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Also known as: Process ERP RFP questionnaire sample,
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requirements, RFP for ERP, Enterprise Resource Planning (ERP) RFP questionnaire sample, or
Enterprise Resource Planning (ERP) Request for Proposals (RFP) template sample.
How to write an RFP for Process Manufacturing ERP?
Write a request for proposals
(RFP), which constitutes the framework of you solicitation. In
the process manufacturing ERP software technical requirements section of the
RFP, embed the ERP process software RFP questionnaire presented below
that will allow you to evaluate and compare qualified accounting software solutions
and to select the accounting software solution that best matches your
requirements.
The RFP Questionnaire Template for Process Manufacturing ERP
Software
The following criteria are the first 2
levels of the
Request for Proposals (RFP) Template for Process ERP available
online that will help you select the Process ERP system that
best fits your needs. The full template is a Microsoft (MS) Excel
spreadsheet featuring the 5 levels of decision criteria for a total of 3,321
criteria. Only 69 are presented below as the first 2 levels.
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1. Process ERP: FinancialsThe Financials section encompasses modules for bookkeeping and making sure the accounts are paid or received on time.
(Process ERP RFP Template: Financials contains 959 criteria)
1.1 |
General LedgerGeneral ledger (GL) keeps centralized charts of accounts and corporate financial balances. It supports all aspects of the business accounting process. In this module, financial accounting transactions are posted, processed, summarized, and reported. It maintains a complete audit trail of transactions and enables individual business units to view their financial information, while parent companies can roll up all business subsidiaries and view the consolidated information.
The Process ERP software solution should support the functionality such as chart of accounts structure; ledger development and maintenance; financial consolidation and reporting; journal entry; journal voucher ledger transactions; project cost ledger; ledger controls; multicurrency accounting and conversions; on-line inquiry reporting; financial statement reporting; financial report writer; variance analysis; and additional financial reporting.
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1.2 |
Accounts PayableAccounts payable (AP) schedules bill payments to suppliers and distributors, and keeps accurate information about owed money, due dates, and available discounts. It provides functionality and integration to other areas such as customer service, purchasing, inventory, and manufacturing control. The
Process ERP software solution should support the following functionality: AP company policies and procedures; suppliers/voucher master data; payment controls; invoice processing and aging analysis; payment processing; journal voucher processing; AP ledger posting; check processing; AP transactions and controls; and AP reporting. |
1.3 |
Fixed AssetsFixed assets (FA) manages depreciation and other costs associated with tangible assets such as buildings, property and equipment. The
Process ERP software solution should support the following functionality: fixed assets records; asset transactions; asset depreciation; depreciation books; revaluation and interest calculation; and tax reporting. |
1.4 |
Cost AccountingCost accounting analyzes corporate costs related to overhead, products, and manufacturing orders. It provides a variety of costing approaches such as standard, FIFO, LIFO, average, target, and activity-based costing (ABC). The
Process ERP software solution should support the following functionality: cost data; cost allocation definitions; cost allocation process; cost management; cost and sales price calculation; activity based costing (ABC); and activity based cost tracing and tracking. |
1.5 |
Cash ManagementCash management involves the capability of the system to record cash charges or deposits, recording of cash payments and receipts, cash projection reporting, calculation of expected cash uses/sources, current cash availability, etc. It monitors and analyzes cash holdings, financial deals, and investment risks. |
1.6 |
BudgetingBudgeting involves budgetary controls, budget accounting, budget development, and budget allocation. The
Process ERP software solution should provide sufficient tools to enable detailed budget development and analysis. Additional functionality should be available to integrate with project management software applications either natively or with external interfaces. |
1.7 |
Accounts ReceivableAccounts receivable (AR) tracks payments due to a company from its customers. It contains tools to control and expedite the receipt of money from the entry of a sales order to posting payments received. The
Process ERP software solution should support the following functionality: AR company policies and procedures; customers/voucher master data; bill processing and aging analysis; credit management; cash/payment application, receipt processing; journal voucher processing; AR ledger posting; multicurrency accounting and conversions; AR transactions and controls; and AR reporting. |
1.8 |
Financial ReportingFinancial reporting enables robust analysis of company performance through delivered reports. These reports will allow individual business units to view their financial information, while parent companies can roll up all business subsidiaries and view the consolidated information. Additionally,
Process ERP solutions should provide user-generated reporting tools that are easy to use and provide sufficient depth of and access to the financial data to permit comprehensive analysis. |
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2. Process ERP: Human Resources The section dedicated to Human Resources
(HR) encompasses all the applications necessary for handling personnel-related tasks for corporate managers and individual employees.
Modules will include personnel management, benefit management, payroll management, employee self service, data warehousing, and health and safety.
(Process ERP RFP Template: Human Resources contains 272 criteria)
2.1 |
Personnel ManagementPersonnel management automates personnel processes including recruitment, personnel profile, organizational structure, career development & training, reward management, job position and wage profiles, and business travel and vacation allotments. The
Process ERP software solution should support the following functionality: recruitment management; personnel information and tracking; organizational structuring; lob position and salary profile; career development, training and performance management; compensation management; budgeting and cost control; government compliance reporting; expenses management; union information; discipline actions and grievances tracking; and employment history/personnel reporting. |
2.2 |
BenefitsThe Benefits section administers a diverse range of benefit plans such as health and medical, life and supplemental life insurance, accidental death and dismemberment (AD&D), disability plans, flexible benefits, 401(k) plans, profit sharing plans, stock plans, retirement plans, and leave plans including vacation and sick leave accruals. The
Process ERP software solution should support the following functionality: base benefits; employee benefit plan profile; benefits administration; and pension administration. |
2.3 |
PayrollPayroll handles accounting and preparation of checks related to employee salaries, wages, and bonuses. The
Process ERP software solution should support the following functionality: employee payroll profile; earnings and deductions; eligibility controls; user balances; tax deductions and calculation; payroll calculation; payroll and payment processing; check processing and printing; labor distribution and accounting; payroll and regulatory reporting; IRS documentation; security and audit; and automated timesheets. |
2.4 |
Employee Self-ServiceEmployee self-service lets workers access their personal information and benefit allocations on-line to manage life events and benefit selections without having to send forms to human resources. The
Process ERP software solution should also support benefit enrollment programs and new hire initiation. |
2.5 |
Data WarehousingData warehousing simply defined, is a place for data, whereas data warehousing describes the process of defining, populating, and using a data warehouse. Creating, populating, and querying a data warehouse typically carries an extremely high price tag, but the return on investment can be substantial. |
2.6 |
Health and SafetyHealth and safety provides the tools to administer compliance with the health and safety regulations, accident and injury reporting, and tracking of lost time by employee. |
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3. Process ERP: Process Manufacturing Management Manufacturing management encompasses a group of applications for planning production, taking orders, and delivering products to the customer.
(Process ERP RFP Template: Process Manufacturing Management contains 991 criteria)
3.1 |
Formulas/Recipes
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3.2 |
Process Model (Formulas + Routings)
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3.3 |
Process Batch Control and Reporting
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3.4 |
Conformance Reporting
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3.5 |
Process Manufacturing Costing
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3.6 |
Material Management
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3.7 |
Product CostingProduct costing analyzes product costs related to overhead, labor, material, and manufacturing costs. It provides a variety of costing approaches such as standard, actual, and average.
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3.8 |
Shop Floor ControlShop floor control provides control and tracking of the status of production orders in the plant. It involves production orders dispatching, capacity planning, resource allocation, production tracking and reporting, and waste/reject tracking.
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3.9 |
Production PlanningProduction planning performs capacity planning and creates a daily/weekly/monthly production schedule for a company's manufacturing plants. It involves forecasting, production scheduling, and material planning.
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4. Process ERP: Inventory Management Inventory Management (IM) encompasses a group of applications for maintaining records of warehoused goods and processes movement of products to, through and from warehouses.
(Process ERP RFP Template: Inventory Management contains 192 criteria)
4.1 |
Inventory Management On-line Requirements
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4.2 |
Processing Requirements
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4.3 |
Data Requirements
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4.4 |
Reporting and Interfacing Requirements (Inventory Management)
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4.5 |
Locations and Lot Control
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4.6 |
Forecasting
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4.7 |
Reservations and Allocations
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4.8 |
Inventory Adjustments
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5. Process ERP: Purchasing Management Purchasing management encompasses a group of applications that controls purchasing of raw materials needed to build products and that manages inventory stocks.
It also involves creating purchase orders/contracts, supplier tracking, goods receipt & payment, and regulatory compliance analysis and reporting.
(Process ERP RFP Template: Purchasing Management contains 270 criteria)
5.1 |
Vendor and Supplier Profile
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5.2 |
Supplier Rating and Profile
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5.3 |
Requisitions and Quotations
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5.4 |
Purchase Orders
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5.5 |
Prices and Discounts
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5.6 |
Vendor Contracts and Agreements
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5.7 |
Purchase Order Management
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5.8 |
Procurement Reporting, On-line Reporting Capability
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5.9 |
Repetitive Vendor Procurement
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5.10 |
Procurement Receipts
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6. Process ERP: Quality Management Quality management encompasses applications for operational techniques and activities used to fulfill requirements for quality control, inspection plan creation, and management, defective item control and processing and inspection procedure collection planning.
(Process ERP RFP Template: Quality Management contains 30 criteria)
6.1 |
Defective or excess material return processing must update
on-hand
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6.2 |
Customer return file: awaiting disposition
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6.2 |
Damaged material--corrective action and failure analysis
available to vendor on-line
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6.3 |
Inspection required indicator by supplier and by item
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6.4 |
Pre-inspection receipts registered as "inventory on
hold"
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6.5 |
On-line inquiry of inspection and material review board (MRB)
queue
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6.6 |
Validation against automated inspection criteria
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6.7 |
Inspection disposition with audit trail
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6.8 |
Disposition delinquency report
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6.9 |
Quantity rejected
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6.10 |
Reject reason codes
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7. Process ERP: Sales Management Sales management encompasses a group of applications that automates the data entry process of customer orders and keeps track of the status of orders.
It involves order entry, order tracing and status reporting, pricing, invoicing, etc. It also provides a basic functionality for lead tracking, customer information, quote processing, pricing & rebates, etc.
(Process ERP RFP Template: Sales Management contains 236 criteria)
7.1 |
On-line Sales Management Requirements
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7.2 |
Reporting and Interfacing requirements
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7.3 |
Available-to-Promise (ATP)Automated available-to-promise (ATP) is achieved by giving order takers
access to inventory and capacity information, and in some cases even vendor
information, so that they are able to commit to reliable delivery dates
while the customer is still on the phone. |
7.4 |
Pricing and DiscountingPricing and discounting modules help automate the data entry process of
customer orders and track the status of orders. It involves order entry,
order tracing and status reporting, pricing, and invoicing. It also provides
basic functionality for lead tracking, customer information, quote
processing, and pricing and rebates. |
7.5 |
Customer Service and Returned Goods Handling
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7.6 |
Customer Relationship Management (CRM) and E-commerce RequirementsRanges from simple, off-the-shelf contact management solutions to high-end
interactive selling suites that combine sales, marketing, and executive
information tools. These include product configuration, quote and proposal
management, and marketing encyclopedias. Some Process ERP systems extend functions to
include complex pricing, promotions, commission plans, team selling, and
campaign management. Enterprise-level solutions installed at large companies
with hundreds or even thousands of users have capabilities for call
centers/help desks, field service, forecasting, and analysis. |
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8. Process ERP: Product Technology The Product technology category defines the technical architecture of the
Process ERP system, and the technological environment in which the product can successfully run. Criteria include product and application architecture, software usability and administration, platform and database support, application standards support, communications and protocol support and integration capabilities. Relative to the other evaluation criteria, best practice selections place a lower relative importance, on the product technology category.
However, this apparently lower importance is deceptive, because the product
technology category usually houses the majority of the selecting
organization's mandatory criteria, which usually include server, client,
protocol, and database support, application scalability and other
architectural capabilities. The definition of mandatory criteria within this
set often allows the client to quickly narrow the long list of potential
vendors to a short list of applicable solutions that pass muster relative to
the most basic mandatory selection criteria. During the process of
Process ERP software selection, a great deal of attention is given to the
functional capabilities of the software being evaluated. While this aspect
is obviously important, ignoring the technical mechanisms by which the
Process ERP software actually operates can be fatal to the Process ERP
software solution selection project. (Process ERP RFP Template: Product Technology contains 373 criteria)
8.1. |
Architecture
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8.2. |
User Interface
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8.3. |
Platforms
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8.4. |
Application Tools
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8.5. |
Workflow and Document Management
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8.6. |
Reporting
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The aforementioned criteria are the first 2 levels of the
RFP
Template for Process ERP available online that will help you select the Process
ERP system that best fits your needs. The full template is a Microsoft (MS) Excel spreadsheet featuring the 5 levels of decision
criteria for a total of 3,321 criteria. Only 69 are presented above
as the
first 2 levels.
Involved in an Process ERP system selection? Get your
FREE Process ERP Request for Proposals (RFP) template sample.
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Federal Contract Oversight
by Project on Government Oversight (POGO)

Podcast: How Bad Performance Can Be Good for Business in Government Contracting

POGO's Scott Amey dishes out a post-mortem on a recent Commission on Wartime Contracting hearing--at which he testified--on contractor accountability..
POGO Provides Post-hearing Supplemental Materials to the Commission on Wartime Contracting

Pursuant to the Commission on Wartime Contracting's (Commission) request that the record for the hearing held on February 28, 2011, "Ensuring contractor accountability: Past performance and suspensions and debarments," be supplemented within thirty days, the Project On Government Oversight (POGO) provides the following information. Specifically, POGO believes the Commission should recommend that the Federal Awardee Performance and Integrity Information System (FAPIIS) be expanded in scope and that the Department of Defense's (DoD) revolving door database of senior level acquisition officials be made publicly available.[2].
Solution: How the Government Can Stop Doing Business With Risky Contractors

It is very hard for the federal government to have a successful criminal or civil prosecution of their contractors and it is the hardest to do with the Department of Defense (DoD).
In January, the DoD created a stir when it released its Report to Congress on Contracting Fraud, which examined the extent to which the Pentagon awarded contracts to companies that defrauded the government. The report found that, from Fiscal Year 2007 to Fiscal Year (FY) 2009, the DoD awarded almost $270 billion in contracts to 91 contractors found liable in civil fraud cases, and $682 million to 30 contractors convicted of criminal fraud. .
U.S.Government Rarely Suspends or Debars Those Responsible for Billions in Tax Dollars Lost to Fraud, Waste, Abuse in War Zones

Tens of billions of dollars are being lost to waste and fraud in Iraq and Afghanistan because of a toothless U.S. contracting system so reliant on a handful of major contractors that it rarely suspends or desbars them, even when those companies have committed serious offenses, according to the Project On Government Oversight's (POGO) testimony today before a independent, federal commission..
Commercial Item Exceptions Must be Eliminated From New Suspension and Debarment Rule

The Project On Government Oversight (POGO) provides the following public comment to FAR Case 2009-036, "Federal Acquisition Regulation; Uniform Suspension and Debarment Requirement" (75 Fed. Reg. 77739, December 13, 2010). The Civilian Agency Acquisition Council and the Defense Acquisition Regulations Council (the Councils) issued an interim rule amending the Federal Acquisition Regulation (FAR) to implement section 815 of the National Defense Authorization Act for Fiscal Year 2010 (P.L. 111-84), which extends the restriction on contracting to subcontractors at any tier that have been suspended or debarred, with certain exceptions for commercial item and commercially available off-the-shelf (COTS) item acquisition contracts..
Should Debarred Contractors Be Allowed to Build Military Aircraft?

Today, POGO submitted a public comment about a new rule limiting the ability of suspended or debarred contractors to do business with the federal government. The rule prohibits prime contractors from subcontracting with any entity that has been suspended, debarred, or proposed for debarment..
Pentagon Cuts Back Contract Audits, Opens Door for Contractor Overpayments

Under the guise of eliminating overlap, the Pentagon last month sharply reduced oversight of defense contracts, according to memos obtained by the Project On Government Oversight (POGO).
The changes, which give some of the duties of the Defense Contract Audit Agency (DCAA) to the less aggressive Defense Contract Management Agency (DCMA), were outlined in a January memo signed by Shay Assad, the director of Defense Procurement and Acquisition Policy. DCAA staff were informed of the changes in a Jan. 31 memo from DCAA Director Patrick Fitzgerald..
Testimony of POGO's Nick Schwellenbach on "Improving Federal Contract Auditing"

We believe that there should be an independent Federal Contract Audit Agency (FCAA), as long as it is done right. This isn't a new idea: it is an idea that has been batted around since at least the 1980s, when DCAA whistleblower George Spanton exposed serious problems at DCAA.
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Federal Government Needs Strong, Independent Auditor to Oversee Billions in Contract Spending, POGO Tells Senate Panel

The responsibility of auditing the hundreds of billions of dollars spent each year on defense and civilian contracts should fall to a single, independent agency that is outside of the Pentagon's chain of command, the Project On Government Oversight (POGO) told a U.S. Senate panel today..
Last Modified: Tuesday, March 22, 2011 1:05:58 PM