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ERP Processes User in Business Process Redesign

ERP Processes User in Business Process Redesign

$249.00
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This curriculum spans the full lifecycle of ERP-driven process redesign, equivalent to a multi-phase internal capability program that integrates process assessment, system configuration, and organizational change management across finance, procurement, and operations functions.

Module 1: Assessing Current ERP Process Landscapes

  • Conducting cross-functional process walkthroughs to map transactional handoffs between procurement, finance, and inventory modules in SAP or Oracle ERP systems.
  • Identifying redundant data entry points by analyzing integration touchpoints between ERP and external CRM or HR platforms.
  • Documenting exception handling routines for purchase order discrepancies across regional subsidiaries with differing compliance requirements.
  • Validating master data consistency by auditing vendor, material, and GL account records across multiple ledgers and business units.
  • Measuring process cycle times for month-end close activities, including intercompany reconciliations and cost allocations.
  • Interviewing super-users to uncover workarounds used to bypass system constraints in order fulfillment workflows.

Module 2: Defining Business Process Redesign Objectives

  • Aligning process KPIs—such as order-to-cash cycle time or inventory turnover—with enterprise strategic goals during steering committee sessions.
  • Establishing baseline performance metrics for key processes before redesign using ERP transaction logs and audit trails.
  • Negotiating ownership boundaries between finance and operations for cost center reporting and budget control processes.
  • Defining scope exclusions for redesign initiatives to prevent mission creep, particularly around legacy system interfaces.
  • Developing use case prioritization matrices based on implementation effort, compliance impact, and ROI potential.
  • Facilitating workshops to reconcile conflicting process requirements from global business units with local regulatory constraints.

Module 3: Designing Integrated ERP Process Flows

  • Redesigning procure-to-pay workflows to enforce three-way matching while accommodating emergency procurement exceptions.
  • Standardizing chart of accounts structures across divisions to enable consolidated reporting without manual adjustments.
  • Configuring approval hierarchies for capital expenditures that reflect delegated authority matrices and audit requirements.
  • Designing production order settlement rules to accurately allocate overhead costs in discrete manufacturing environments.
  • Mapping integration logic between warehouse management and financial inventory valuation modules to prevent reconciliation gaps.
  • Specifying data transformation rules for customer master records during mergers or acquisitions involving ERP consolidation.

Module 4: Managing Master and Transactional Data Governance

  • Implementing role-based data stewardship models to control creation and modification of vendor and customer master records.
  • Establishing golden record protocols for material master data, including classification, unit of measure, and costing fields.
  • Designing data validation rules at point of entry to prevent invalid GL postings in journal entry workflows.
  • Creating procedures for periodic cleanup of dormant vendor accounts and obsolete inventory items to maintain data integrity.
  • Configuring data retention policies for procurement transaction history in compliance with tax jurisdiction requirements.
  • Integrating MDM solutions with ERP systems to synchronize product and customer data across enterprise applications.

Module 5: Configuring ERP Systems for Redesigned Processes

  • Customizing workflow templates in SAP Workflow or Oracle BPM to reflect revised approval chains for purchase requisitions.
  • Setting up alternative accounting principles in parallel ledgers to support IFRS and local GAAP reporting requirements.
  • Defining production version routing and BOM selection logic in discrete manufacturing modules based on plant capabilities.
  • Configuring intercompany transaction rules to automate billing, settlement, and elimination entries in consolidation.
  • Implementing batch management rules for traceability in regulated industries such as pharmaceuticals or food and beverage.
  • Adjusting depreciation key assignments in asset accounting to align with tax and financial reporting policies.

Module 6: Validating and Testing Process Changes

  • Developing test scripts that simulate end-to-end scenarios, including month-end accruals and inventory revaluation.
  • Executing parallel run comparisons between legacy and redesigned processes for financial closing accuracy.
  • Validating integration points between ERP and external systems using mock EDI and API payloads.
  • Testing user role assignments to ensure segregation of duties for procurement, payment, and accounting functions.
  • Simulating high-volume transaction loads to assess system performance during peak periods like quarter-end.
  • Documenting defect resolution workflows and assigning ownership for configuration corrections during UAT.

Module 7: Enabling Organizational Adoption and Change Management

  • Developing role-specific training materials based on actual transaction paths used by accounts payable clerks or planners.
  • Identifying change champions in each business unit to model new process behaviors and provide peer support.
  • Rolling out revised processes in phased waves by region or division to manage operational risk.
  • Monitoring user login and transaction activity post-go-live to detect adoption gaps or resistance patterns.
  • Establishing feedback loops for users to report process inefficiencies or system errors during stabilization.
  • Adjusting performance incentives and accountability metrics to reinforce adherence to redesigned workflows.

Module 8: Monitoring, Optimizing, and Sustaining ERP Processes

  • Configuring process mining tools like Celonis or SAP Signavio to detect deviations from standard order-to-cash flows.
  • Reviewing periodic reports on open item aging in accounts receivable to identify bottlenecks in dispute resolution.
  • Conducting quarterly process health checks to assess compliance with SOX controls and data governance policies.
  • Updating process documentation in Confluence or SharePoint to reflect configuration changes and policy updates.
  • Managing change requests for new business needs through a formal CAB process to prevent uncontrolled customization.
  • Benchmarking process performance against industry standards to identify continuous improvement opportunities.
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