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Erp Distribution Software - The Intangibles - The Magic Ingredient Of A Successful Project
By Peter J Clarke
Picture this.
You are a senior IT manager and have been asked to make a decision as to which of three IT suppliers you will award a contract to. This is not for a one-off project; this is for a long term relationship. You are told that all three companies could meet the business needs and technology requirements of the project, and their pricing and implementation timelines are all within 10% of each other. Sure, there are differences sport ween the three - each has pros and cons in their approach, and the technology on offer is not exactly the same - but there is not enough difference to make one dramatically stand out above the others.


Who do you choose?
Successful IT projects - like success in many other areas - go beyond spreadsheets and bottom lines, specification lists and functionality profiles. There are many organisations that could do the job ... in theory.
Do you want success to import-export bussines?
The problem is finding the one that will not only do the job, but do it well, and one that can do it for your organisation, in your environment, and to your satisfaction.

Import – export success wait you in www.exporters-sources.com
What are the extra ingredients that you need to look for to help in your decision? What are the intangibles that influence your decision-making process, and how do you present them in a meaningful way when a decision to purchase has been made.

So picture this scenario.
Your three are enterprise distribution software solution suppliers and they have taken very different approaches to how they present themselves to your organisation.

Company A goes direct to the top - the CEO and CFO. The chairman of Company A knows your firm's senior management and gets on well with them - he's played golf with them in the past - so he is brought in to help pitch. Over a very amicable meeting at Company A's impressive corporate headquarters, the chairman tells your management about his company, how much they have invested in facilities, and the big name clients they've won. Impressive is the word - this is a large firm, with an impressive roster of past implementations.

Company B is more matter of fact. It gives a presentation to middle and top management - perfunctory but perfectly adequate. It stresses the relationships it has with other suppliers, to round out the offering, so to speak. In fact, it will be drawing on their skills and expertise should it win the contract.

Company C is a well-known supplier, has worked with you and organisations like yours before. Their management is on first name terms with you and the other people in your department. Probably with your bosses, too, though Company C doesn't seem the golfing sort. Their presentation was as much to you as to upper management, and it concentrated on brass tacks. In fact, drawing on their knowledge of your industry, they actually broadened the scope of the project by making a few suggestions for how it could be tied in with other work they had already done. They'd gone so far as to map out a procedure for how this could be achieved, and gave a few names of other companies where similar things had been done before.

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Which one do you choose?
Do you want success to import-export bussines?
The big name company? Safe; no one loses their job by choosing the big name company, surely. And certainly there is a good relationship at senior management level.

Do you want success to import-export bussines?
The multi-sourcer? Nice to have a range of skills available to you; no-one does everything well, so it's probably useful for them to have relationships they can draw on.

Import – export success wait you in www.exporters-sources.com
What about the old hand? Established relationships mean you know what you're getting, and they do know your industry. Of course, every project is different, so how useful is a friendly familiar face?

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What

are the intangibles that make the three applicants different, and different enough to choose one over the others?

Technologically, they are on par, if not identical; same for price and scheduling. What's the magic ingredient that will help you make a decision?

Do you want success to import-export bussines?
The answer is that word that keeps cropping up; that nags away in the back of your mind. The deciding factor is the relationship that you will have - the relationship sport ween customer and supplier; the relationship that you draw on sport ween partners; the relationship that forms sport ween trusted associates. The relationship that will be the most important issue if the project takes a negative turn, however short or trivial the issue may be. The relationship built on information that passes sport ween partners, how much and how well one partner understands the needs of the other and the industry they're in, and reacts appropriately (or even proactively)? Can you draw on the relationship like a bank account, when and if you need it, enough to solve your problems, and that will accrue in value the longer it is allowed to develop?

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Who do you turn to if the relationship turns sour? Whose throat is there to choke if you need to apply some pressure to get what you want, and more importantly what you need?

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Which relationship offers the most practical outcomes, which offers the long term benefits that you need now and those that you will actually need into the future?

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Who can you trust?

Do you want success to import-export bussines?
The answer might be the large firm, with strength, numbers and experience on their side.
Do you want success to import-export bussines?
The answer might be the multi-sourcer, as long as you know who to turn to and who's responsible when you need to fix a problem.
Do you want success to import-export bussines?
The answer might be the familiar face, who knows your issues and sets about solving them before you even realise there's a problem.

Do you want success to import-export bussines?
The answer is probably a combination, to a greater or lesser degree, of all three - strength, skills, and understanding. In-depth local and global knowledge, relevant and appropriate ERP solutions, best offerings in terms of functionality and price, world-class services - these are all attributes of a relationship that covers all of the bases, and is most likely to offer you what you need.

So what do you ask the three suppliers that will differentiate one from the other and help you make a decision? Technology alone isn't the answer, not in this instance. Price is an issue, but here it's no differentiator.

Import – export success wait you in www.exporters-sources.com
What you really need to ask them is about them - who they are, what they do, what have they done, and what they know about you and what you do. What sort of relationship are we going to have, and with whom and at what level will that relationship reside? Will you be able to draw on it, work it and change it? Will you be able to trust in it? Will you be able to trust them?

That is what is special about a successful enterprise distribution software project. That is what makes one supplier sport ter than another. The magic ingredient of any relationship is the relationship itself. And when you have the right relationship in place - the trusted, flexible, knowledgeable and supporting relationship - you know you can move forward into a project and beyond, and face whatever problems, obstacles, barriers, changes and even the achievements with confidence and assurance, and the rest inevitably falls into place.
Peter Clarke is the Chief Technology Officer for IBS Asia Pacific. IBS Australia develops ERP solutions, enterprise distribution software solution, www.ibs.net/au/solutions/supply-chain-management.jsp">business management supply chain software for inventory management systems, manufacturing ERP software and business intelligence systems.

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