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ERP Transformation – Lawson

A cure for what ails


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After years of making big investments in ERP, many business leaders are experiencing the sinking feeling that they just aren’t getting the value they expected. For some, after putting more effective processes in place, they find that the new processes are stubbornly labor-intensive. In other cases, automated systems require surprisingly large headcounts. Warning signs such as excessive past-due invoices and persistent inventory variances reflect bigger problems in the supply chain. Whatever the symptoms, the illness is unmistakable. But the cure might be easier than expected.

At Deloitte, we realize the importance of combining deep technology experience with practical business strategy. We have access to a broad range of capabilities across consulting, financial advisory services, tax and risk management worldwide. This allows us to offer an integrated approach to service delivery, which helps us understand how ERP transformation initiatives can impact your organization. Learn more about the offering.

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Healthy prognosis
It’s easy to blame the technology when you’re not seeing value from investments. While technology is sometimes to blame, the real problems often lie elsewhere. Maybe your business strategy has changed so much that the technology hasn’t followed quickly enough. Maybe the business itself looks completely different than it did at implementation, after a string of mergers and acquisitions. Or after years of proliferating one-off, home-grown applications, the core system is hamstrung by non-strategic technology assets.

ERP transformation is one way to get things back on track. Beginning with an assessment to determine whether or not you actually have a problem, transformation can help clarify the challenges so you can focus your resources more effectively. Our Lawson practice is recognized as a leader in helping organizations get more from their existing investments and making smart investments for the future.

How we can help

At Deloitte, we realize the importance of combining deep technology experience with practical business strategy. We have access to a broad range of capabilities across consulting, financial advisory services, tax and risk management worldwide. This allows us to offer an integrated approach to service delivery, which helps us understand how ERP transformation initiatives can impact your organization. 

And when it comes to technology, we are leaders in getting the desired results from your investments, with an insider’s view on Lawson’s latest capabilities and new developments. As Lawson’s longest-standing and largest professional services alliance, we are part of a strategic relationship that can deliver tangible results for our clients. We offer services in the following areas:

  • Business process redesign
  • Implementation and integration
  • Supply chain transformation
  • Finance transformation
  • Shared Services capabilities
  • HR service delivery model design
  • Project management

Bottom-line benefits

  • Reduce costs and improve margins by connecting operations with timely business management information
  • Improve accounts-payable processing with full capture of vendor discounts and more favorable supplier contracts
  • Reduce the number of necessary vendors and improve product availability through product standardization
  • Lend structure to supply chain and finance processes, using industry-focused leading practices
  • Develop automation capabilities to reduce errors and exception handling requirements, and streamline business processes
  • Tightly align staff roles and security protocols with assigned duties
  • Improve user engagement with more intuitive interface tools

Three ways to get more value now

We’ve helped some of the leading companies in the world get more value from their ERP transformation efforts using Lawson solutions. Here are a few things we’ve learned along the way:

Start with the business – not the technology. Don’t let technology features and capabilities drive the scope of your implementation or upgrade project. Start with clear business objectives and build out from there. It’s an approach that can make otherwise tough technology decisions a lot easier.

Keep adoption in your sights. “But will they use it?” is one of the most important questions to ask at each step of a Lawson implementation or upgrade. Find out what users are looking for, and lean on new user interface tools to give them intuitive solutions they’ll actually use.

Take an industry-focused approach. Whatever you want to do, chances are it’s been done before. Deloitte’s Industry Print™ allows you to use industry-tailored requirements to help lessen the time required to design and implement new solutions.

ERP Transformation in action

  • A large network of specialized hospitals recently completed a Lawson implementation of financials and materials management but were not pleased with the overall outcome. They asked Deloitte to conduct a post-implementation assessment to determine why the original implementation was falling short of business requirements and intended results. We made more than 36 specific, actionable recommendations in the areas of process, reporting, data integrity, internal controls and training. The resulting actions were prioritized based on financial impact (ROI) and ease of execution.
  • A leading academic medical center in the Western U.S. recently sought to transform their health campus as part of a strategy to take their research capabilities to the next level. Deloitte was engaged to lead the effort to implement Lawson. First, we consolidated their individual physician practices under a single umbrella and operating mode. Then, we helped with the integration of recently purchased hospitals. These efforts are resulting in savings from outsourcing costs from the original systems, consolidation of operations, and aligning practices for further growth.

As used in this document, “Deloitte” means Deloitte LLP and its subsidiaries. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.

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