Sme Informationization Roadmap System Integration

Why do SMEs need to plan before buying systems?

The most common waste is not the system’s high price, but rather the fact that the procurement reveals a mismatch of processes, staff members’ duplicate entries, data not being exported, or the use of tools by different sectors without harmonizing customers, commodities, and orders.

Planning does not need to start with a heavy report. First, the responsible person will define the business priorities for the next one to two years, then choose a link that affects income, delivery, costs or risks, and sort out roles, status, data and anomalies. Only by knowing where the problem is at will the process can be optimized, mature products configured, systems integration or customized development.

Step 1: Draw out to end of business processes and accountability boundaries

The “purchase-to-delivery” “orders” or “sale-to-closure” are “successful” units that record who initiates each node, what information is needed, what data is generated, who approves, how unusual is handled. Instead of just drawing the desired process, they should draw on recent real orders and recovery practices in unusual cases.

The result of the process combing is not to remove all flexibility, but to identify the elements that must be harmonized and that require manual judgement.

• Recording of waiting, duplicate entry, return to work and manual aggregation nodes
• Clarify process owners and cross-sectional handover conditions
• Distinguishing standard processes, exception processes from inhibition scenarios

Step 2: Determination of systemic boundaries and selection principles

High-standard finance, synergy, base CRM or marketing can prioritize the assessment of mature products; custom development can be considered to create a differentiated enterprise capacity, a multiple role or a special business rule. Where systems are available to meet most of the needs, integration and local adaptation are often less risky than full replacement.

The selection process involves checking the API, data export, privileges, moving end, deployment, vendor services, renewal, migration and secondary development of the boundary.

Step 3: Harmonization of primary data, indicators and systems integration

When different systems use different names, states and calibres, even if the interface is mediated, reconciliations and errors are constantly generated. Enterprises should be clear which system is the primary data responsibility, which fields can be rewritten, and who handles the sync failure.

The key links must be designed, such as a retest, a retest, compensation, logs and manual reconciliations, especially orders, inventories, payments, invoices and financial data, and cannot verify that the normal request is successful only once.

• Create master data catalogues, codes, calibres and responsible persons
• Define fields, status, frequency and error handling for interfaces
• The operating board indicators can be traced back to the details of the operations.

Step 4: Construction phases by value and risk

The first phase usually focuses on a core closed loop, completing process onlineization, basic master data and the necessary interface; the second phase expands upstream and downstream synergies, business analysis and mobile use; and the third phase reprocesss prediction, intelligence and cross-organizational capabilities. Each phase should be of independent value and build data and use experience for the next phase.

It is recommended that the budget be maintained as a clarification and risk buffer, without “number of pages” as the main unit of estimate. The scope, if not clear, can be developed by making diagnostics and prototypes before more reliable implementation proposals are made.

How SMEs information projects are received and run on a continuous basis

Receiving and inspection requires coverage of real operations, anomalies, privileges, interfaces, migration, performance, backup and back-up. The system confirms data initialization, user training, support windows and old process decommissioning; post-line observation usage, data integrity, average processing cycle, back-up, backlog and manual aggregation time.

Example: The enterprise handles 1,000 orders per month, requiring an average of three cross-sectional confirmations, 8% of which are returned because of missing information. The target can be set at 98% for the first period, the average number of confirmations down to within two and the return rate is not higher than 5%. The figures are used only to illustrate the measurement method, and the official target should be confirmed on the basis of the real baseline of the enterprise.

• Source code or configuration, interface, deployment and data migration material integrity
• Key users are able to operate independently and know how to handle anomalies
• Business indicators use the same statistical calibration as before and after the line