Implementation of MRP or ERP software is a complex project, regardless of the price of the software. Depending on the size and scope of the implementation, the project can take from a month to a year.
Successful implementation depends largely on the quality of cooperation between supplier and buyer, but also largely on understanding the following rules of successful implementation:
Implementation of manufacturing software is a serious project. The buyer must set up a project group, appoint its leader, and provide the necessary resources (mainly time) and authority. An implementation schedule must be defined and executed in cooperation with the supplier. The head of the company is not required to be the leader of the implementation project, but they must provide support and control.
It is not practical to automate all at once. Such implementation would be very costly in every sense. The implementation project should be divided into reasonable steps, including separating the organizational activities from purely technical issues.
The aim of the project should not be the automation of the existing order, but rather, improving the efficiency and control of production. During the implementation project, the company is able to streamline its business processes using the best practices available, which allows the enterprise to be managed more effectively.
It is reasonable for the final decision on implementation to be made based on the results of the test run. To test the software, it is recommended to allow the software to manage a part of the daily work  – for example, to automate the production of orders from the customer.