Organizations employ Enterprise Resource Planning (ERP) to use certain integrated applications for managing their business in an effective way and to automate several back-office functions related to human resources and services. If an ERP is expected to handle this efficiently, any organization’s Business Process Re-Engineering (BPR) needs to be strongly in place; BPR being the process of eliminating obsolete practices and boosting efficiency and productivity. In short, a weeding out of the organization is done by the BPR.

Hence, it’s a no-brainer – you have to have your BPR in place before implementing an ERP otherwise the results you achieve may not be the results you perceive. Many organizations have processes which are either not documented well or if they are, they are extremely tedious and difficult to follow. This can be a direct result of employees inventing their own processes along the line according to their ease and convenience. In many organisations this is the norm; the existing practices and processes receive the short end of the straw making them susceptible to lower efficiency and productivity. Not having a BPR makes it harder to track those who are not following the processes within the company. Following are the reasons why BPR should always be put before an ERP implementation –

On the other hand, companies that take the time to define processes up front ultimately end up optimizing their implementation durations and costs, allowing the technical resources to focus on how the software can be best configured to meet the existing processes.

Business Process Reengineering is essential for ERP implementations. Choose the smart way and do your BPR before ERP. With this strategy, your ERP implementation will be faster, less expensive, and easily accepted by the employees.