This post is reproduced, in part, from the Megaventory blog. Megaventory is a vendor of inventory management software. Please visit Megaventory’s blog to read the complete interview.
Tell us a few words about you or your company and your personal role in it
Our firm, Pemeco Consulting, has been in business since 1978. Over this period, we have transformed from an IT service bureau into a pure IT consulting/advisory firm. Though the service bureau and consulting business models are very different, our evolution happened quite naturally. In the 1980s, manufacturing and distribution organizations came to us looking for help selecting and implement sophisticated software for material requirements planning (MRP) and production scheduling functions. In the 1990s, software vendors began to extend MRP software functionality to other business functions. And, we correspondingly expanded our range of services. We’ve been in the ERP consulting space long before it was called ERP.
Personally, I joined the firm in 2009. I’m lawyer, an MBA, and a part-time MBA professor of Systems Analysis and Design at the Schulich School of Business at York University (ranked #9 worldwide by the Economist Magazine). I advise clients on IT/ERP strategic planning and project manage their selection projects.
Do you have expertise in a particular brand of ERP software or are you totally brand-agnostic when it comes to your consulting? Why did you make such a choice?
Pemeco Consulting is 100% vendor-agnostic. As an advisory firm, we’re in the business of filling our clients’ expertise gaps in the areas of IT strategy, ERP selection, ERP implementation, and post-implementation optimization. Our clients need to trust that the recommendations we make as trusted advisors are in their best interests. The only way we can maintain this trust is if we shun benefits offered by software vendors and resellers. In other words, our business model is built around the principle that our advice and services are un-conflicted.
Do you specialise in a particular part of the total spectrum of ERP functionality (CRM, inventory, manufacturing, distribution, financial, project management etc.) or do you offer a broader service?
As a firm, we specialize in the project management of all things ERP – including strategy, selection, implementation, and post-implementation optimization. Our objectives are threefold, to deliver projects: 1) on-time, 2) on-budget, and 3) according to defined performance expectations. To do so, we generally build teams that include personnel from our firm, the vendor, and the client.
Do you have certain tools and/or approaches you use when working with your clients?
We rely on proprietary project management methodologies that we’ve designed specifically for complex ERP-related projects. For example, our ERP implementation methodology – Milestone Deliverables: The Hands-On Approach to Implementing ERP Projects – is published, and our book sells in more than 40 countries. The underlying premise is that teams are more effective if they work towards small, tangible, and achievable targets.
Our clients trust us to bridge the gap between its business needs and an ERP-optimized future state. To successfully bridge that gap, the client has to buy-in to the proposed changes. However, it should never do so blindly. Therefore, it’s critically important that the client’s people be appropriately involved in the projects – both to make effective decisions and to undertake project-related work.
One of the ways we do this…
To read the rest of the interview, please visit Megaventory’s blog here.
This Article was reproduced by Pemeco Consulting with the express authority of Megaventory.com. Pemeco Consulting provides this content to help educate enterprise software buyers on prospective vendors. Pemeco Consulting is 100% independent, impartial and vendor-agnostic. Pemeco does not warrant the accuracy of the content contained herein, nor does it endorse the specific product(s) referenced herein
