, Quality control, Scheduling, Complaint management. In more demanding production environments, a standard ERP often proves insufficient. Therefore, the ability to extend the system with an additional functional layer is crucial.System Development Model Comarch ERP XL is perceived as a flexible system with high potential for personalization and module customization. Beyond core functions, the manufacturer offers integration with dedicated applications for specific company processes. SAP Business One, on the other hand, prioritizes the stability of the standard, though it can be successfully expanded through dedicated integrations and external add-ons. Implementation and Time-to-Value For some companies, the most critical factor is how quickly the system can go live. The Comarch ERP XL ecosystem features approaches aimed at shortening implementation time through predefined models. This methodology is a response to long-term implementations that tend to drag on for months or even years. For organizations in early growth stages or accounting firms, Comarch ERP Optima is the dedicated starting point. A large portion of XL implementations are smooth migrations from Optima, ensuring data continuity. Conversely, an SAP Business One implementation usually places greater emphasis on in-depth process analysis before the production launch. While this requires more time upfront, it provides higher predictability of the final result. Geographic Horizon If a company is considering foreign branches, multiple languages, and local accounting regulations, built-in support for various countries becomes a business necessity rather than a marketing point. SAP Business One – Characteristics Business One is a solution dedicated to the SME sector and mid-sized companies. It is particularly valued by organizations that want to grow in a controlled manner without entering the “heavy” enterprise solution segment. This system does more than organize finances. It provides real support in planning international expansion. The SAP solution stands out for its maturity and scalability. The system is present in numerous countries and supported by a global network of partners. This not only increases investment security but also ensures greater freedom of development in the long term. Consequently, Business One — thanks to its global nature — prevails among international organizations or those collaborating with clients across different regions. In response to new market realities, SAP has expanded the system with solutions based on Machine Learning, Big Data, and AI. Built-in generative features enable “Intelligent Forecasting.” Artificial Intelligence helps predict seasonality and emerging trends within the organization. Furthermore, the system can generate intelligent sales recommendations based on purchase history analysis. The list of such innovations continues to grow. However, it is worth noting that SAP Business One is not the ideal solution for every organization. Large corporations with highly complex processes or extensive asset management may find the standard system limiting. It may also not be the best option for companies expecting a cloud-first model in the sense of the latest specialized ERP platforms. Nonetheless, SAP Business One can be enhanced with certified extensions. In manufacturing companies where the ERP standard is not enough, the ProcessForce add-on radically changes the system’s capabilities. It allows for precise management of recipes, batches, quality control (traceability), and advanced production planning. Comarch ERP XL – Characteristics Software from Comarch enjoys significant popularity on the Polish market — it is already used by approximately 6,000 companies. The ERP XL system is especially appreciated by medium and large enterprises focused on local operations, as it adapts perfectly to national regulations. The foundation of Comarch ERP XL’s advantage is its lightning-fast response to regulatory changes. Importantly, clients have a real influence on product development through participation in the Comarch Community and Programming Boards. From an IT perspective, the system is “open”. Full documentation of SQL structures allows administrators to independently build automations and reports. The update process has been simplified to the level of a quick installation. At the same time, the system is much less frequently implemented for international projects. Consequently, the strength of its international ecosystem is lower than that of SAP. Although Poland remains its key market, the system successfully supports capital groups operating in multiple countries, offering stability and scalability unavailable to smaller solutions. Comarch ERP XL performs particularly well in manufacturing and trade-service companies. In production, users can plan and control material requirements (MRP) while maintaining integration with the warehouse. Additionally, the system is developed according to the ERP 5.0 concept. Comarch is building an intelligent ecosystem that integrates production with omnichannel sales and full operational mobility. The system is currently undergoing a deep technological transformation. Users are already utilizing responsive web interfaces, and a full architectural rebuild—planned for next year—is already available in a demo version. The system architecture is being expanded with specialized AI agents that automate routine tasks and optimize operations. In the field of AI, Comarch is setting standards through: AI Hub – a platform for building dedicated AI agents; ChatERP – an intelligent conversational interface for easier navigation and reporting; Comarch OCR – full automation of document entry into the workflow; AI in APS – advanced algorithms optimizing production planning in real-time. Summary There is no single “best” ERP system. Instead, there is a program tailored to a specific business scenario. Therefore, before choosing, one must ask the key question: where will the company be in 3–5 years, and what is its primary goal? If an organization thinks globally, prioritizes standards, and wants to build a scalable operational model, it should lean toward SAP Business One. Conversely, Comarch ERP XL will be the better choice if the company operates locally, requires high flexibility, and places production as its top priority.

Today, AI is no longer just a trend but a tool from which companies expect measurable benefits. As a result, managers are no longer asking whether an ERP system includes AI features, but rather what type of AI capabilities it offers. In this article, we organize the market and highlight the differences that matter for decision-makers. Just 2–3 years ago, artificial intelligence in business systems was often treated as an “add-on” to sales presentations. Today – especially from the perspective of CFOs and IT managers – it is an area that is rigorously evaluated. This is also reflected in the findings of the “Cyfrowy Menedżer” report prepared by myERP, which clearly shows a shift toward a “prove it” mindset. AI is expected to deliver results only when a company has solid foundations in the form of high-quality data and clearly defined KPIs. How to Compare AI Solutions in ERP? The biggest trap in implementing AI within ERP systems is assuming that an LLM can compensate for disorganized data and processes. From a purchasing perspective, it is better to treat AI as a productivity layer. Artificial intelligence shortens working time, supports decision-making, and automates routine tasks – but it also requires high-quality input data. IT and finance departments should pay attention to three key aspects: Scope of process interventionSome AI solutions act only as informational assistants, providing summaries or insights from reports. Others can perform actual actions within the system – such as setting credit limits or issuing documents. Sources of generated responsesSome solutions rely exclusively on internal company data, reducing the risk of AI “hallucinations.” Others – especially generative AI tools – require users to define the sources the LLM can access. Costs and technical conditionsSome AI features are included in ERP systems at no additional cost. Others offer advanced capabilities available through paid options. AI Assistants in ERP Systems The most visible form of AI for users is conversational assistants. These solutions enable interaction with ERP systems using natural language, inspired by tools like ChatGPT or Gemini. They also help accelerate onboarding for new employees. ChatERP from Comarch ChatERP is a built-in chat assistant that allows users to interact with ERP in natural language. Ultimately, it is intended to cover both on-premise and cloud versions of all Comarch ERP systems. Currently, it is available in BETA. Its functionality includes: Access to company data available in the system Data analysis and reasoning Suggesting system features Executing tasks on user request A key aspect is the ability to perform business operations such as setting credit limits or issuing invoices. In practice, this requires strict permission and audit mechanisms. Without them, the risk of incorrect commands increases. Comarch ensures the protection of personal and sensitive data in ChatERP. Queries and responses may be processed by technology subcontractors, but the AI should not disclose business secrets. Still, companies with high security requirements should formally define data-sharing rules before implementation. Genius by Asseco Business Solutions In terms of declared functionality, Genius is closer to the concept of a digital coworker that monitors tasks, supports decisions, and suggests actions. According to Asseco BS, it notifies users about pending decisions and tasks, answers ERP-related questions, and supports processes such as orders, invoices, and warehouse documents. Additionally, based on user-provided context, the assistant can deliver actionable recommendations. This approach is enhanced by two important elements: Adaptive interface – AI analyzes user behavior and suggests changes to layout, menus, or screen elements, implemented only after user approval. Analytical layer – Genius provides intelligent insights based on real-time ERP data. MAiA in Monitor ERP System Monitor ERP includes its own AI assistant that “structures, compiles, and analyzes data.” Its main goal is to handle time-consuming tasks. MAiA is not just a chatbot – conversational mode is only one interface. It also works through automated summaries and analyses embedded directly in business processes, similar to how Gemini Pro summarizes documents in Google Drive. Importantly, Monitor’s AI relies exclusively on internal business data, ensuring data integrity and control. MAiA also supports text-related tasks – summarizing notes, translating emails, and refining communication tone. MAiA is available in two versions: Basic – included for all customers Pro – available with a monthly per-user fee The Pro version is initially offered as a free trial. Monitor ERP continues to develop AI features and actively collects user feedback via its Ideas Forum. AI Application Ecosystem Instead of a Single Feature An interesting approach comes from Proalpha, which in 2025 introduced its Industrial AI platform. This is a catalog of over 30 AI applications covering core processes – from procurement and production to service. The platform integrates AI solutions from Empolis and Nemo and is built in a SaaS architecture, enabling smooth integration with both Proalpha’s ecosystem and third-party systems. Nemo’s AI capabilities include: Identifying correlations and anomalies in processes Defining recommended actions Evaluating optimization potential in financial terms In this platform-based approach, AI becomes the “engine” of data integration and analytics. For decision-makers, two key implications stand out: Data processing approach – Industrial AI handles both structured (tables) and unstructured data (documents, notes), turning hidden knowledge into actionable insights Automated recommendations – which can be implemented based on diagnosis and trend forecasting The Microsoft Ecosystem and AI in ERP A unique position in the market is held by Microsoft Dynamics 365 – a scalable ERP/CRM platform deeply integrated with other Microsoft services. Implementations are delivered by multiple myERP partners, including companies such as Companial, Integris, MS POS Poland, xalution Group, IT.integro, and Solemis. Copilot Microsoft has embedded Microsoft Copilot in ERP systems in two ways: as a conversational assistant and as embedded functionality within system features. Key capabilities in Dynamics 365 Business Central include: Conversational guidance on system functionality Data analysis using filters and sorting Creation of sales documents (quotes, orders, invoices) Marketing content generation E-document mapping Bank reconciliation Document numbering automation Product substitution suggestions Order processing automation Power BI Many organizations want ERP data to be consumed in a self-service analytics model. In this context, Copilot in Microsoft Power BI provides significant value: Fast creation and modification of reports and visualizations Automatic report summaries Conversational interaction with data However, Copilot in Power BI is a paid feature (Fabric or Premium). Additionally, organizations must ensure high data quality for AI to function effectively. AI in ERP – What Should You Choose? There is no single “best AI” solution for all organizations. The right choice depends on the dominant challenge within the company – whether it is low user productivity, the need for stronger financial control, or real-time production optimization. Key takeaway:AI in ERP should not be treated as a standalone feature, but as a strategic layer that enhances how people work with data, processes, and decisions.