ERP projects in manufacturing are often discussed in terms of software features.

But most implementation problems are operational problems.

A recent Build Your Way podcast conversation with Solutions Manufacturing (a high-mix EMS company serving aerospace, industrial, and medical customers) highlighted several practical lessons manufacturers learn during real ERP transitions.

Here are seven of the most important.

1. Data Cleanup Takes Longer Than Expected

Most manufacturers underestimate how inconsistent their data management and integrity has become over time.

Legacy systems often contain:

• Freeform text fields
• Duplicate part records
• Mixed naming conventions
• Incomplete vendor data
• Old inventory structures

The Solutions Manufacturing team described data migration as one of the most difficult parts of the implementation process.

Assuming you are able to actually access and export your data, scrubbing the data for accuracy and completeness is the time intensive task for implementation.

Practical Advice

Start data cleanup months before implementation. Frontload the project with data so that it isn't the bottleneck later during training.

Do not wait until migration week to discover:

• Duplicate manufacturers
• Broken BOM relationships
• Obsolete inventory
• Inconsistent units of measure

2. Internal Part Numbers Create Long-Term Friction

Many EMS companies use customer part numbers or internally generated part numbers. These aren't inherently wrong, but do introduce some inefficiencies in inventory, supply chain, and risk maintaining margins.

Solutions Manufacturing transitioned toward manufacturer part numbers during implementation.

That created short-term pain but improved:

• Inventory sharing
• Purchasing leverage
• Shortage management
• Material substitutions

This is a common issue in electronics manufacturing and one discussed heavily in Cetec ERP’s article on AVL and part spec group management.

3. Change Management Is Usually Harder Than Training

People can learn software. What is harder is changing habits, often after years of only knowing one process and way of doing things. They are often quite quick at those as well.

Employees often know:

• Old shortcuts
• Workaround processes
• Spreadsheet systems
• Undocumented procedures

Replacing those systems creates uncertainty and fear, even if the new workflow is objectively better.

The interview highlighted how difficult even stockroom organization changes became after go-live.

Practical Advice

Document operational decisions early:

• Receiving workflows
• Shortage escalation
• Planner responsibilities
• Production release rules
• Kit validation processes

Do not assume the ERP alone creates consistency. Give people tools like cheat sheets to help them build speed and confidence in the system.

4. Reporting Becomes More Important After Go-Live

Many companies focus heavily on transactional functionality during evaluation:

• Purchase orders
• Work orders
• Shipping
• Invoicing

Selecting an ERP is about "can you support my processes?"

But after implementation, ROI becomes "can you help me leverage my data?"

The team at Solutions Manufacturing spent significant effort building reporting tools to answer questions like:

• Which shortages matter most?
• Which vendor dates are confirmed?
• Which jobs are actually buildable?
• What inventory is available now?

Once data is transacting through the system, the ability to answer these questions quickly is where value is found in a system.

5. Production Scheduling Is Usually the Next Big Problem

Many manufacturers implement ERP before fully addressing:

• Finite scheduling
• Capacity planning
• Production prioritization
• Labor loading

The interview touched on how scheduling became the next challenge after stabilizing the ERP rollout.

This is especially true in high-mix environments where:

• Shortages change daily
• Customer priorities shift
• Builds split frequently
• Partial shipments are common

The wisdom with scheduling is to not over optimize. Especially in contract manufacturing and high-mix environments, perfecting a schedule doesn't justify the cost of the overhead. Set up the system with the appropriate level of granularity to give the data you need to make good decisions, and create rigidity over time.

6. You Need Internal Ownership

One of the strongest themes from the discussion was the importance of having an internal lead.

ERP consultants and software vendors can be immensely helpful.

But successful ERP implementations usually require someone internally who:

• Understands the business
• Owns process decisions
• Coordinates departments
• Drives accountability
• Continuously tests workflows
• Has C-level backing

They drive the project, manage the people and change, and advocate for your business's needs with the ERP vendor (also very important).

7. Curiosity Matters More Than Perfection

The most practical advice from the entire conversation may have been the simplest: “Be curious about everything.”

The manufacturers who get the most value from ERP systems tend to:

• Experiment with reporting
• Test workflows
• Challenge old assumptions
• Iterate on processes
• Continuously refine operations

ERP implementation is not a static project.

It is an operational evolution.

Key Takeaways

• ERP implementation problems are usually operational problems first
• Data migration requires far more cleanup than most companies expect
• Manufacturer part numbers improve long-term operational flexibility
• Reporting visibility becomes critical after go-live
• Scheduling complexity grows quickly in high-mix EMS manufacturing
• Strong internal ownership is essential
• Continuous curiosity and iteration matter more than perfect planning