Global ERP DeploymentA Model for Success

Ross Sivertsen

Director – Technology Services

Peerless Mfg. Co.

Agenda

Who is Peerless?

The Project Approach

Managing Requirements

Knowledge Transfer and Training

Who is Peerless?

Who is Peerless?

Peerless Mfg. Co.• Public Company (NASDAQ: PMFG)• $150MM Revenue• 450 Employees• 4 Manufacturing Facilities• US and China

• 14 Locations in 7 Countries• US, Canada, UK, UAE, Germany, China, Singapore

• Trade in 6 Currencies

The Project Approach

The Project Approach

People and Project Team• Who Owns ERP – Where Are You Going?• Senior Management & Project Team Buy In• Get to a Common Language / Taxonomy – Quickly• Project Management MUST understand the Business• Remote Project Management is Challenging• Don’t Underestimate Local Culture• Having the Right LOCAL SME's is Critical to Project Success• LEAN on an EXCEPTIONAL Professional Services Team -

PEOPLE COUNT

The Project Approach

Regulatory Requirements• EU – Statutory COA and Tax Reporting

• What are the Regional Reporting Requirements?• VAT or GST Reporting

• Electronic Data Transfers• GDPdU, E-Balance, DTAUS, BACS• Banking Transaction Compliance

OFAC and FCPA• Do You Know Who Your Trading Partners Are?• Corporate Parents can't claim "Plausible Deniability"• OFAC and FCPA Violations Come with STIFF Penalties

The Project Approach

Understand the Enterprise Data Architecture

• What Business Attributes are Important?• Who Owns Them?• How do You Get it Right?• How do You Keep it Right?

The Project Approach

Use Multi-Phase Approach

Implement GL Accounting First (GL, AP, AR)• In Most Onboarding Activities Integrating the P&L and Balance Sheet are the 1st Priority• Use Miscellaneous Transactions First If Necessary

Look In To Cost Collection Mechanisms Next• Jobs / Project Management• Use Materials/Operations to and Checklist Tasks to Drive Schedules

Implement Sales Cycle Last • Sales Attributes are The Most Difficult

Managing Requirements

Managing Requirements

Managing Requirements is Like Herding Cats

• Understand Priorities Definition and Communicate Clearly• To the Extent Possible FOCUS on One Thing at a Time• Get to the ‘Low Hanging Fruit' to Get Wins Under the Belt• Avoid Customizing the Application

Knowledge Transfer & Training

Knowledge Transfer and Training

It’s Not Training, It’s Knowledge Transfer

• Don't ‘Train' on Tactical Issues -> Transfer Knowledge• Understand the 'Why' not Just the 'How'

• Track 'WHO' Received Training• Make Sure Project Leadership ‘Get’s It’ First

• On ‘Tactical' Knowledge Transfer Include ‘Gap‘ Training• 'How is my job different?'