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Mid-Market ERP Solutions

The need for an ERP system can be viewed with respect to the organization objectives, key drivers and finally the choice of solution. Titan Technologies have the accumulated years of industry experience in applying the process of ERP implementation for the Mid-Market organizations. We provide a ground floor approach in building the foundation to a successful ERP solution implementation from assessment of the Organizations Objectives, Key Decision Drivers, Identifying Solution and Implementation.
ERP: Is it a universal remedy for business improvement?
A successful ERP implementation has to follow series of Iterative analysis as follows
Analysis of Organizations Objectives:
The objectives of embarking on an ERP implementation are to:
  • Align business objectives with technology solutions.
  • Evolve in the organizational value chain by enhancing customer confidence and stakeholder commitment.
  • Achieve better organizations resource and asset utilization.
What are the Key Decision Drivers?
  • Introduce efficiency and improvement of its business processes
  • Achieve transparency and availability of data across functions
  • Obtain right Information at right time for effective decision making
  • Improve utilization of human capital and assets
  • Improve financial management
  • Cater to requirements of legislations in financial reporting
  • Streamline the supply chain processes
  • Improve Customer Relationship Management
  • Achieve efficiency in organizational reporting
  • Ensure data security and data scalability
  • Adopt systems that address changing technologies
Identifying a Solution:
  • Introduce process enablers and best practices by adopting standard packaged solutions which have already been implemented across organizations
What are the Challenges of an ERP Implementation in the Mid Market?
The path treaded by an organization from identifying the need for an ERP till the implementation is a long one. This involves identification of business needs, budgeting for the procurement of product and services, evaluation of various products to suite its business needs, staring the implementation journey and finally adopting the ERP as an organization wide solution.
The challenges that an organization goes through in the ERP journey are primarily:
  • Choice of solution: This is a critical decision that an organization needs to take. However it is imperative to consider the size of the business operations, the projected scaling in the years to come, geographical spread, nature of business and investment figures as key factors in determining the choice of solution to be adopted.
The key considerations evaluation and selection of an ERP are:
  • Scalability-ERP solutions are designed to grow with the company. Unlike some stand-alone applications, they do not succumb to volume and change pressures, leaving you to start over from scratch.
  • Vendor management— Managing a glut of vendors for customer service is not easy. An integrated suite gives you one solution supplier to work with.
  • Functionality—Access to the functionality required to run the business over time—at an affordable price point. It may not be the cheapest choice at first—but it will usually be the most economical in the long run as your business needs grow and change.
  • Reliable service and support—The ability to access affordable service and support is critical. It is easier to support an integrated ERP environment than a mixture of different applications.
Implementation Process: This is major and time consuming activity which involves analysis of the organizations processes, recommendation of good practices, mapping the processes to the package, data management, implementation and support. The choice of the implementer is a critical factor as the experience of implementation using standard approach and methodology for implementation, Project Management, Change Management are factors of success. Also important are the implementers knowledge of the client’s business processes, local conditions etc.
The key considerations for implementation are:
  • Knowledge of application: ERP’s are designed on state of the art architecture using best practice business functions, hence knowledge of the application is essential for the implementer.
  • Experience in implementation: ERP implementation involves adoption of standard approaches, ability to resolve situations and issues and transfer of knowledge. This relate to the experience of the implementer is a key consideration factor.
  • Reliable support: The ability to provide post implementation support is critical as a lot of issues arise once an organization starts using the application. The implementer necessarily needs to provide the support services after the implementation.
  • Internal Change Management: An ERP implementation entails changes in processes and reporting structure. Addressing this paradigm shift is a process that the organization has to go through. This will help in achieving the acceptability of the users to the new systems.
  • There are three drivers of change management:
      People: They are the key players in any ERP implementation. The people of the organization will be in the capacity of process owners, application users and administrators of the application. The challenge of an ERP implementation is to achieve the acceptability of the system to the people and for them to perceive the benefits to the organization and to their way of working.
      Process: One of the returns on investment is adopting business best practices by virtue of an ERP. These processes impact the efficiency levels to be attained by the organization.
      Technology: Implementation of ERP automatically entails adopting technology that will address scalability, death of distance and upgradeability to newer technologies.

  • Commitment of the Organization: ERP has to be viewed as a process enabler rather than a package to be installed and run. The implementation process is a journey towards achieving organizational efficiency. This demands a strong commitment of the organization’s stakeholders throughout the entire process.
A few things to ponder when planning for ERP
  • Which processes are most important now and why?
  • Does this system meet our needs or go beyond them?
  • Who will be the change champion(s)?
  • Who are the stakeholders?
  • What is the business culture at our company and what are its strengths?
  • What subcultures do we have and what are their strengths?
  • How can we apply those strengths to business change?
  • What cultural attributes are weak or will interfere with the change?
  • What will be the toughest changes, and how will we address them?
  • Who will be responsible for change management?
We are partnered with the following major ERP vendors:
  1. SAP – SAP Business One, SAP Enterprise One
  2. Microsoft Dynamics- Great Plains, CRM, Axapta
  3. QAD- MFG Pro
  4. Infor- Infor10 ERP Enterprise , Lawson
  5. Oracle EBS
For more information please feel free to submit your request here .