Rapid growth—or rapid decline—can shake even the most confident companies. In younger organizations, it often leads to mixed messages, rushed decisions, and a general sense of “too much happening at once.”
Leaders don’t just need to keep the wheels on the bus. They need to keep the team aligned, protect the business, and still leave room for innovation.
Three Helpful Lenses
1. The Entrepreneur’s Dilemma
Entrepreneurs constantly juggle two tough tradeoffs:
Spend now or conserve cash?
Chase growth or protect profitability? You usually can’t prioritize both, and that tension creates pressure.
2. The Innovator’s Dilemma
Christensen’s classic idea: big companies lose ground because they keep improving high-end products, while smaller players quietly improve the low-end until—suddenly—they’re competitive. It raises a practical question: do you push the cutting edge, or deliver a simpler version that wins on cost and speed?
3. The Investor View: “RIP Good Times”
Sequoia’s 2008 memo was blunt: reduce risk, cut unnecessary spending, move quickly, and don’t assume growth will save you. The takeaway for today: speed and clarity matter. In uncertain environments, hesitation is expensive.
What Leaders Can Do Right Now
1. Make finance a true partner
Your finance team shouldn’t just report what happened—they should help forecast what’s coming, highlight risks, and support decisions.
2. Look ahead, not just backward
Companies need a shared sense of direction. Forward-looking data—not just last quarter’s results—should guide decisions.
3. Strengthen processes before buying more tools
Great software won’t fix unclear processes. Build the foundation first, then make sure your systems can scale with you.
4. Treat planning as a cycle, not an annual event
Plans should be updated often and communicated quickly. Short, frequent planning beats long, rigid plans every time.
5. Be honest about what the numbers actually say
Avoid building plans around the rosiest assumptions. Make decisions based on reality, even when it’s inconvenient.
6. Build teams you trust—and let them work
The right people make everything easier. Hire well, delegate, and avoid the trap of micromanaging.
7. Protect cash
Cash gives you options. Keep it top of mind, plan for multiple scenarios, and reduce unnecessary risk where you can.
What High-Performing Companies Have in Common
Top companies tend to be really good at a few things:
They focus the team around a clear direction
They communicate quickly and often
Their systems and processes scale
Their decisions are grounded in insight, not wishful thinking
They hire talented people and give them space to deliver
Jeff Osorio is a Consulting CFO with over 30 years of experience in operationally oriented companies ranging from pre-Revenue to $4B with over 40 ERP implementations in his portfolio. He is also an Adjunct Professor in the MBA program of the Leavey School of Business at Santa Clara University.
5David AJ Axson, “Collecting More Data But Gaining Less Insight” Financial Executive, vol. 14, no. 3, May-June 1998, pp. 16+. Gale Academic OneFile, link.gale.com/apps/doc/A20929784/AONE?u=anon~f92c2cbc&sid=googleScholar&xid=cb530cf4
6“If You’re the Smartest Guy at the Table, You’re in Trouble” Presentation by Marthin De Beer, SVP Emerging Technologies, Cisco Systems
An Interview with Ryan Sorensen, Vice President of Information Technology at Innovative Labs
Presented by Expandable Software – ERP for High-Tech and MedTech Manufacturers
A Familiar Debate with New Urgency
Across the manufacturing world, there’s always been a lively debate between engineering, manufacturing, and finance teams over whether a Manufacturing Execution System (MES) is truly necessary—or whether the embedded functionalities inside an ERP can get the job done.
At Innovative Labs, Vice President of Information Technology Ryan Sorensen has lived that debate firsthand. His perspective? “The truth is, MES and ERP aren’t competing systems—they’re complementary. ERP plans the work. MES proves it was done.”
For high-tech and medtech manufacturers, where compliance, traceability, and precision define success, that partnership between MES and ERP has become critical to digital transformation.
Defining MES vs ERP: The Nerve Centers of Modern Manufacturing
In a modern manufacturing environment, MES (Manufacturing Execution System) focuses on real-time production management on the factory floor, tracking raw materials to finished goods, while ERP (Enterprise Resource Planning) manages broader business processes such as finance, human resources, and supply chain management.
“Think of MES as the digital nervous system of your production line,” Sorensen explained, “and ERP as the central nervous system of your company.”
An MES executes production and provides real-time data that keeps ERP accurate and current. It’s that real-time connection, Sorensen said, that allows the enterprise to operate on facts instead of estimates.
Understanding the Need for MES
Sorensen described MES as “the missing link” between business plans and operational reality. “ERP will tell you what should be happening. MES tells you what actually is happening.”
Among the many benefits derived from MES:
A vital bridge between planning and execution – MES connects Sales & Operations Planning (S&OP), business planning, and financial reporting.
Improved ERP accuracy – By capturing live shop-floor data (actual counts, scrap, downtime, and labor), MES ensures ERP operates on verified numbers.
Enhanced inventory management – Real-time updates for lot quantities, expiration tracking, and location data ensure precise on-hand and available-to-promise visibility.
Production scheduling support – ERP defines planned orders and capacity; MES translates them into executable jobs and feeds back actual start, stop, and completion times.
Increased visibility – MES gives ERP users real-time production insights—status, equipment performance, WIP—reducing blind spots and delays.
Accurate cost accounting – By recording true material usage, rework, and downtime, MES enables ERP to calculate standard versus actual costs and margins.
Regulatory compliance – MES helps maintain 21 CFR Part 11 and ISO compliance by capturing electronic signatures and quality data, then pushing verified results to ERP.
Improved financial and cost reporting – MES tracks real labor, yield, and waste metrics to give ERP the data needed for real-time cost reconciliation.
“The KPIs don’t lie,” Sorensen said. “On-time delivery, yield, scrap reduction, labor efficiency, and inventory accuracy all show measurable improvement once MES and ERP are integrated.”
Integrating MES with ERP
When asked if MES should integrate with ERP, Sorensen’s answer was clear: “Absolutely. Integration is what turns data into insight.”
MES-ERP integration improves visibility across departments and enables unified dashboards. Finance can see production variances, logistics can view real-time inventory status, and quality can monitor batch performance—all from shared data.
Common integration points include production orders, inventory transactions, quality results, lot genealogy, material consumption, and WIP tracking.
Integration eliminates duplicate entry, synchronizes production and inventory data, and ensures that financial and operational systems reflect the same version of reality.
“When you automate order release and synchronize production and material availability instantly, ERP’s MRP engine can finally plan based on what’s actually happening,” Sorensen explained.
Two-way (bi-directional) integration offers the greatest benefit: ERP sends master data and work orders to MES, while MES returns real-time production feedback. The result is a closed feedback loop for scheduling, costing, and quality—supporting a connected, data-driven environment that fuels digital transformation.
Challenges of Integrating MES with ERP
Sorensen was candid about the challenges. “The number one issue in MES-ERP integration is data quality. If your master data isn’t clean, your integration will just automate bad information faster.”
Clean master data—accurate part numbers, BOMs, units, and routings—ensures smooth synchronization. Poor data quality leads to mismatched inventory and reporting discrepancies.
Other common challenges include:
Data mapping inconsistencies – Shared data must be formatted and defined consistently between systems.
Unclear ownership of master data – Item Masters, BOMs, product costs, and vendor data must live in a single source of truth with a designated owner.
Time granularity mismatches – Operations runs in minutes and hours; finance runs in weeks and months. Data synchronization must respect both.
Lack of real-time synchronization – “If different departments are looking at different snapshots, you’ll get conflicting answers—and lose trust in the data,” Sorensen warned.
Integration success requires both technical and organizational alignment.
Make or Buy?
When it comes to selecting an MES, Sorensen’s advice was simple: “Buy. People love to say, ‘We’re different.’ But most manufacturing operations face the same challenges.”
While some teams may advocate building their own system, homegrown software often ends up reinventing the wheel and introducing bugs or scalability issues that commercial vendors have already solved.
However, Sorensen emphasized that success depends on inclusive decision-making: “Involve operations, quality, and finance early. You may not get 100% of every wish list item, but achieving 80% with a stable, supported system is a win.”
Consensus, he said, is critical to long-term adoption and effectiveness.
Best Practices and Lessons Learned
Sorensen shared several best practices drawn from his own experience:
Clean data and robust processes – “If your processes aren’t sound, integration just makes bad data move faster. Define ownership and governance first.”
Understand data sources and flows – Typically, work orders, BOMs, and item masters flow from ERP to MES; production completions, scrap counts, and quality results flow from MES to ERP.
Phase the rollout – Start with critical modules like inventory, batch tracking, and production execution, then expand to quality, maintenance, and planning.
Use standard integration technologies – REST or SOAP APIs, middleware (such as Dell Boomi or MuleSoft), message queues, or direct SQL synchronization.
Build consensus – “Integration isn’t just IT—it’s a company-wide initiative. Everyone needs to buy into the same version of truth.”
The Takeaway
“MES isn’t replacing ERP—it’s completing it,” Sorensen concluded. “ERP plans. MES executes. Together, they form the backbone of a truly connected, data-driven factory.”
For small and midsize high-tech and medtech manufacturers, integrating MES and ERP is no longer optional—it’s a strategic imperative for operational visibility, accuracy, and agility.
About Expandable
From established enterprises that have grown with us from the pre-revenue phase to ground-breaking startups that need a dependable partner for their growth journey, Expandable is a leading provider of ERP solutions for highly regulated discrete and process manufacturing environments that demand audit trails, serial number and lot tracking, RMAs, kitting, and the like. Expandable’s customer base includes some of the most innovative high-tech and MedTech manufacturers worldwide. The platform unites every part of your operation—from product management and engineering, to production, quality, inventory, and after-sales service—into one affordable, fully integrated system.
Medical device erp systems have become critical infrastructure for an industry projected to reach $615 billion by 2025 and $800 billion by 2030. This growth trajectory creates unique operational pressures, particularly since medical device manufacturing ranks among the world’s most heavily regulated sectors.
The stakes are considerable for manufacturers operating in this space. Medical device recalls recently hit a 15-year high, underscoring the urgent need for robust tracking and compliance systems. Both consumable and large capital equipment segments face intensified regulatory scrutiny.
Specialized erp for medical device manufacturers serves a purpose beyond standard operations management—it ensures regulatory compliance through automated validation processes and detailed audit trails. Every component and batch must be traceable to its source, creating the accountability and safety documentation that regulatory standards require.
Our evaluation covers dozens of medical device manufacturing software solutions to identify the 12 strongest options available today. The rankings reflect the distinctive compliance requirements, traceability demands, and manufacturing complexities that characterize this expanding yet strictly regulated industry.
Expandable ERP targets growing medical device manufacturers who require FDA compliance capabilities without the complexity of enterprise-level systems. The platform focuses specifically on high tech and med tech companies navigating the transition from startup to established business.
The system provides functionality designed around medical device manufacturing requirements:
Complete lifecycle traceability for serialized and lot-controlled items, tracking finished goods back to raw materials to satisfy government reporting requirements
Quality management foundation that supports quality procedures, incident tracking, corrective action, and root cause analysis
Surgical Kit module for tracking inventory consigned to hospitals, clinics, and surgery centers
Mixed manufacturing support allowing companies to build to stock, build to order, or configure to order within one system
Multi-level BOM tracking with serialized and lot-controlled components
Built-in compliance tools for FDA and ISO 13485 standards
The platform also handles product lifecycle management, CAPA, RMA processing, production control, inventory management, and integrated financial systems—all within complex medical device manufacturing environments.
Expandable ERP pros and cons
Pros:
Purpose-built for regulated industries with comprehensive compliance features
Scales with business growth from startup to established enterprise
Supports both discrete and process manufacturing environments
Offers both cloud and on-premise deployment options
Integrates entire operation from engineering to after-sales
Cons:
Less brand recognition than some enterprise-level competitors
Windows platform limitation may affect some deployment scenarios
As with most ERP implementations, requires careful planning to avoid pitfalls
Expandable ERP pricing
Expandable positions itself as “one of the most affordable, comprehensive, fully-integrated ERP systems on the market”. The company markets the system as budget-friendly for growing companies, making it accessible to startups and SMEs preparing to compete in the USD 955.00 billion MedTech market. Pricing structures aren’t publicly disclosed, but cost-effectiveness serves as a key differentiator.
Expandable ERP best fit
Expandable works particularly well for:
Medical device startups transitioning from prototype to production
Manufacturers of FDA-regulated medical equipment, diagnostic instruments, or implantable devices
Growing companies that need sophisticated compliance features without enterprise-level costs
Organizations managing mixed production methods including discrete builds, kitted surgical systems, and serialized diagnostic assemblies
Companies implementing specialized manufacturing ERP software like Expandable report 14% faster product delivery times and 10% more orders delivered on schedule. With 67% of medical device manufacturers struggling without specialized ERP systems, Expandable addresses a critical need for industry-specific functionality.
QAD
QAD has served as a trusted partner to medical device manufacturers for decades, delivering a robust medical device ERP system that targets the upper mid-market and lower enterprise sectors. The platform distinguishes itself through integrated supply chain components, supported by comprehensive ERP capabilities designed for regulated medical manufacturing environments.
QAD key features
QAD delivers a comprehensive toolkit specifically designed for life sciences manufacturers:
End-to-end supply chain visibility across manufacturing operations, including suppliers, customers, and outsource partners
FDA compliance tools supporting CFR Part 11, GMP, cGMP, and Eudralex Volume 4 regulations
Medical device-specific capabilities including serialization support for Unique Device Identification (UDI), Drug Quality and Security Act (DQSA), and Falsified Medicine Directive (FMD) compliance
Mixed-mode manufacturing with native discrete and process manufacturing capabilities plus forward and backward recall traceability
Model-driven architecture allowing customization without changing the source code
QAD pros and cons
Pros:
Strong supply chain perspective with deeper transportation and international trade management capabilities
Cloud maturity since 2008—significantly longer than competitors like SAP
Greater flexibility and easier configuration compared to SAP S/4HANA
Generally less expensive than SAP on both software and implementation
Serves customers across 60 countries generating USD 968.00 billion in annual revenue
Cons:
Limited brand awareness compared to SAP or Oracle, affecting executive confidence
Not as prolific a VAR ecosystem as Microsoft, SAP, or Oracle
Technology modernization announced but might take years to stabilize
Less suitable for manufacturers developing large complex capital equipment with thousands of dependent components
Smaller partner/consultant pool than SAP/Oracle ecosystems
QAD pricing
QAD typically costs less than SAP for both software licenses and implementation. The company structures pricing plans based on organization type and specific requirements. Detailed pricing information requires direct consultation with a QAD advisor.
QAD best fit
QAD works effectively for:
Mid-market to upper mid-market medical device manufacturers
Companies where supply chain management and traceability are priorities
Organizations requiring strong FDA compliance capabilities
Manufacturers operating mixed-mode production environments
Smaller enterprises using it as primary ERP or subsidiaries of larger companies using SAP/Oracle for corporate financial ledgers
Life sciences companies needing flexible solutions that adapt to changing business conditions
SAP S/4 HANA
For global medical device manufacturers managing complex compliance requirements, SAP S/4 HANA provides an enterprise resource planning solution designed for scale. This platform combines core business processes with advanced technologies to support highly regulated operations across international markets.
SAP S/4 HANA key features
Cloud-based architecture available in public and private editions, eliminating physical server requirements while providing worldwide data access
Intelligent technologies including artificial intelligence, analytics, and machine learning for operational optimization
Regulatory compliance tools supporting FDA requirements (21 CFR Part 11) and EU Medical Device Regulation standards
Real-time processing of massive datasets through the HANA in-memory database, critical for UDI tracking and serialized inventory management
Enhanced traceability capabilities connecting UDI data directly into manufacturing, warehousing, and logistics processes
Simplified data model reducing redundancy and complexity across operations
SAP S/4 HANA pros and cons
Pros:
Superior financial control with built-in visual workflow for each transaction
Real-time analytics enabling better decision-making and operational efficiency
Product model supporting various configurations and mixed-mode manufacturing
Enhanced scalability allowing medical device companies to expand operations efficiently
Advanced supply chain visibility across global operations
Cons:
Integration challenges with best-of-breed solutions despite robust options available
Excessive customizations and controls that may overwhelm smaller organizations
Limited last-mile medical device manufacturing capabilities requiring expensive customizations
Complex and potentially risky migration process from legacy systems
Steep learning curve for users transitioning from other platforms
SAP S/4 HANA pricing
SAP S/4 HANA typically costs between $250,000 in the first year to hundreds of millions for both licensing and implementation. The pricing model includes options for on-premise deployment (one-time fee plus 18-22% annual maintenance) or cloud subscription (monthly fees ranging from $20,000-$100,000). Named user licenses range from $1,500-$4,000 per user for on-premise or $100-$250 monthly per user for cloud deployments. Implementation services alone typically start at $75,000, with final costs depending on project complexity.
SAP S/4 HANA best fit
SAP S/4 HANA works effectively for:
Large, global medical device manufacturers with revenues exceeding $1 billion
Publicly traded companies requiring superior transactional traceability
Organizations managing compliance with strict regulatory requirements
Companies operating complex supply chains spanning multiple countries
Businesses seeking to modernize and consolidate enterprise systems
Medical device manufacturers requiring strong integration between ERP and quality management processes
Oracle Cloud ERP
Oracle Cloud ERP targets large medical device organizations requiring unified operations across complex business structures. With over 11,000 Fusion Cloud ERP customers worldwide, this platform addresses the operational demands facing major medical manufacturers navigating regulatory complexity.
Oracle Cloud ERP key features
Single data platform integrating finance, HCM, PLM, and supply chain data for enhanced product launch insights
Built-in AI capabilities that improve forecast accuracy for patient volume, revenue, and related expenses
Quarterly update cycles delivering new features every 90 days
Comprehensive supply chain management tools addressing the entire process from procurement to delivery
Regulatory compliance features minimizing risk and ensuring patient safety
Enhanced financial reporting with AI-powered management reporting narratives
Oracle Cloud ERP pros and cons
Pros:
Core ERP capabilities with deep supply chain and logistics functionality
Support for multiple business models within one global solution
Robust financial controls including SOX compliance and financial traceability
Strong integration between finance, HR, and supply chain functions
Cons:
Limited last-mile functionality for medical device manufacturing (device history records, FDA 21 CFR 11 reporting)
Extended configuration and customization timeframes
Less intuitive for plant-level employees due to complex interface
May require external support for customization implementation
Steeper learning curve for new system users
Oracle Cloud ERP pricing
Oracle follows a subscription model with monthly per-user pricing starting at approximately $500. The platform requires a minimum of 25 users to begin implementation. Implementation services typically start at $200,000, though final costs depend on project complexity and customization requirements. For detailed pricing information, Oracle recommends contacting their sales team directly.
Oracle Cloud ERP best fit
Oracle Cloud ERP serves large, global medical device manufacturers with revenues exceeding $1 billion. The platform works well for organizations managing diverse entities—including commerce, consumables, large equipment, consulting, contract manufacturing, and research center subsidiaries. It functions effectively as a corporate financial ledger for companies seeking to minimize subsidiary-level ERP systems. Organizations undertaking comprehensive operational transformation within the healthcare sector typically find maximum value in this platform.
Microsoft Dynamics 365
Microsoft Dynamics 365 provides a practical option for medical device manufacturers who need regulatory compliance capabilities alongside familiar Microsoft integration. The platform’s cloud-based foundation supports heavily regulated GxP environments while connecting seamlessly with established Microsoft business tools.
Microsoft Dynamics 365 key features
Complete lifecycle tracking with lot and serial traceability ensuring regulatory compliance from design through sales and service
Document management capabilities storing all regulatory and FDA requirements documentation in one central location
Quality control integration supporting test plans, defect reporting, and vendor quality assurance
Change order management tracking product modifications to drive continuous improvement
FDA traceability reporting with serialization and lot control for accurate patient information tracking
Business analytics providing deep financial and operational insights via Power BI dashboards
Microsoft Dynamics 365 pros and cons
Pros:
Natural integration with Microsoft ecosystem (Office 365, Teams, Forms)
Built-in quality and compliance modules for medical device manufacturers
Real-time production and inventory tracking capabilities
Flexible deployment supporting both cloud and on-premise options
Strong data security through Azure Cloud and Dataverse technologies
Complex implementation process requiring expert guidance
Higher initial investment compared to general-purpose ERP solutions
Performs best when operating within full Microsoft ecosystem
Industry-specific needs require customization
Microsoft Dynamics 365 pricing
Dynamics 365 operates on a subscription-based model with multiple licensing options. Sales Professional licenses start at $65 per user monthly, whereas Sales Enterprise licenses cost $95 per user monthly. For comprehensive deployments, implementation typically starts at $25,000. Business Central licenses range from $70-100 per user monthly, offering a more affordable entry point for smaller manufacturers.
Microsoft Dynamics 365 best fit
Dynamics 365 serves well for:
Medical device manufacturers requiring strong documentation capabilities
Organizations already invested in Microsoft technology stack
Mid-sized manufacturers needing flexibility in deployment options
Businesses seeking integrated quality control with business operations
Acumatica Cloud ERP
Acumatica Cloud ERP provides medical device manufacturers with a unified platform built to address the particular challenges of operating in a heavily regulated environment. This cloud-based solution balances modern functionality with affordability, helping companies maintain operational control while meeting industry compliance standards.
Acumatica Cloud ERP key features
End-to-end traceability with lot and serial tracking from receipt to shipment
Quality management with embedded inspections, testing, and CAPA reporting
Regulatory compliance support for FDA and ISO 13485 standards
Engineering control with ECR/ECO workflows and structured approvals
Supply chain visibility providing real-time dashboards for inventory management
Cloud accessibility enabling teams to work efficiently across multiple locations
Acumatica Cloud ERP pros and cons
Pros:
Unlimited users with consumption-based pricing rather than per-user fees
Modern cloud platform offering seamless integration capabilities
Flexible, modular design supporting business growth without system overhauls
Direct integration of quality checks into manufacturing processes
Advanced document management for audit trails and traceability
Cons:
Can be expensive for smaller businesses requiring significant investment
Limited industry-specific features as a general-purpose ERP solution
Steep learning curve for new users due to comprehensive functionality
Reported issues with customer support quality
Acumatica Cloud ERP pricing
Acumatica’s pricing model differs from traditional per-user structures by charging based on applications and resource consumption. The General Business Edition starts at $6,396 annually for up to 10 users and 1,000 monthly transactions. Mid-sized businesses typically spend $25,000+ annually on subscription costs. Implementation expenses range from $60,000 to $100,000+ depending on complexity.
Acumatica Cloud ERP best fit
Acumatica serves growing medical device manufacturers particularly well when they need to:
Streamline operations while maintaining regulatory compliance
Improve operational efficiency and reduce compliance risk
Accelerate time-to-market for new medical devices
Manage multiple suppliers and complex production schedules
Scale their business without costly system replacements
The platform delivers the visibility, traceability, and control that medical device manufacturers need to meet strict regulatory standards while maintaining operational flexibility.
DELMIAWorks
DELMIAWorks (formerly IQMS) takes a different approach to medical device manufacturing software, built from the ground up with a “shop floor first” philosophy. This Oracle-powered system centralizes business activity across the entire supply chain while eliminating the complexity of managing multiple databases.
DELMIAWorks key features
The medical quality suite provides essential tools for device manufacturers operating under strict regulatory oversight:
Comprehensive compliance framework supporting ISO 13485/9001 standards, Current Good Manufacturing Practice (CGMP), and FDA requirements
Complete audit trail of manufacturing processes with secure electronic signatures complying with 21 CFR Part 11
Advanced tracking capabilities with unlimited track and trace, product identification, and serialization
Device History Record (DHR) module that automates collecting complete production history from design through the product lifecycle
Corrective Action/Preventive Action (CAPA) functionality with non-conforming product review and tracking
Optimized scheduling that identifies the best start time for jobs and constraints affecting delivery
DELMIAWorks pros and cons
Pros:
Single-source development ensuring less complex and more cost-effective implementation
Intuitive user interface resulting in training costs that are a fraction of competitors’ fees
Real-time monitoring system collecting data as jobs run, visible on a single screen
Built specifically for manufacturers by manufacturers, with ground-up development
Strong customer satisfaction with ease of use rated at 8/10 and functionality at 8/10
Cons:
Learning curve requiring ongoing training for full system utilization
Support sometimes functions as a sales team for training rather than direct assistance
Some users report labels taking too long to generate and system “locking up” during printing
Implementation requires experienced team members
UI described by some users as needing modernization
DELMIAWorks pricing
Per-user monthly costs start at approximately $150-250, with a minimum of 5 users required. Implementation services begin at $20,000, though final costs depend on project complexity. Total investment ranges from $25,000 to $300,000 based on organizational requirements.
DELMIAWorks best fit
DELMIAWorks serves Class 1, 2, and 3 medical device manufacturers who need robust traceability and regulatory compliance capabilities. The system works particularly well for companies operating in highly regulated environments where ISO and FDA compliance are non-negotiable. Organizations focused on quality management—specifically those requiring Statistical Process Control, CAPA, and detailed audit trails—will find significant value. Companies needing complete visibility from initial order through inventory, production, shipping, and final billing should consider this platform.
SYSPRO
SYSPRO ERP serves small and medium-sized medical device manufacturers with particular strength in consumables and diagnostic segments. The platform’s design reflects a clear understanding of distribution and commerce-focused operations that characterize much of the medical device sector.
SYSPRO key features
The system addresses core manufacturing requirements through integrated functionality. Full traceability capabilitiestrack materials from receipt through delivery, enabling manufacturers to rapidly identify potentially defective products. Electronic signature capture and comprehensive audit trails support FDA 21 CFR Part 11 and GMP requirements.
Real-time inventory visibility provides the operational control that medical device manufacturers require. Quality management tools improve governance while driving compliance. The platform’s native process manufacturing support proves beneficial for contract research organizations developing both drugs and devices.
Unlike many ERP solutions, SYSPRO offers customization options without affecting upgrade paths—a significant advantage for growing companies that need flexibility.
SYSPRO pros and cons
Pros:
Applicable across numerous manufacturing sub-industries with strong quality process focus
Out-of-box processes enable quick implementation without extensive customization
Customizable while maintaining upgrade capabilities
Strong inventory and supply chain management capabilities
Cons:
User adoption can be challenging with steeper learning curve for new users
Interface appears dated compared to modern ERP solutions
Self-service reporting limitations versus newer platforms
Primarily designed for smaller facilities with single legal entity structures
SYSPRO pricing
The subscription-based model starts at approximately USD 150.00 per user monthly. Organizations need a minimum of 10 users to begin implementation. Implementation services typically start at USD 25,000, with final costs varying based on project complexity. On-premise customers face higher upfront licensing costs depreciated over 5-10 years plus annual maintenance fees.
SYSPRO best fit
SYSPRO proves most valuable for SMB medical device companies, particularly those in consumables or diagnostic segments. Organizations requiring strong inventory and supply chain management find the platform well-suited to their needs. Companies needing robust quality controls and compliance documentation benefit from its integrated approach.
The system works best for single-facility operations rather than complex multi-entity structures. Businesses seeking customizable solutions that maintain upgrade paths will find SYSPRO addresses this common ERP challenge effectively.
Epicor Kinetic
Epicor Kinetic addresses the operational challenges facing medical device manufacturers who must balance regulatory compliance with efficient production processes. This AI-powered cloud ERP system targets the specific requirements of companies operating in highly regulated environments.
Epicor Kinetic key features
Regulatory compliance forms the foundation of Epicor’s approach, with specialized Life Sciences Cloud infrastructure supporting FDA CFR 21 Part 11 and EU Annex 11 requirements. Core capabilities include:
Comprehensive traceability with lot and serial tracking from raw materials to finished products
Quality management capabilities including complaint handling and corrective actions
Consistent upgrade cadence with deferred updates that maintain compliance
Microsoft Azure cloud infrastructure enhancing security and reliability
Epicor Kinetic pros and cons
Pros:
Mixed-mode manufacturing capabilities supporting various production methods
Superior user experience with advanced cloud-native features
Limited financial layers supporting only three hierarchical levels
Reliance on third-party quality modules
Learning curve requiring ongoing training
Report generation challenges noted by some users
Epicor Kinetic pricing
Per-user monthly pricing starts at USD 125.00 with a minimum requirement of 10 users. Implementation services typically begin at USD 50,000.00, depending on project complexity. Both leasing and subscription financing options help spread costs over time.
Epicor Kinetic best fit
Epicor Kinetic serves small to mid-market discrete medical device manufacturers effectively. The system works particularly well for companies managing complex inventory requirements where devices may serve multiple indications. Its distribution-focused planning capabilities make it suitable for commerce-oriented medical device organizations.
Infor CloudSuite Industrial
Small to mid-sized medical device manufacturers frequently select Infor CloudSuite Industrial for its dedicated quality management system and regulatory compliance tools. This ERP solution (formerly SyteLine) addresses the medical device sector’s distinctive operational challenges with specialized functionality.
Infor CloudSuite Industrial key features
Infor provides medical device production capabilities through its FDA Extended ERP solution framework. The platform incorporates advanced security features, comprehensive data auditability, and streamlined electronic record management. Core functionality encompasses batch records tracking, customer complaint management, and lot/serial genealogy for product traceability, along with electronic records support meeting 21 CFR Part 11 requirements. The built-in quality module maintains separate inventory for quality-controlled components while providing extensive in-process quality coverage.
Infor CloudSuite Industrial pros and cons
Pros:The system’s design reflects an OEM perspective with serializable unit support. Quality management integrates deeply into core operations, while field service capabilities coordinate resources effectively. FDA validation tools include packaged operational validation scripts.
Cons:The interface lacks a cloud-native feel with some critical limitations. The system proves unsuitable for distribution-centric medical device manufacturers. FDA-specific regulatory capabilities don’t match some competitors’ strengths, and the extensive feature set requires significant training investment.
Infor CloudSuite Industrial pricing
Per-user monthly pricing starts at USD 150.00 with a minimum requirement of 5 users. Infor’s subscription-based model scales with organizational growth. Leasing options help spread costs over time while providing potential tax benefits.
Infor CloudSuite Industrial best fit
Infor CloudSuite Industrial serves effectively as a subsidiary solution within large medical device companies or as the primary ERP for smaller manufacturers. The system excels where strict quality management and detailed product information are essential for meeting regulatory requirements. Medical device manufacturers needing to maintain ISO 13485 certification and FDA compliance will find particular value in this platform.
Rootstock
Built natively on the Salesforce platform, Rootstock delivers a medical device ERP solution that unifies compliance, production, and financial operations within a single system. This platform-native approach creates advantages for manufacturers already operating within the Salesforce ecosystem.
Rootstock key features
The system’s complete visibility and traceability over manufacturing operations automates compliance processes while maintaining the detailed documentation medical device manufacturers require. Real-time inventory analysis provides detailed tracking of costs and sales, giving manufacturers the financial insight needed for informed decision-making.
Rootstock has demonstrated measurable improvements in complaint handling, reducing timeframes by an average of 60%. The platform covers order management, inventory control, production, and supply chain planning through extensive functionality that connects directly with other Salesforce applications, creating a comprehensive business platform.
Rootstock pros and cons
Pros:
Excellent reporting capabilities with customizable interfaces
High customer satisfaction ratings of 4.7/5 from verified customers
Strong retention rates within the industry
Cons:
Some performance issues reported by users
Limited financial reporting capabilities
User interface needs improvement according to some reviews
Rootstock pricing
Rootstock structures pricing across three tiers: Growth starting from $100.00 per user, Advanced starting from $145.00 per user, and Enterprise with custom pricing.
Rootstock best fit
Rootstock works particularly well for medical device manufacturers requiring FDA compliance capabilities who want seamless integration with Salesforce. The system excels in environments needing robust traceability, quality control, and efficient complaint management processes. Organizations already invested in Salesforce infrastructure will find the native integration eliminates many of the complexity issues associated with connecting disparate systems.
Deacom ERP
Deacom ERP, part of ECI Software Solutions, operates on a distinctive “ONE” philosophy that sets it apart from other medical device manufacturers solutions. This unified platform targets companies requiring stringent FDA compliance and tracking capabilities within a single integrated system.
Deacom ERP key features
Deacom consolidates medical device manufacturing operations through targeted functionality:
Hyper-Tight Process Control™ with quality checkpoints across the complete product lifecycle
Native lot traceability maintaining regulatory compliance throughout supply chain operations
Document creation and management handling vendor scorecards, specifications, and compliance documentation
Real-time reporting with live transaction data posting
Deacom ERP pros and cons
Pros:
98% implementation success rate, well above industry standards
Single-screen operational visibility across all business functions
In-house support structure eliminating third-party dependencies
Cons:
Limited functionality for complex discrete manufacturing applications
Not suitable for large capital equipment manufacturers
Interface challenges reported by some users
Deacom ERP pricing
Deacom provides transparent pricing without hidden fees. Two main options include:
Deacom Enterprise designed for established manufacturers with complex operational requirements
Deacom ERP best fit
Deacom performs strongest for diagnostic, drug, and smaller consumable device manufacturers. Companies distributing fast-moving medical goods requiring comprehensive track and trace capabilities will find the most value from this platform.
System Comparison Overview
The table below provides a side-by-side comparison of key specifications across all 12 medical device ERP systems. This reference helps manufacturers evaluate options based on their specific operational requirements and budget constraints.
Selecting an ERP system represents a pivotal business decision for medical device manufacturers operating under strict regulatory oversight and operational pressures. Our analysis of these 12 solutions reveals distinct patterns in how different platforms serve various market segments within this highly regulated industry.
The medical device market’s rapid expansion means manufacturers face mounting pressure to maintain compliance while optimizing production efficiency. Your specific requirements for traceability, quality management, and regulatory adherence should drive the selection process.
Enterprise manufacturers with revenues exceeding $1 billion typically require the comprehensive capabilities of SAP S/4 HANA or Oracle Cloud ERP, which deliver robust financial controls and global supply chain visibility. Mid-market organizations often find better value in Microsoft Dynamics 365 or QAD due to balanced functionality and reasonable implementation costs. Growing medical device companies may benefit most from Expandable ERP or Acumatica, which provide industry-specific compliance features without enterprise-level complexity.
The right ERP solution must address your regulatory requirements—FDA compliance, ISO 13485 certification, UDI tracking. These systems become the operational backbone for maintaining audit trails, managing device history records, and ensuring complete lot and serial traceability.
Evaluate potential solutions based on your manufacturing approach, company size, budget parameters, and compliance obligations. Implementation timeframes, user experience, and ongoing support quality matter as much as core functionality when making this decision.
Medical device manufacturers implementing specialized ERP systems typically see improved compliance rates, enhanced operational efficiency, and reduced recall risk. This technology investment protects both business reputation and patient safety—two factors that define success in this critical industry.
The bottom line: choose a system that grows with your business while ensuring you never compromise on the regulatory compliance that keeps patients safe.
Key Takeaways
Medical device manufacturers face unique ERP challenges due to strict regulatory requirements and the need for complete traceability in a rapidly growing $615 billion industry.
• Specialized ERP systems are essential – 67% of medical device manufacturers struggle without industry-specific ERP functionality for FDA compliance and traceability
• Enterprise vs. SMB solutions differ significantly – Large manufacturers ($1B+) benefit from SAP/Oracle, while growing companies need scalable options like Expandable or Acumatica
• Compliance features are non-negotiable – Systems must support FDA 21 CFR Part 11, ISO 13485, complete lot tracking, and device history records
• Implementation costs vary dramatically – From $25,000 for smaller solutions to $250,000+ for enterprise systems, with pricing models ranging from per-user to consumption-based
• Real-time traceability drives ROI – Proper ERP implementation delivers 14% faster product delivery and 10% more on-time orders while reducing recall risks
The right medical device ERP system serves as your compliance backbone, ensuring patient safety while optimizing operations in this heavily regulated industry.
FAQs
Q1. What are the key features to look for in a medical device ERP system? Essential features include end-to-end traceability, quality management tools, regulatory compliance support (e.g., FDA 21 CFR Part 11), and integrated document management. Look for systems that offer real-time visibility into manufacturing processes and supply chain operations.
Q2. How does ERP software help medical device manufacturers maintain compliance? ERP systems designed for medical device manufacturers provide tools for maintaining detailed audit trails, managing device history records, and ensuring complete lot and serial traceability. They automate many compliance processes, reducing the risk of human error and supporting adherence to FDA, ISO 13485, and other regulatory standards.
Q3. What are the differences between ERP solutions for large enterprises versus small to medium-sized medical device companies? Large enterprise solutions like SAP S/4 HANA and Oracle Cloud ERP offer comprehensive functionality and global scalability but come with higher costs and complexity. Smaller companies often benefit from more specialized systems like Expandable ERP or Acumatica, which provide industry-specific features at a lower price point and are easier to implement.
Q4. How much does a medical device ERP system typically cost? Costs vary widely based on the size of the organization and the complexity of the system. Small to medium-sized businesses might spend $25,000 to $100,000 for implementation, while large enterprise solutions can exceed $250,000. Monthly per-user fees typically range from $100 to $500, with some vendors offering consumption-based pricing models.
Q5. What benefits can medical device manufacturers expect from implementing a specialized ERP system?Manufacturers implementing industry-specific ERP systems often see improved compliance rates, enhanced operational efficiency, and reduced risk of costly recalls. Benefits can include faster product delivery times, improved order fulfillment rates, better inventory management, and streamlined quality control processes. The right system serves as a backbone for maintaining regulatory compliance while optimizing business operations.
We talk with a lot of manufacturing leaders, and we’ve noticed the same challenges come up again and again in Sales and Operations Planning. Maybe these sound familiar:
Building a “forecast” by taking one big order from a customer and dividing it by 12 months, generating an inaccurate or obsolete forecast causing unnecessary inventory build-up.
Finding out that sales and operations “leaned forward” on procurement of inventory to meet lead time on a large upcoming order, only to find out it was delayed or cancelled, uselessly tying up cash.
Planning production based on only what’s already in the order backlog, instead of aligning with true future demand, causing extended lead times and potential lost sales.
Focusing on unit volumes only, and not factoring in product mix, seasonality, or margin impact, unnecessarily constraining available manufacturing capacity to handle spikes in demand.
These kinds of shortcuts feel efficient in the moment, but they often lead to missed targets, stockouts, reduction of cash, increase in inventory and misalignment between sales, operations and finance.
These problems and more were the focus of the new Sip Club, hosted by Expandable Software and MIE Solutions (subsidiaries of Mirador Software Group) on September 18th, 2025. Once again, industry leaders gathered to discuss issues and share insights on their solutions, with David Gavlik, Chief Financial Officer of BSC Industries, as the featured guest.
So, what is sales and operations planning?
Sales and Operations Planning, or the S&OP Process, is a process by which a company consolidates forecast information from the various functions of the enterprise in a structured manner to prepare a business plan for the company and communicate and establish coordinated priorities for all parts of the organization.
“Sales and operations planning is a widely used, effective tool for gaining a greater degree of control over [a] company’s operations. Though the use of this tool, a company can coordinate the actions of each functional area through consistent, frequent links between the business plan and each department’s operations by
Orchestrating communications
Developing a realistic plan capable of achieving company objectives
Ensuring that each business decision is made with a deliberate view of its impact on the entire organization
Ensuring that purchasing is buying the correct items, manufacturing has the capacity to make items, and finance can pay for and forecast results, all in an effort to ensure customer demand is met.
“This dynamic process enables a company’s sales and marketing groups to carefully coordinate the impact of market demand with departments such as manufacturing, engineering and finance. The net result is a dramatically increased ability to anticipate changes in customer needs.” [1]
All companies perform this process in some sort of manner (though some are very informal) but if not organized and cross-functional, it can lead to incorrect, costly decisions.
Who needs to be involved in sales and operations planning?
The short answer is any function in the company that is involved with selling, producing and delivering products to customers. They include:
Marketing: Providing input regarding programs and company initiatives to promote various product lines and programs to influence future customer buying behavior.
Sales: The direct interface to the customer and product demand
Purchasing: To ensure they have the information needed to procure inventory in a timely fashion.
Operations: To ensure they have capacity and plans in place to handle upcoming customer needs.
Finance: Sometimes forgotten in this process, finance is the gatekeeper in challenging assumptions, monitoring cash flow, and updating financial projections and the impact to gross margin and overall profitability.
What are some typical S&OP failures?
Inventory buildup – With inaccurate or incomplete forecasts and being unable to react quickly enough to changing demand, inventories can increase dramatically.
Tying up available cash– “Leaning forward” on inventory purchases (aggressive forecasting) for large orders that are delayed or cancelled uselessly consumes cash.
Stock outs and/or long lead times impacting sales – Buying only to current demand and not to forecasted demand and sales can create shortages and missed revenue opportunities.
Uneven manufacturing capacity – Leading to long lead times and excess spending to compensate for demand spikes (this can occur by not considering seasonality of the industry or customer buying patterns).
To ensure and drive alignment across the organization on S&OP decisions, best practice says this is a formal recurring process and integrated with the financial planning process and projections.
What is the typical S&OP process?
Ideally in a manufacturing environment, this should be a regularly scheduled recurring meeting. In some cases, finance may lead the meeting as the coordinator and facilitator across the various functions.
Depending on the volatility, cycle times, size and complexity of the company, this meeting can be scheduled biweekly. If held too often, it can lose meaning and becomes repetitive; if not often enough, decisions can be missed; if not scheduled, it can lead to poor decisions.
The process is a cycle. Sales and marketing provide forecast data from their various perspectives which “syncs up” into a demand forecast (what I want). This is provided to manufacturing (including purchasing) to generate material and capacity planning and a response to the demand forecast (what I can produce). There may be multiple cycles here, but eventually a consensus is reached and provided to finance to generate the financial forecast. [2]
Who makes the decisions?
Ideally, it’s a group consensus with alignment. However, it is important to have an escalation process or overall decision maker.
Is someone in the S&OP meeting the final decision maker? OR
What is the process to decide if and when there is an impasse? (CEO/CFO/COO, etc.)
What’s the feedback mechanism?
For the S&OP process to be most effective, there needs to be a solid feedback loop to all the constituents. Specific details need to be provided to all involved as an outcome of the process.
Sales and marketing need to know what volume and mix of products will be available to sell.
Purchasing and manufacturing need to know what to buy and what to build.
Finance needs to know what will be built, what will be bought, what will be sold, and, most importantly, when, to build an attainable financial forecast and cash plan.
There is also a need for ongoing feedback during the ensuing period: sales communicating “what’s selling” and manufacturing providing what’s available (“what I’ve got”), turning the sales funnel into a megaphone (i.e., “I’m out of Prime Rib! Push the Meatloaf!”)
Turning the Sales Funnel Into a Megaphone [2]
What’s the bottom line?
The S&OP process works. It can be painful to start, but once it’s operating, it adds immense value to your business.
Thanks and credit to David Gavlik for his contributions and insights for the Sip Club.
David Gavlik is an operationally focused finance professional with 25+ years of financial experience in multiple products and industries (including biological products, complex hardware solutions, and storage / workspace equipment manufacturing and distribution) in companies ranging from $50-100M. https://www.linkedin.com/in/david-gavlik-7924666/
Jeff Osorio is a Consulting CFO with over 30 years of experience in operationally oriented companies ranging from pre-Revenue to $4B with over 40 ERP implementations in his portfolio. He is also an Adjunct Professor in the MBA program of the Leavey School of Business at Santa Clara University. https://www.linkedin.com/in/jeff-osorio-1412181/
[1]“Orchestrating Success”, Richard C. Ling and Walter E. Goddard, Copyright 1988 by John Wliey & Sons, Inc
[2]“Managing For Performance”, Jeff Osorio, Copyright 2024
Project Lead
The project lead should be a person with broad knowledge of the company’s business, processes, have the ability to articulate the ERP solution vision, have respect of the executive sponsor/committee and the personality strength to work with and ability to communicate effectively across functional lines, the implementation team, and the Executive sponsor/committee.
The project lead should be a key operational stakeholder. The project lead, for manufacturing companies, typically comes from the manufacturing, finance, or IT organization. I strongly recommend an IT employee not lead the project for a few reasons including the greater likelihood the project will be viewed as a corporate IT project (which it is not). Even the best IT employees do not understand the working requirement nuances of manufacturing and finance well enough, and it places the accountability on a support function as opposed to the people who will reap the benefits for the project’s success.
Cross Functional Teams
Core Team: It is imperative that an adequate number of key personnel from all impacted functions be assigned to the core implementation project team led by the Project Lead. These core team members will be relied upon to make/communicate important workflow decisions, obtain input at the appropriate time, and communicate decisions and status to the functional working team (discussed below).
Functional Working Team: Best practices have a separate working team for each function, led by the function’s Core Team member. The Core Team member’s responsibility to:
Be the project manager for the function they represent
Uncover any “gotchas” that need to be addressed prior to the ERP system go-live event
Communicate appropriate issues raised by the functional working team to the Core team
Drive tasks and open issues to closure
Ensure adequate resources are being assigned to the project within the function
Motivator and cheerleader for the functional working team members and across the function company wide
Please note in order to cover this topic in a condensed format requires some order of simplification and therefore limits the complexity and depth that can be contained in this narrative. In addition, to understand how a standard cost system actually works is beyond the scope of this content. However, the underlying premises remain true and the benefits of Standard Costing are very real.
From my experience, combined with the minimal research available on the topic, my estimation is about 75%-80% of manufacturing companies use Standard Cost as the basis for the inventory valuation. The remaining 20%-25% is comprised of, in descending order of use, Actual Cost, FIFO – which is a form of Actual Cost and Weighted Average Costing.
This is somewhat comforting to me, as personally I fundamentally believe Standard Cost is the best approach except for specific industries or situations. For example, Actual Cost would be preferred for suppliers to the US government (e.g., DFAS) where the contract requires Actual Cost be used so government auditors can review the results against the invoices submitted to the government for payment to the supplier.
In fact, the right question to ask is why such a high percentage of manufacturing companies deploy a Standard Cost system if Actual Costing will give me what I want. The answer to that question is along the lines of the old adage “be careful what you wish for, because you might just get it.”
The key to understanding is what lies behind the curtain. In an Actual Cost system, to understand your business results, the company must review all the transactions to understand the underlying details and the actual materials purchased/used for a specific transaction. In addition, the mere requirement of tracking specific purchases throughout the manufacturing process in order to maintain traceability and accuracy of material costs consumed is an overhead burden and a discipline that must be deployed in support of using an Actual Cost system.
It is important to note, the below example is not meant as a complete condemnation of Actual Cost as it does have its place, but rather serves as quick illustration of how Actual Costing can lead one to an incorrect conclusion unless the proper (hint: inefficient) analysis is performed on your results.
Actual Cost
By way of example, let’s assume a company manufactured standard catalogue Product A and sold one each at the List Price of $1,000 to Company B and one to Company C. During the procurement process, Purchasing realized they had to expedite material to meet delivery schedules due to an oversight in planning. This material expediting caused the cost for the unit sold to Company C to be $900 as compared to a cost of $600 for the unit manufactured for Company B. As a result the gross margin for the sale to Company C was only $100 ($1,000-$900) while the gross margin for the sales to Company B was $400 ($1,000-$600).
The total revenue for the two sales was $2,000. The total cost equaled $1,500 therefore the total profit margin was $500. Upon reviewing the monthly results, the company executives decided to implement a new higher pricing structure for future sales to Customer C, because of the poor margins for this customer.
Standard Cost
The basic premise of a Standard Cost system is manufacturing /operations are measured against an approved standard cost. This enables management to focus and limit reviews of the results to significant variances to the standard established instead of reviewing each and every transaction. By using the same example as above and adding a standard cost of $600 for Product A, the clear difference in management philosophy becomes very apparent.
In this instance, the Standard Margin for each sale would be the same $400, because the revenue for each sales would remain at $1,000 while the cost would be the same $600 standard established for Product A. The company would also record an unfavorable Purchase Price Variance (PPV) as a result of the higher cost of expediting material to meet customer demand.
During the review of the monthly results, the total revenue presented was $2,000 ($1,000 x 2), standard cost of $1,200 ($600 x 2) and an unfavorable PPV of $300 ($900 actual vs the standard of $600). By summing the three elements, the total reported Gross Margin was reported $500 ($2,000-$1,200-$300), which is the same as the results in the Actual Cost example. However, management focused on the real fundamental issue which was the expediting fee as the profitability for sales to Company B and Company C were the same.
Conclusion
To assign the actual cost of the expediting fees to the next sale is completely arbitrary when manufacturing for a standard product offering. In addition, it can easily lead to inappropriate business actions. In essence, as the above examples highlight, Standard Cost enabled management to have a meaningful discussion on the causes of the expediting fees as compared to focusing on the false assumption of having a customer with unacceptable margins.
There are other benefits to the organization other than financial review of results. Two examples are 1) the Purchasing department can be measured against their procurement cost objective quite easily, from a top level perspective, by reviewing the Purchase Price Variance balance and 2) Inventory transactions do not need to be transacted by lot/serial number unless required for government compliance to warranty validation. This saves operations from this overhead burden.
The true elegance and simplicity of Standard Cost becomes even more apparent when manufacturing in large volumes as compared to the simple example discussed above. The basic point to remember is Standard Cost enables management by exception (i.e., variance to standard) as opposed to managing the entirety.
The 5 most common reasons, in no particular order of frequency, I have encountered through the years for delaying the “go” decision to obtain an ERP are:
We can’t afford it
The company is not quite ready
The decision maker does not perceive the value given the cost
We can get by for another year
Accounting’s reluctance to migrate off the off-the-shelf accounting system
Some of the above reasons could be very valid. For instance, I can agree with “getting by” for companies in survival mode caused by an economic downturn or a short term business situation. However, an objective of “getting by” should not be acceptable for any company trying to grow and realize more profits in the long run.
On the other hand, I will never be able to understand/agree with accounting’s comfort level being a determining factor in deciding to upgrade the company’s core operational system. If the accounting team is not comfortable, it is certainly understandable as it will be a big change. However, this should not drive the decision to “Go”, because an ERP system skill set is something that will eventually be required by most people in the company and simply delaying the decision is deferring too many benefits.
The remaining reasons might be eliminated through proper education, analysis and open discussions. The education might take the form of discussions with ERP knowledge/expertise, internal meetings or researching ERP benefits Ultimately, the key question to answer is “are the benefits derived from having an ERP system (e.g., improved, efficiencies, leveraging information across the company, lowering cost, improving customer satisfaction) outweigh the cost of the ERP system?”
With regards to the above question, it is important to note, one thing many people fail to consider is an ERP system might pay for itself if it helps eliminate any one of the below situations.
A lost sale caused by the inability to deliver the product to the customer on the date requested
Failure to meet regulatory compliance (FDA/CE compliance or Export compliance). One issue is one too many and can be devastating to a company’s survival
Lost repeat sales caused by customer dissatisfaction caused by incorrect shipments, late deliveries, and non-workable product configurations delivered
Excessive obsolete inventory due to the lack of timely communication between Engineering, Finance and Manufacturing regarding Engineering Change Notices
Additional headcount required to compensate for inefficiencies throughout the organization
Implementing an ERP is not an easy task, but it is not something to be feared if managed correctly. The implementation will impact many employees, but that impact cannot be avoided and is best accomplished when your team has more bandwidth and is able to devote more time to fix/optimize processes. In addition, the company will not only reap the benefits sooner, but employee morale will increase as their frustrations diminish when they stop using an inadequate system.
In essence, the best time to implement an ERP system is not when you are getting crushed by the waves of growth. It is far better to get slightly out in front of the waves in order for you to ride the waves to success.
The last blog focused on the top 5 critical elements that can only be determined by asking customers of the ERP system. The first element, Software Quality, was covered in depth in my prior post. The remaining four elements are discussed below.
Quality of the Vendor’s Customer Support Organization
Simple question; how much value-add can the ERP system deliver if you don’t know how to use it correctly?
In short, reference checking is the only source of truth in the ERP selection process for these other key elements that are often overlooked in ERP selection process. Not performing solid due diligence on these items will greatly increase the risk of a bad decision.
The quality of the vendor’s customer support organization will have a major impact on your company’s ability to obtain maximum value from the ERP system. In addition, a strong training culture and offering is a key component of a vendor’s overall product solution.
Access to knowledgeable customer support representatives is a significant benefit that can reduce the likelihood of critical delays due to user error. Imagine you’re trying to close the monthly financial records and the system is reporting huge manufacturing variances. Being able to call the support hotline and talk to an experienced professional who can calmly and logically walk through the most likely case scenarios, as well as more challenging situations, with you to resolve the issue is an insurance policy that holds tremendous value.
The key answers that you need to determine are:
Can I easily get direct access to the customer support organization or am I likely to be stuck in a monolithic bureaucracy?
How knowledgeable are the customer support front line employees?
What is the response time for help or issue resolution?
How do the support representatives treat their customers?
Will they “nickel and dime” us for every time we contact them?
Will we be dealing with a reseller or will we have direct access to the ERP vendor?
Time, Pain and Cost of Implementation and Data Migration
Every ERP sales person will tell you their implementations will be done on time, with little pain and the professional service fees will be on-budget. Do you simply take them at their word or would you feel more secure if you asked some recently completed implementations about their experience?
The probability of a successful ERP system implementation is directly proportional to the vendor’s success rate on other implementations as well as the planning done before the implementation has even begun. Given this, does the vendor offer a structured implementation plan – will you know what, when and who will be responsible to execute each step of the implementation before you begin?
Some questions that might prove eye-opening:
Is there a written implementation and training plan with responsibilities, milestones and dates?
Did the implementation take longer than expected? If “yes,” what was the main cause?
Were the consulting/professional service fees quoted enough to get the company “up and running” or were there significant overruns?
Was the quality of the training satisfactory?
How painful was the data migration?
Was the implementation team on-site or readily available during the first month-end close to ensure everything was going smoothly?
While there is an abundance of white papers on “How to Select an Enterprise Resource Planning System,” most articles tend to focus on functionality requirements, technology issues and total cost of ownership. Though it’s obviously important to verify that the product features, platform and price of a system meet the requirements of your organization, it is extremely important to understand that functionality is the only thing that a demo can provide. There are other elements that are impossible to ascertain from a demo or in discussion with the ERP vendor.
Due diligence on the less tangible elements of a vendor’s total solution – such as software quality, ease of implementation and responsiveness of customer support – can only be accomplished by asking other companies that have used or are using the ERP systems being evaluated. Not performing the same level of due diligence in checking references that was performed in examining product functionality invites critical shortcomings to remain hidden until well into the implementation process. By then it may be too late to change.
In short, reference checking is the only source of truth in the ERP selection process for these other key elements that are often overlooked in ERP selection process. Not performing solid due diligence on these items will greatly increase the risk of a bad decision.
Top 5 Critical Factors
When checking references it’s important to ask the right questions. Product functionality questions are mostly resolved during the software demonstration process, so the objective of checking references is to measure the elements of a vendor’s total solution that cannot be reliably validated by the vendor through presentations and software demonstration. The Top 5 are:
Quality of the ERP software
Quality of the vendor’s customer support organization
Time, pain and cost of implementation and data migration
Scalability of the ERP software
ERP vendor’s commitment to your success
Quality of the ERP Software
Obviously, high quality software is an essential requirement in an ERP system. The frequency and severity of software bugs is a critical issue that can impact a company on many levels, from the consistency of financial reporting to the reliability of serial number and lot tracking. Software quality is an issue that cannot be resolved during the sales cycle in a demo or sales presentation. A sales engineer won’t provide a true representation of a system’s quality if they are having problems with a particular release or new product. Product specialists carefully script their demos to work around known issues so they do not come into play.
It’s especially important to gauge the quality of ERP systems that are new to the market or promote the fact that they are built on the latest technology platform. Sales reps will maintain that having the latest technology is a key advantage over a competitor’s more established system, but in many instances new software systems and products developed on emerging technology are unproven and lack market support and real world validation.
Usability is a quality issue that most vendors will claim, but is hard to validate without sitting down and using the software for an extended period of time in a real-world environment. One person’s definition of “user-friendly” can vary wildly from another’s based on the level of experience and simple preferences. If the system has bugs or shortcomings that require “work-arounds,” users will be tasked with performing multiple steps to achieve a routine outcome and will quickly become frustrated with the software.
Investigate the genealogy of the software. Who authored it? How many owners or name changes has it undergone? Was the product developed by the vendor or acquired through a merger or buyout? If the vendor is a reseller, do they have a position of strength with the software developer if needed? Gauging the quality level of a software system is an important consideration, and is an issue that can only be resolved outside the controlled sales environment. Talking to and asking questions of a good cross-section of individuals who are already using the system at their companies will be a good indication of the quality level of a system.
Questions to ask:
Is the product reliable? Does it do what it is supposed to do?
Does the system lock up frequently?
How many bugs are in the system?
Are there any work-arounds that you have to perform and how long have they been known issues?
How many software products does this vendor sell and support – are they focused on ERP?
If the vendor acquired the software:
When did the acquisition occur?
How many other platforms does the vendor sell/support?
If multiple platforms are being sold it may result in customer support and/or development dilution. In addition, you’ll need to fully understand if you will be forced to migrate to a higher level platform as you reach your growth objectives.
I will continue the detailed discussion on the four remaining elements on my next post.
To increase your odds of having a successful CRM deployment, in order to reap the benefits of the CRM system, the three critical success factors are:
Executive support and overview during both the implementation and post go-live
Record and Maintain Data that is accurate and timely
Clear process rules, consistently followed by the sales team
If ANY of these three elements above are not present, at time of CRM launch, you should defer the CRM deployment. Given their criticality, let’s take a closer look at each of these success factors.
Without the executive oversight and support, the company will be fighting an uphill battle with little chance of success, because sales reps will most likely resist using the CRM system for a variety of reasons including:
Input into CRM means less selling time
Some sales reps will lose their ability to “play it very close to the vest”. This will reduce their chances for them to feed their egos by being viewed as heroes, because their ability to close deals that were not forecasted will be greatly diminished
Sales Reps will have little desire be learn the value of a, properly deployed, CRM is to the company and to themselves. If this vision is not embraced by the sales team, CRM will be viewed as nothing more than bureaucracy that management decreed to control the sales team
Data Integrity
One of the most common and frustrating problems encountered with CRM systems is the lack of data integrity. Data integrity issues that typically appear are a) multiple instances of the same company appearing in the database, b) data entered with minimal context or timely content, and 3) data not being maintained.
Multiple instances of the same company occur, because a formal agreed upon a naming convention is not in force. For instance, without a formal agreement, four different accounts (Acme Products, Acme Products, Inc., Acme Products, Inc and Acme Products, Incorporated) might be created for the same company. The system will treat each account as separate and distinct accounts. Sales rep notes, attachments and even account contacts could be scattered across the four accounts. Think of the CRM has an obedient soldier; it will do exactly as instructed. It doesn’t know or even care the four accounts are really the same company. It doesn’t matter to CRM, because you told it, right up front, these accounts are separate and distinct. It is following your instructions perfectly. Good job, Soldier!
If the information is scattered across different accounts, the likelihood a sales rep or management will make an inaccurate assessment of a prospect increases, because they didn’t know important information was recorded in Acme Products instead of Acme Products, Inc. This will probably result in ineffective plans and actions had all the notes been recorded in the one true account.
Just as important, a flawed assessment of the prospect will likely be reached if notes are not recorded accurately with proper appropriate detail or not entered in a timely manner. If a culture of data integrity does not exist, the data will be become stale over time and information that was once accurate, can no longer be relied upon. Data integrity issues will cause users to resist using the system and by definition, the benefits derived from the CRM will be severely diminished.
Clear Process Rules
Management’s ability to interpret the entire sales pipeline, is driven by two variables; the prospects’ location in the sales cycle and the probability an opportunity’s estimated final quote amount to become revenue. The communication of the meaning of these two variable and subsequent enforcement of the application of categorizing the prospect’s location in the pipeline and the manner in which the probability percent is determined, is the only way the sales pipeline will be accurately assessed, across the management team.
As an example, during the CRM implementation process, the company will need to define its sales cycle into steps/stages; i.e. how many steps, in the sales cycle, will there be before the account reaches the opportunity stage? These steps determine the categorization of an account; i.e. at which step, in the sales cycle is the prospect?
The opportunity stage is typically the stage where the total dollar amount of the opportunity, is a variable to forecast revenue. If the likelihood of winning the deal is small, it is up to management to decide if the low probability warrants the account to be categorized as an opportunity. There is no single right answer. It all depends how detailed management wants to monitor and review the account as it marches down the sales cycle path. However, consideration must be taken to account that additional steps in the sales cycle equates to more time the sales rep will have to change the stage and the more categories management will have to review. At some point, too many steps in the sales cycle becomes counterproductive and frustration for the sales rep; less time to sell due to maintaining the accuracy of the stage.
Strict enforcement of the categorization rules are required, else different sales reps will use their own set of rules to determine a prospect’s location in the sales cycle. Different ways to categorize prospects will immediately reduce the assessment accuracy of the pipeline.
Summary
There are many benefits of having a successful CRM system deployed, but unless close attention is paid to the three key success factors, it will likely result being an expensive failure with consequences for those leading the project.
