IFS ERP Survey: The Demand IFS ERP S Th D d for Industry‐Specific ERP y p Overview
Background In the fall of 2011, a study was conducted among manufacturing executives and professionals of middle market to large manufacturers to better understand their need for industry‐ d t d th i df i d t specific functionality and how well those needs are being met. Thi t d ill i t This study illuminates: • The importance of industry‐specific functionality • How well those needs are met • What impact lack of fit has on the business
This study was conducted by IFS North America and Mint Jutras , an independent research‐based consulting firm consulting firm that specializes in analyzing the business impact of enterprise applications
Major Areas Explored Major Areas Explored How important is industry‐ specific functionality? How well do current applications fit their needs? How do manufacturers respond to functional gaps f i l How do functional gaps impact th i b i their business? ?
Applications included: Enterprise Resource Planning (ERP) Customer Relationship Mgt Relationship Mgt (CRM) Enterprise Asset Management (EAM) g ( ) Project/Portfolio Mgt (PPM) Supply Chain Mgt ( (SCM) )
Key Findings Key Findings • 67% of those surveyed indicate they required industry‐ y y q y specific functionality and even the 29% of those that did not still expressed a desire for it. • Those who require industry‐specific functionality: Th h i i d t ifi f ti lit – Are 12% less likely to have implemented ERP, but more likely to have implemented other applications – Rate the fit of their current applications only slightly lower than those who have no industry‐specific needs – Gaps are filled with additional applications and spreadsheets – But gaps in functionality add risk and present barriers to serving customers
Type of Business Type of Business Process Mfg f
38%
Discrete Mfg
36%
Other
12%
Consultant
7%
Contracting/Industrial Projects
5%
Utility
1% 0%
10%
20%
30%
40%
Type of Business Type of Business Industry-specific functionality is important Discrete MFG, 29%
All Other, 28%
Process MFG, 42%
Industry-specific functionality is NOT important All Other, 21% Process MFG, 28%
Discrete MFG, 50%
Complex business drives need f for specialized ERP tools l d l Industry specific functionality is much in demand among the respondent base. Vertical industry is not a good predictor of which businesses require greater vertical specialization in their ERP product. A better predictor may, according to the data, be the types of processes businesses are involved in. Those involved with extensive customer collaboration in an extreme project h l d h ll b reported a greater need, as did those involved with asset management and service management. The single group of companies with the most pronounced need for greater The single group of companies with the most pronounced need for greater specialized functionality was companies where managing return on assets (RoA) is a core discipline. The need for ERP with enterprise asset management (EAM) functionality creates “perfect (EAM) functionality creates perfect storm storm” that many enterprise solutions do that many enterprise solutions do not handle well.
Lack of specialization creates b business risk k A majority of respondents reporting a lack of required industry‐specific functionality report losing productivity to time spent entering the same data in different systems – ERP and ancillary systems necessary to close functional gaps. A majority of this group also reports decreased real time visibility, l d leading to an increased degree of business risk. dd fb k We would suggest that these two factors are related. As while ERP and other enterprise software is designed to enhance visibility, the use of ancillary systems ranging from spreadsheets to point solutions with limited or no i f dh i l i i h li i d integration with ERP will reduce visibility. This in turn hinders decision making and allows problems with important elements of the business to continue undetected until a crisis state is reached undetected until a crisis state is reached.
Importance of Industry‐Specific Functionality l 80% 67%
67% 60%
60% 40% 20% 0% Desire more industry‐ Desire more industry‐ specific functionality
Industry‐specific Functional Gaps caused by Industry‐specific Functional Gaps caused by functionality an important Industry‐specific Req'ts factor
Basis of Data Cut: Yes Industry‐specific Functionality is Required
Profile of those needing d f f l industry‐specific functionality Yes 50%
42% 43%
48%
43% 37%
40% 26%
30%
33%
No 45% 44%
43% 28%
45% 44%
32%
20% 10% 0% Batch Process
Asset Management
Continuous Custom Engineer to Make to Order Repetitive Process Manufacturing Order Manufacturing
Standard business processes still present functional gaps, but respondents were more or less evenly divided between needing and not needing more vertical functionality.
Profile of those needing d f f l industry‐specific functionality Yes 40%
No
36% 32%
30%
26% 21%
20%
16% 11%
10%
15%
18%
16% 10%
0% Configure to Order
Depot Repair
Design Fabricate Engineer Procure Construct Construct
Service Management
The three to the right involve more intimate interaction with customers during design, manufacturing and fabrication processes. This is where we see a more significant difference.
Profile of those needing industry‐specific functionality d f f l Yes 75%
68%
Basis of Data Cut: Yes Industry specific Industry‐specific Functionality is Required
No 71%
65% 50%
50%
25% Large, high‐value, and complex projects p p j
Managing RoA is a core discipline p
Desire for More Desire for More Yes 90%
No
Basis of Data Cut: Yes Basis of Data Cut: Yes Industry‐specific Functionality is Required
85%
60% 30%
29%
0% "Would like to have" more industry‐ specific functionality specific functionality
While the majority of those who require industry specific functionality would like more, even 29% of those who do not require it, desire it.
What are they using now? What are they using now? 90%
Yes
85%
No
Basis of Data Cut: Yes Industry‐specific Industry specific Functionality is Required
75%
60% 41%
36%
44% 40%
30%
35% 32% 19% 16%
7% 5%
0% ERP
CRM
PPM
EAM
SCM
Other
Somewhat less likely to have implemented ERP, but not other applications. ERP is most likely to be impacted by industry‐specific processes and practices. Not finding the appropriate solution can prevent investment.
How well do they fit now? How well do they fit now? Yes 4
3.6
3.8
3.7 3.7
3.6
Basis of Data Cut: Yes IIndustry‐specific d ifi Functionality is Required
No 3.8 3.5
3.7 3.7 34 3.4
3
2 ERP
CRM
PPM
SCM
1
Poor (many functional P ( f ti l gaps on a daily d il basis) b i )
2
Deficient (prevents us from growing)
3
Neutral
4
Good (Does most of what our industry needs)
5
Excellent (no functional gaps)
EAM
How do gaps hurt your business? We are doing non value added work like d bl double entry in multiple systems, negatively t i lti l t ti l impacting productivity
58% 63% 53%
We do not have real time visibility, increasing risk
44% 23% 23%
We cannot grow our business as quickly as we would like
Increased risk
28%
We are limited in our ability to serve the customer
9% Yes No
5% 5%
Other (please specify)
0%
25%
Basis of Data Cut: Yes B i fD t C t Y Industry‐specific Functionality is Required
50%
75%
How do you deal with f functional gaps? l 56%
60%
Yes
47%
50%
No
40% 30% 20% 10%
Basis of Data Cut: Yes Basis of Data Cut: Yes Industry‐specific Functionality is Required 26%
20%
18% 12% 4%
2%
6%
5%
0% We run more We perform We perform We modify the We create our than one extensive work in extensive work in source code of own custom, enterprise spreadsheets paper‐based enterprise “home grown” application to get and other tools systems software applications everything we outside of our need enterprise application
5%
0%
Other (please specify)
Comments on desired vertical f functionality required l d • •
•
• • •
Asset Tracking Capabilities. We are a route based company that manufactures and distributes products on route trucks. Route management ability is a key component of the business. We use 2 different ERP systems within our company, sounds strange but it d ff h d b depends what business division you're in as to what system is in place. A simplified method of conversion from one to another would be cool. Like a "universal universal translator. translator“ Simplified reports that can be used with suppliers and customers to show status and resolve problems. Better linkage between financial systems and operational systems Better linkage between financial systems and operational systems. Tools for re‐use of components/resources across different orders.
About IFS About IFS IFS is a public company (OMX STO: IFS) founded in IFS is a public company (OMX STO: IFS) founded in 1983 that develops, supplies, and implements IFS Applications™, a component‐based extended ERP suite built on SOA technology. IFS focuses on agile businesses where any of four core processes are strategic: Service & asset management, t t i S i & t t manufacturing, supply chain and projects. The company has 2 000 customers and is present in more company has 2,000 customers and is present in more than 50 countries with 2,700 employees in total.
IFS ERP Survey: The Demand IFS ERP S Th D d for Industry‐Specific ERP y p Contact Information: Charles Rathmann, Analyst IFS North America 262.317.7419
[email protected]