This book has focused extensively on issues that concern capturing Returns on Investment using ERP applications as they are generally available or used today. Our intent has been to establish that
1. There is much work left to be done simply by resolving issues with applications that are already installed but are not delivering the intended business results; resolving these issues can produce the business benefits that were originally envisioned.
2. There is an unrealized opportunity for companies with core ERP applications installed to capitalize on Return on Investment–based programs to deploy shelf-ware (components of ERP that are owned but not yet installed) to achieve benefits.
3. The current ERP work that is called for also includes resolving issues that have been created through acquisitions or divestitures, either to adopt common processes or to decide strategically how to “integrate” them. This is to provide a single view of corporate performance, one version of the truth. It acknowledges that there may be utility in keeping current systems in place, despite the fact that they may be constructed quite differently, and deal with standardizing results with business intelligence toolsets. Remember that this has to include the assumption that the applications suite installed in each business is able to provide optimized business results for that business. If one or more of them are not, then developing a strategic approach to resolving this issue should be awarded ...