Genesis blog

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Acquisition chain - 5 steps

  • When it comes to acquisition process, in building the solution architecture with Oracle Applications we consider as important things the following:
    • 1. Budget and Acquisition Plan have to be developed at Department Level
    • 2. Budget and Acquisition Plan detailed information have to be onscreen for each PO Requisition and PO Order, for the user and for the approvers.
    • 3. Budget consolidation, including execution, have to be available for the Management.
  • Acquisition chain - 5 steps:
  • 1. Department/Activity budget fundamental and approval
    • Each department builds their own budget fundamental, detailing the materials and services they need for their own activities, or for the products/services they are delivering. The budget should be developed by choosing CPVs from the ERP database, having in mind that the final budget will be detailed in the Acquisition Plan, which will be executed through Contracts, Requisitions and Orders.
    • The Budget fundamental will be approved at the department level and sent for review and approval in Oracle GL and Hyperion.
  • 2. Organizational consolidation (Oracle Hyperion)
    • The budget from Departments will be reviewed, and consolidated in Oracle Hyperion where data are sent from ERP.
  • 3. Department/Activity Acquisition Plan at CPV and article code level
    • Based on approved budget, each Department will go in details, by selecting articles from Oracle Item Master. The result - Department Acquisition Plan. Consolidating, we will have the Organization Acquisition Plan. The Plan is Error Free, by using article in the Oracle Item Master, and remaining in the approved budget limits.
    • The Acquisition Plan is approved at the Department and Organization level.
  • 4. Supplier negotiations and contract sign off
    • With the Acquisition Plan approved, deliver the suppliers negotiation and contract sign off process.
  • 5. Acquisition execution with online and onscreen Budget and Acquisition Plan decrement
    • At the requisition creation moment, the user should know if the quantity and value he wants to request, remain in the approved budget and acquisition plan. This information should be onscreen for the user himself, and for his approvers. The same situation at the Purchasing Order creation.
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9 Tips for suppliers to obtain successfully implementation projects

  • Insist for a Customer Project Team, and spend time with them; they will validate and will support the future ERP
  • Customer and suppliers specific responsibilities? It doesn’t matter who failed to do his job, if at the end of the project the customer refuses to use the system; so allocate effort in helping the customer to achieve his its own responsibilities, and you will have additional projects there
  • Work on identifying the Customer Stake Holders and attract them in the project. They will be your voice in the organization
  • Ask for Steering Committee meetings and inform the Top Management in a realistic mode about the project status
  • Deliver the implementation services from the customer site.
  • Take care to afford the right team for the implementation services. The latest technology is important as well
  • The person chosen as Project Manager is crucial for the project success. If you agree with this, take care to appoint the right person to:
    • understand and manage the project scope
    • inform the customer about the product advantages and functionalities
    • evaluate risks
    • propose solutions in an early stage
    • check daily the health/stages of the project
    • review the team members
    • define change request and sale where needed.
  • Entry-level consultants will work in the background. In front of the customer will stay highly experienced consultants
  • The sales process should continue by the end of the project; allocate an experienced Project Manager and a Solution Architect with communication and sales skills as good as product ones.
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9 Tips for customers to obtain successfully implementation projects

  • Define the project scope using professional services, provided by qualified people. Run an internal analyze, delivered by a high professional consultant, with proven expertise in ERP software implementation. The deliverable for this effort should be the RFP
  • Pay for a process based RFP. Build your RFP based on integrated process flows and not based on department’s activities only
  • Hire the Project Manager for your project from the RFQ submission stage. The Project Manager is very important for the project success; pay the right price for PJM services. Ask for recommendation from the former customers and evaluate as much as possible the success rate for his former projects
  • The product modules and technology are important, but the consultants implementation team is crucial. Ask for nominated consultants and decide the team based on former customers recommendations
  • Be prepared and support the internal processes changes. ERP implementation should come with processes automation and improvement. Do not copy the actual process in the next system
  • You should afford an Internal Dedicated Team for next system understanding, testing, initial data preparation and import validation and knowledge transfer
  • The consultants project team should include a very experienced Solution Architect with proven records on product and on process implementation
  • Apply for simple processes implementation for the beginning; after system goes live and stabilization, open additional projects for complex functionalities
  • Customize as low as possible. Use standard functionalities and add-ons as much as possible.