业务转型领导者指南：制造业传统 ERP 现代化.pptxVIP

TheBusinessTransformation

Lead’sGuidetoLegacyERP

ModernizationinManufacturing

Withmanysolutionssoontobecome

legacywithlimitedornosupport,BusinessTransformationLeadsinmanufacturing

faceadefiningcross-functionaldecision:

1.Donothingandruntheriskofbeingseriouslycompromised.

2.Committoacostly,multi-yearmigration

fromtheexistingsolutiontoitsmoderncloudcounterpart.

3.Consideramoreflexible,cost-efficientmodernizationstrategy.

Thisdecisionisaboutmorethantechnology

–it’saboutorchestratingchangethatdeliversmeasurableoutcomes.FortheBusiness

TransformationLead,prioritiesincludebenefitsrealization,adoptionandchangemanagement(OCM),riskreduction,andbusinessagility.Thequestionisnolongeraboutkeepingpacewithcompetitors;it’saboutensuringthechosen

approachdeliverssustainablevaluewithoutlockingtheenterpriseintoanexpensive,

inflexiblecommitment.

02TheBusinessTransformationLead’sGuidetoLegacyERPModernizationinManufacturing

•ProlongedImplementationCycles:

Manymigrationsspan2–4years,delaying

time-to-valueandpushingbenefits

realizationfurtherrightontheroadmapwhiletransformationteamsaretiedupindelivery.

•EscalatingCosts:Upfrontspendon

licensing,infrastructure,partnerservices,

dataremediation,andtrainingrisesquickly.Indirectcostsincludecompetingchange

programsandOCMoverheadacrossplantsandfunctions.

•LimitedFlexibility:Closedecosystems

constrainacomposablestrategyandmakeithardertointegratebest-of-breedMES,

PLM,APM,andanalyticswhilereusingwhatworkstoday.

•OperationalDisruptionChangeFatigue:

Rebuildingprocessesandintegrationsfromthegroundupincreasesdisruptionriskanddrainsadoptionenergy—slowing

standardizationandcontinuousimprovement.

Theresult?Transformationthatconsumes

bandwidthanddilutesstakeholderconfidence—re