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Elevate Your Business with Cutting-Edge Digital Transformation Solutions
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With the vendor-agnostic, independent approach to digital transformation, KANO is your one-stop-shop for all your digital needs, whether you need help optimizing current systems, selecting new software, implementing, or integrating them.
KANO helps assess and procure business systems (such as ERP, E-commerce, WMS, TMS, HCM, P2P, MES, and CRM) from over 500 enterprise software vendors.
With over 50 successful digital transformation projects, KANO is uniquely positioned to build the digital process architecture for the next phase of your growth.
Our Supply Chain Consulting services include supply chain and operations transformation, supply chain technology architecture, supply chain software selection, sales and operations planning, inventory, warehousing, and logistics optimization, and supply chain network design and footprint optimization.
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Why do companies face supply chain challenges? The challenges could be because of their planning maturity, data quality issues, or over-engineered systems. The challenges could also be demand forecasting or supply chain planning. They could be inventory and allocation issues. Finally, the challenges could also be no visibility into the supply chain across the network and poor material movement workflows.
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Companies struggling with their processes and indecisive on what changes they need to make in their processes or systems would need help defining their challenges and vision before they are ready to implement any changes. They might need help as they might be struggling with the decision of buy vs. build, not being able to align the stakeholders, or integration issues post-merger.
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Digitally Transforming Their Businesses The companies at a growth inflection point require a complete transformation of their operations to reach to the next inflection point in their journey. These companies might consolidate their system footprint and implement a new business model such as DTC, BOPIS, or ROPIS. Or rebuild their digital capacity to improve their customer experience.
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Companies outgrowing or modernizing their existing systems might be exploring a new ERP. The other drivers for implementing an ERP could be consolidating the existing system footprint or the acquisitions resulting in data siloes. These companies may go through a selection process before selecting an ERP or may jump into the implementation directly, depending on the project’s complexity.
View DetailStruggling to find a firm equally deep in business and technology? Welcome to KANO We comprehensively assess current systems by digging into contracts, architecture, vendor-owned IP, and legal obligations. Unlike other system selection consulting firms, we are also deeply involved during the implementation phase. We remain one point of contact for architectural execution, code reviews, change management, and end-user training.
Unlike 80% of the independent ERP consultants who believe that they can save ERP implementation through a checklist, we don’t believe so. Instead, the success of an ERP implementation requires careful analysis of transactions and data models aligned with the business model.
ERP has never been the solution to all problems. And it will never be. Most companies need 5-10 other applications in conjunction with an ERP. Unlike most independent ERP consultants, our consultants have expertise in multiple systems, including HCM, CRM, E-commerce, WMS, and TMS.
Unless you have hands-on experience implementing most ERP systems in the market, they all appear alike. And these nuances are what make ERP implementation so challenging. KANO can make it easy for you: Our consultants have hands-on experience implementing most leading ERP systems.
Building a vendor-agnostic architecture requires drawing the data flows between different entities, departments, processes, and systems. It also requires you to identify the source of truth for each shared dataset. And a lot more! There are very few firms like KANO that have deep expertise in building enterprise architecture that scales.
80% of the business processes are relatively similar across industries. But it’s that 20% that makes or breaks digital transformation initiatives. These 20% processes are unique to micro-verticals and could cost millions of dollars with customization if not vetted by an expert like KANO.
Stuck with the outdated business model and not sure how to transform? Through its unique methodology, KANO can help whether you need help with DTC, omnichannel experience, industry 4.0, or any other latest trends that may be impacting your organizational performance.
Our methodology starts with the assessment of your current processes and architecture. This step is typically followed by a digital roadmap that will contain necessary changes that need to be made to the processes, data, and systems to be ready for the desired to-be state. Once the executive team and board agree with the changes and the plan, the action plan is drafted with a phased approach with the lowest hanging fruits and highest financial rewards. For example, the action plan could include ERP selection, implementation, or optimization of current systems.
Through the primary and secondary research, this assessment digs into your datasets, transactions, and processes to identify the core reasons for current challenges, a strategy to solve current issues, and a phased approach to execute recommendations.
This process identifies the critical success factors that are the major cost drivers for the implementation. How about their financial risks? Yes, that matters too. These factors are also the drivers for the demo script during the vendor reviews. This step provides clarity to the executive team so that you don’t make a wrong decision by focusing on unnecessary details and instead miss the most critical factors that will make or break your ERP implementation.
This process coaches key stakeholders on the red flags with each solution, provides a matrix to help with decision making, and identifies the areas for cost savings through negotiation with each solution provider. This phase also vets the implementation plan from each vendor involved and creates a roadmap for implementation with clear roles and responsibilities for each vendor.
This phase takes a deeper dive into the phase I identified in the previous step with the highest financial reward and least disruption to the business. It continues with the deeper discovery of current processes through workshops with key users and identifies processes and datasets that need to be re-engineered in the to-be state. Finally, this phase maps transactions and datasets that need to be exchanged in the to-be state across systems new or existing in a vendor-agnostic architecture.
This step aims to perform the fit-gap analysis of each solution that is a front-runner. In addition, this exercise helps identify the configuration, implementation, and custom development effort required with each solution. Finally, this step also helps understand the total cost of the ownership and the ROI, along with any financial risks that need to be discussed and agreed upon before finalizing it.
This step is repeated until the project achieves business value, user adoption, enterprise architecture compliance, and the functional completeness goals of the system. This step also monitors the budget for the overall project and communicates the pivot strategy at each step if we uncover any surprises during the pre-selection and selection phase. And throughout the process, the key users are involved in making critical decisions. So they own them and are committed to adoption.
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