Are you about to implement an ERP system with the hope that you will get away from informal systems, multiple spreadsheets and improve your operating performance? Are you suffering from less than optimum customer service, too much cost, too much inventory and really do not know how profitable the business is, and think a new system will be the answer to your prayers? ERP implementations are littered with disaster stories and can become expensive projects, leading to failure to ship, loss of profit and even closure of the business. 80 % of these kind of projects fail to meet their timescales and objectives.

This practical workshop is built on 35 years’ experience of ensuring that Transformation/ERP implementations are successful and yield the benefits that are promised. Come and protect yourself from expensive failure.


When an ERP system is properly implemented it can bring huge benefits to a business. The key to a successful implementation lies not so much in the quality of the system, but in the quality of the education and training that helps users to feel confident to use the system properly. It also relies on having accurate data (Inventory, Bills of Materials, Routings, Planning Data and Work Centres). This course lays out the required organisation, planning, education and training programme to ensure success.

The Case for an ERP Implementation

We show how the need for an ERP system is built up from a frustration with existing systems and processes and emphasise how the problems lie in the lack of integration of systems, processes and people; therefore a change of system requires simultaneous changes of processes and more importantly the culture of the business.


Learn how to structure the project around a Project Sponsor [CEO], Steering committee [Process Owners], Full time project team and Task Teams to support the roll-out of the project. The key is to make sure that it is the steering committee that are collectively responsible for the successful delivery of the project, and not the Project Leader and the Project Team. Ensure that your team are the best people you have got from the business. IT should support the project and not manage a project like this, making it look a systems project.

Project Plan

Many companies fail adequately to put together a comprehensive project plan, that properly defines scope, timeline, costs and risks. We will share all the issues with putting together a plan and provide you with a template that will show an integrated approach to bring about change of systems, processes, people and organisation.

Software Selection

Too many companies take too long over the software selection process and hence increase unnecessarily the time taken to complete the project. We can help with a practical approach to choice of software, negotiating the contracts and ensuring what you buy works. We have templates to help with software selection and can help you in the selection process through a complete knowledge of how software systems should operate. Avoid 1,000 question checklists and then buying a standard system from the usual prospects. You are going to buy a package, so no point asking what you want from it. Just check it does what it is supposed to do!

Cost Benefit Analysis

If you were going to buy a piece of equipment you would put together a rigorous Capex case. The same should be true with software. However, it is harder; there are hard benefits in terms of improved sales and reduced inventory. We help with those numbers. We will give you an idea of the realistic costs associated with the project. There are also soft benefits like less fire-fighting, a more organised way of working. We will give you an insight on all of these.

Process Development

Learn about all the activities, which the task teams need to engage in through the project. We detail the system, process, culture and organisational issues that need to be addressed and how these need to be turned into educational and training materials. We give you an invaluable list of the activities that need to be completed – and not just the software activities.

Education and Training

Core to our approach is creating an effective cascade education process, led and delivered from the top and through the managers in the business. We will show you who should be engaged, how much time they should spend and how the education and training should be structured for people effectively to learn Company II – the new ways of working.

The Pilot process

All software companies will take you through what they call a ‘simulation’ process. But all this does is to test whether the system works at a transactional level. We will show how to test the simultaneous operation of the whole company with the new system. We have a unique and comprehensive piloting process that enables you to bullet-proof the cutover to the new system. It guarantees success and avoids the pitfalls of all implementations. See our white paper on our articles page – https://www.delospartnership.com/books-articles/articles.html

Go Live and Cutover

We will share with you our unique ‘Go Live’ checklist and how to cutover – including our exclusive cutover pilots.

Who should attend?

CEOs, managing directors, finance directors, IT directors, operations directors, project leaders, senior managers and project team members who are wanting to transform the performance of their organisation by changing systems, processes and people.

Those wanting to avoid being one of the 80% who fail to get the promised benefits from implementing a new ERP system

How will the company benefit?

The company will have a successful implementation of change through the business by engaging the people, making sure the systems work and embedding the new organisation.

As a result, the company will gain a real improvement in customer service, which will lead to increased sales – normally around 2 – 5% of sales. In addition, clients typically achieve 40% less inventory and 2 – 5% reduction in overheads through less fire-fighting and expediting. Profits will increase by around 10% and cash flow will improve.

What will I learn?

  • How to organise the project
  • How to make sure there is a realistic benefits case
  • What everyone needs to do
  • How to educate and train everyone in the new ways of working
  • How to properly try out and test the new company in pilots
  • How to cutover to the new system

Course Leaders

Richard Watkins

Managing Director

Richard was part of a team in ICI Agrochemicals [now Syngenta] which implemented ‘MRP II’ and achieved Class ‘A’ across the word. The team improved Customer Service to > 98% and reduced inventory by 27%. They implemented the first Global Sales and Operations Planning process. Syngenta still operates the same process today. Read More

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