Selecting a supply chain planning software solution is only half the battle—the real challenge begins when it’s time to implement. Many organizations assume that once they’ve chosen a vendor, success is guaranteed. Even if you have selected the absolute best-fit vendor, there is a lot that could go wrong as part of the implementation itself. So, stay engaged until the job is really done.
So, what are the key things that one needs to worry about in the implementation phase of the supply chain planning software? Well, first and foremost, this type of implementation is about a business transition. There is the as-is process, and there is the to-be process. Having clarity about this is very important. Therefore, a critical first step is to document the as-is and the to-be process. Document your current supply chain workflows (as-is) and your future-state processes (to-be). Further, Companies make investments of these kinds to see some improvements, to drive some leverage, be it doing something better, faster or both. Identify where improvements need to happen, such as faster planning cycles, better data visibility, or increased automation. It is important to understand and document all the desired improvements. A key part of this documentation is the expected timing of the benefit. This is important because most projects go through the J-curve of improvements, which is a way to say that things get worse for a short period of time before they get better.
One of the most effective ways to align stakeholders and establish a strong foundation for implementation is through a design workshop. This would typically include businesspeople with appropriate business knowledge, as well as the staff from the vendor who can talk about the best practices that exist within their software. Ideally, the workshop begins with a demonstration of the current systems (As-is) and then progresses into the to-be stage. An output of this meeting will be a design document that lists how things will be designed in the new system. During the workshop, it’s important to start by walking through the current (as-is) process using real-world scenarios to establish a baseline understanding of existing workflows and challenges. From there, the discussion should shift to defining the to-be process, outlining how the new software will support and improve operations. A critical component of this stage is identifying key data needs, integration points, and reporting requirements to ensure seamless connectivity with existing systems.
A big part of the design discussions is related to data. Design decisions for appropriate data does not exist or is otherwise not available makes the document unimplementable. A detailed design workshop dedicates a good chunk of time to data where all data and respective resources are clearly documented. Client data teams who know what data exists (and where) as well as the staff from the implementation team from the vendor should participate in these data discussions.
The other thing to worry about is the release of functionality to the users. Any such implementation requires a user to imagine what things would look like (and work) in the new system. Often, they need to actually see it and readjust in case the original imagination and/or the assumption prove to be wrong. For this reason, there needs to be frequent exposure of the new system to the users. Multiple business releases and training of the users throughout the course of the implementation project work very well to mitigate this risk. Finally, the workshop should address training and adoption strategies, focusing on ways to engage users early and prevent resistance, ultimately driving successful implementation and long-term system utilization.
All of the above are needed in the design workshop for the new implementation. There is of course a lot more to do. To learn more about How to Successfully Implement Supply Chain Planning Software register for our webinar.
