By Jake Rohrer, manager, Wipfli
In the world of plastics manufacturing, implementing a new ERP system is more than just a technology upgrade; it’s a business transformation. The decisions made before implementation even begins often determine whether the project delivers value or becomes a costly detour. Too often, companies rush into selection and implementation without fully preparing for what lies ahead. ERP readiness isn’t just about choosing the right software; it’s about aligning that software with a business’s unique needs, people and processes.
This article will explore three essential components – strategic planning, solution validation and organizational readiness – that help manufacturers approach ERP selection with clarity and confidence. When done right, this preparation lays the foundation for a smoother implementation and faster return on investment.
Strategic Planning
Strategic planning begins with building a clear and prioritized set of ERP requirements that reflect how a business operates today and how it needs to operate in the future. Plastics manufacturing involves operational complexities that generic ERP systems often overlook:
- Multi-cavity scheduling
- Family mold management
- Regrind inventory tracking
- Process monitoring
If not documented early in the project, missing system functionality can result in costly workarounds, inefficiencies or even implementation failure. These requirements are best uncovered through structured collaboration – cross-functional workshops, surveys and process mapping sessions that bring together insights from across the organization. Once gathered, requirements should be prioritized based on their impact on business performance, helping teams focus on what truly drives value.
With this foundation in place, the next step is to explore the ERP landscape for solutions that align with the organization’s needs. This can be done through a formal RFP process or a more informal market scan, depending on the available time and resources. A structured RFP takes longer to prepare but provides a much clearer picture of how well each system fits the requirements, especially when vendors are asked to respond to detailed scenarios. Evaluating solutions through the lens of the business priorities helps narrow the field to those most likely to deliver lasting value. From there, the focus shifts to progressing an understanding of product fit through hands-on experience with the software itself.
Solution Validation
Validating ERP solutions is about more than checking boxes – it’s about building confidence across the team that the system can deliver in practice. This process begins by identifying what the evaluation team needs to see to make a well-informed recommendation. Decision criteria should cover software functionality, vendor capabilities, implementation approach and long-term support. These criteria should guide every interaction with vendors, from early conversations to final demonstrations. When clearly defined, they help keep the evaluation process focused and consistent, ensuring that all stakeholders are aligned on what matters most.
With decision criteria in place, the next step is to structure how the organization evaluates each system in action. A well-crafted demo script, built around the highest-priority requirements, prompts vendors to demonstrate how their software handles real-world scenarios specific to the business. This ensures that presentations are relevant, comparable and grounded in operational context. Pairing the script with a structured scorecard enables the evaluation team to capture both objective observations and subjective impressions in real time.
This approach helps balance instinct with evidence, reducing the risk of bias or overlooked red flags. Ultimately, a thoughtful validation process ensures that an ERP decision is grounded in real-world performance – not assumptions.
Organizational Readiness
Early in the project, the executive team should begin evaluating which internal resources will be critical to implementation success. As the scope, timeline and resource requirements become clearer during the evaluation phase, these plans should be refined and solidified. Identifying and preparing the right people early helps ensure a smoother transition into execution. Key roles typically include:
- Steering Committee: An executive team with shared responsibility for the success of the project.
- Executive Sponsor: Provides strategic oversight, removes roadblocks and champions the project at the leadership level.
- Project Manager: Oversees day-to-day execution, manages timelines and coordinates across teams.
- Business Analysts: Translate business needs into system requirements and ensure alignment throughout the project.
- Department Leads: Represent functional areas, make key decisions and support change within their teams.
- IT Lead: Supports system integration, infrastructure readiness and technical troubleshooting.
Starting this process early guarantees that the right people are in place and prepared to lead when the project moves forward. It also sends a clear message to the organization that this is a high-priority initiative, one that deserves focus, commitment and energy.
As the evaluation process progresses and the future ERP solution becomes more defined, it is equally important to begin shaping the organization’s change story. This narrative should clearly explain the purpose behind the ERP investment, connect it to the challenges that prompted the evaluation and outline the improvements the new system is expected to bring.
Over time, the story should evolve to reflect a deeper understanding of the selected solution and its impact on the business. As the project start date approaches and resources begin transitioning into their roles, this story becomes a powerful tool for aligning teams, setting expectations and building momentum for the change ahead.
Strong ERP implementations are built on the work that happens long before a system is selected. Time spent upfront defining requirements, validating solutions and planning for change leads to fewer surprises and stronger outcomes. This early investment accelerates time to value, improves cross-functional visibility and positions the business to respond more effectively to customer and market demands. If considering a new ERP system, now is the time to prepare. The earlier an organization starts, the more control it will have over the journey ahead.
Jake Rohrer is a manufacturing digital strategist at Wipfli, assisting clients with all facets of enterprise technology evaluation, implementation and optimization. As a digital strategist, Rohrer assists clients with architecting a digital strategy and roadmap tailored to their unique conditions. Leveraging his background in Lean Six Sigma, Rohrer specializes in improving organizational processes through applying data and technology solutions.
More information: www.wipfli.com