September 2015 – August 2016
Subject: Implementing Comarch ERP Enterprise as leading ERP system for the company
My Task: Planning, customization and implantation of new ERP system for the company as one of two project leads and head administrators
Used Tools: Microsoft Office, Atlassian Confluence, Gliffy, GSuite, Manufacturer Training, SAP Crystal Reports
In order to introduce an ERP system to the company, in the first step general processes were defined across all units with the corresponding person in charge. Afterwards, training at the manufacturer ensured that these processes could be implemented in the ERP system. In order to keep the impact on daily business as low as possible and to promote user acceptance, the ERP system was gradually introduced. First, the core processes were implemented and the first key users trained. Based on this, the further processes were implemented, tested and trained to the responsible key users. The system was fully operational after about 12 months, replacing distributed Excel & Word documents and various access databases.
Creating Core Processes
In the following picture all necessary main processes are displayed. Core processes are Sales, Software Development, Service and Billing.
To create all the processes the responsible person within the company was assigned with this task. After all the information was collected, the processes were checked and the interfaces determined. Thus, it was ensured that all sequential processes have the necessary information. In order to examine the processes, different scenarios were designed and played. As a result, some processes could be optimized, while others had to be expanded due to higher user requirements. In particular, the core processes were subjected to a regular review, as these are essential for all connected processes in the company.
Sub-processes and specifications
Each Main Process was then refined and split into smaller processes. This detailed view could then be included in a specification so that acceptance could be made at the end of the project.
At the same time, each sub-process determines when and where which input / output is generated and who is responsible for it. Furthermore, it can be ensured that during the subsequent implementation of the ERP system, the processes can be implemented and also tested based on the flowcharts.
Implementing & Customizing
The ERP system is a Software-as-a-Service product, so installation and setup on any hardware was not necessary. For customizing the Software is equipped with a special menu point, where most of the settings can be changed to fit the companies processes.
So e.g. payment terms, delivery terms, currency, maturity of a financial year, adjustments for accounting, warehouse logistics, storage space control, calculation of prices, discounts, define different number ranges, service and ticket information, bonus calculations, sales documents and many other settings more.
To establish a uniform CI for the company all ERP documents should look the same. Therefore, in close cooperation with the marketing department, a design was created for the various documents and then implemented with an SAP Crystal Reports Designer.
Furthermore, the various legal requirements regarding information on official documents had to be taken into account. For this purpose all documents were checked by a law firm and corrected or released.