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Chapter 6 • Software and Vendor Selection 173

architecture provides solutions that are easier to implement, run, and upgrade and that give companies the
flexibility to respond quickly to market changes, new business opportunities, and new technologies.
IFS has a solid, growing presence in the North American business software market. IFS North
America serves medium-size to large companies in a variety of key industries, including aerospace
and defense, industrial manufacturing, automotive, high-tech, construction, and process industries
such as food and beverage.
IFS combines a global product and organization with local support for its customers. IFS North
America is headquartered in Chicago, with major offices in Milwaukee; Raleigh, North Carolina; San
Jose, California; Tucson, Arizona; Toronto; and Mexico City. IFS also has a large virtual organization to
bring the company even closer to its customers while providing a better quality of life for its employees.
Other successful large vendors include I2, Intentia International, QAD, IFS, Sage, Glovia,
Syspro, Macola, Solomon Software, Visibility, and Flexi, among others.

MATCHING USER REQUIREMENTS TO FEATURES
There are two approaches to matching requirements to an ERP system. The traditional approach
is to meet with departments and groups in the organization to define requirements taking into
account legacy system functionality and BPR. A newer approach that has historically been
addressed after the ERP was purchased is a format fit/gap process.
Traditionally, the identification and documentation of user and system requirements can be
done as an exercise by documenting current legacy system functionality and using business
process reengineering to address “best practices” in the industry. This process will provide the
company with the functional requirements on which to select an ERP system. A key component
of the document will need to be how the integrated ERP system cross-functional data flow will
affect departments within the company. In all likelihood this will be very new to the subject
matter experts and needs to be understood fully by them as the project moves forward. This
process will assist in selecting an ERP based on facts and documented needs.
Two major documents are often a result of the functional requirements process. The first is a
data and functional flow of departmental or business processes, including any changes to those
processes; the second is a table or description of functions in each department and the level of impor-
tance of each function. Some functions are absolute requirements, whereas others are “nice to have.”
With departmental functions and business processes documented, the company can now
perform a high-level evaluation of the vendors identified. A request for information (RFI) is
sometimes used to get this information from the ERP vendors. This is a written request to ven-
dors asking for ERP system information only and is not part of the bid process. In gathering and
reviewing the information it will quickly become apparent how close the company’s business
processes match a vendor’s system. This will also help the company assess if the documented
processes are rational and reasonable. Again, identifying vendor system functionality based on
documented processes will help to purchase a system based on facts.
As with most processes, the data from the RFI will raise questions. This becomes an
opportune time to bring in several of the vendors and have them answer questions related to func-
tionality and even to demonstrate the system. Seeing a system visually will be important. It will add
a level of believability to the process and start to create more of a sense of momentum to the project.
The second approach to identifying ERP functionality with organization requirements is by
conducting a fit/gap. Fit/gaps is a step in the implementation process but has been usually complet-
ed after the ERP has been purchased. While some vendors will charge for fit/gaps, some organiza-
tions today have made this part of the vendor selection process and found it very beneficial in
selecting the best vendor for their business. The fit/gap process has the vendor walking the organization