Enterprise resource planning implementation teams must address numerous variables throughout the adoption journey. However, few factors affect the final outcome of an ERP initiative as significantly as executive engagement.

Operations and information technology teams pushing for technological transformation must effectively court and convert business leaders to achieve optimal return on investment. Implementation groups that fail to do this often find themselves overseeing ERP adoption efforts that burn out before go-live or result in the purchase and installation of ineffective software and hardware.

Manufacturing ERP adoption groups can avoid these less-than-ideal outcomes by connecting with key members of the executive team and gaining their support. Here are three strategies for doing just that:

Work with influential shop floor supervisors
Operations managers and other supervisors dealing with day-to-day business processes best understand how production workflows function and where opportunities for improvement lie. Of course, these front-line professionals also manage the many mission-critical tools that propel the organization.

Because of this, executives often look to them for advice when making significant decisions that may affect the shop floor.

ERP implementation teams can use this state of affairs to their advantage by gaining the trust of these mid-level leaders and turning them into advocates for change, according to ERP Focus. With the support of these supervisors, ERP groups can more easily gain approval from above.

Build the business case
Implementation teams and those within ancillary departments such as operations and IT can easily digest system specifics and workflow minutiae to understand the impact of potential ERP solutions. This is not the case with business leaders, most of whom spend their days addressing large-scale company concerns.

ERP groups must keep this in mind and focus on the overarching business case for their respective solutions, according to CIO. These teams should work together to develop convincing planning documentation that demonstrates how ERP software can demonstrably improve the operation and bolster the bottom line.

Establish communications channels
Executive engagement should not end following project approval. ERP implementation teams must keep business leaders engaged throughout the lifespan of the project via actionable communication channels, according to IT Toolbox. Those in the C-suite can be invaluable in the event that additional resourcing is required or end-user-focused programs are falling short. However, most will only offer help when they are treated as partners in the ERP adoption journey.

With these strategies, manufacturing ERP implementation teams can cultivate executive buy-in and find success.

Here at Accent Software, we help manufacturing firms and other businesses implement ERP technology designed to support operational change. As a certified Microsoft Business Solutions partner, Accent provides vendor-vetted Microsoft Dynamics NAV implementation services, which allow businesses to put into place best-in-class ERP software designed to facilitate organizational growth.