AGRICULTURE DEVELOPMENT CORPORATION

ERP DEVELOPMENT ROADMAP

BACKGROUND
Agricultural Development Corporation (ADC) was established under in 1965 through an Act of
Parliament CAP 346 to facilitate the land transfer programme from European Settlers to locals
following independence. After successful completion of the programme, revision of the
objectives of the Corporation was carried out in 1986 resulting in the Act of Parliament CAP
444.
To provide more Details on… (Specific mandate, Branches/Stations, Subsidiaries, product
description, production centers, reporting structures, Sales outlets etc.)
The Corporation is comprised of the following functional units: Technical, Sales and Marketing,
Legal Services, HR, Planning and Administration, Accounts & Finance, Supply Chain
Management, Internal Audit, ICT and Public Relations.
The corporation currently has Sera System (Procurement and Finance), Fleet Tracking System
and Biometric Access Control. (More information on systems being used in the stations.)

ADC ERP STRUCTURE OVERVIEW

The corporation seeks to acquire a comprehensive Enterprise Resource Planning System that is
public sector inclined, web based and supports workflows. The system will replace some
independent systems and integrate with others (To be specified) and thereby help in breaking
the information silos.
The Corporation specifically aims to
i. move away from home grown/standalone silo software systems towards packaged
system that is primarily maturely developed or customized”,
ii. link all functionalities within the company into one tightly integrated system with
shared data and visibility,
iii. provide data consistency across business functions, and it should result in potential
benefits such as declines in inventory, reduction in working capital,
iv. Provide abundant information on customer needs.
The software will support a range of administrative and operational business processes across
multiple industries/stations/branches, supporting the core line of business, customer-facing,
administrative and the asset management processes of the corporation.
The ERP software will be modularized by core business functions financials, manufacturing,
distribution, logistics, quality control and human resources (To include all the Modules by
functionality). The corporation will determine the order of implementation, mode of
implementation based on operating procedures and uniqueness of the operations.
The ERP software will be implemented in phases depending on the availability of resources and
also to take advantage of lessons learnt in each phase.

FOCUS FOR THE ERP SOFTWARE IMPLEMENTATION

SCOPE FOR THE ERP SOFTWARE IMPLEMENTATION
OBJECTIVES FOR THE ERP SOFTWARE IMPLEMENTATION
The Corporation specifically aims to;
i. move away from home grown/standalone silo software systems towards packaged
system that is primarily maturely developed or customized”,
ii. link all functionalities within the company into one tightly integrated system with
shared data and visibility,
iii. provide data consistency across business functions, and it should result in potential
benefits such as declines in inventory, reduction in working capital,
iv. Provide abundant information on customer needs.
v. More can be added and the above reviewed
ROADMAP FOR THE ERP SOFTWARE IMPLEMENTATION
ADC ERP implementation will be expected to follow the following stages with specific activities.
This will be to ensure every process is well mapped, considered and standardized to allow
automation and correct data input.

STAGE ONE: PLANNING

1. Initiation and Planning
This process will involve discovery, planning and conceptualizing the problem and solution. It
will involve;
i.researching and conceptualizing ERP system solution,
ii.setting up a project team
iii. Defining detailed system requirements.
iv. laying out the project plan and target dates,
v. ensure adequate resources are allocated,
vi. making product and design approval decisions,
vii. Setting terms of reference for project management.
viii. Develop a detailed understanding of current issues, including process inefficiencies and
requirements for the ERP system
ix. Documentation of existing workflows, and to focus development of the system.
x. Decide implementation methodology, (Vanilla, Customization or in-house development.
2. Design
This will involve;
i. Develop detailed requirements and an understanding of current workflows
ii. Develop a detailed design for the new ERP system.
iii. Design new, more efficient workflows and processes to be in line with the system.
iv. Bring on board functional users in the design
v. Do Gap analysis to identify process intricacies and unique quirks
vi. Document and present the gaps to its implementation partner or supplier and ask them
to identify potential solutions.
STAGE TWO: SOFTWARE IMPLEMENTATION
3. Development
i. Acceptance and confirmation of design requirements,
ii. Configuring and, where necessary, customizing the software to support the redesigned
processes.
iii. Developing integration with any of the organization’s other existing business
applications that won’t be replaced by the ERP system.
iv. Installation of the necessary hardware and software.
v. Develop training materials to help users adjust to the new system.
vi. planning data migration, which can be complex since it often involves extracting,
transforming and loading data from multiple systems

4. Testing
i. Testing and development may occur concurrently.
ii. Develop fixes or adjustments based on the results, and retest.
iii. Initial testing of the basic functions of the software
iv. Rigorous testing of the full capabilities of the system,
v. Employees to test the system for all their day-to-day activities.
vi. Testing of the migrated data.

5. Deployment
i. Preparing the system to go live.
ii. Document and fix potential issues,
iii. Implement Change management strategies to prepare all employees,
iv. Troubleshoot any issues arising where necessary. It may take time for users to adapt to
the system and achieve the anticipated productivity gains.
v. Some data can be migrated ahead of deployment, while other information—such as
current transactions—should be migrated immediately before going live.
vi. Plan how to deploy the modules of the ERP system either all at once or partially ie focus
first on specific high-priority modules or processes and add others later in stages.
vii. Decide when to retire the old system, some organizations also continue to run older
systems in parallel with the new ERP implementation for a time.
STAGE THREE: POST IMPLEMENTATION AND SUPPORT
6. Support & Updates
i. Nurturing ERP implementation after deployment helps to keep users happy and monitor
whether business has achieved the desired benefits.
ii. The project team continue to be responsible for the ERP system.
iii. Listen and resolve user feedback adjusting the system accordingly.
iv. Recommend additional development and configuration of new features into the system.
v. Training of new or additional staff.
vi. Ensure periodic software updates are installed as required
vii. Where necessarily upgrade of hardware may be required over time.
viii. For cloud-based ERP system, your vendor may update the software automatically.

STAGE ONE: WORKPLAN

Activities for stage one Days Timelines
Management/Administrative tasks 5
Constitute the project teams 5
Develop the terms of reference for the teams 5
Develop a monitoring framework to monitor the progress 2
Feasibility study and documentation 10 days
Identify resources required for the study 1
Develop a survey tool 1
Carry out survey to Identify available data 2
Identify missing data 2
Study the existing processes in conformity with existing standards 1
Finalize on data and reports to be generated 1
Map/standardize the workflow processes 2
Carry out e-readiness study 1
Document the existing systems weaknesses 1
Requirements analysis 4 days
Finalize and document on corporations system requirement 2
Identify other requirements that will support ep software implementation 2
Systems design 10 days
Review the system functional requirements 2
Develop a Complete detailed design of ERP 2
Develop Hardware and software ERP software requirements 2
Develop a roadmap for a full ERP implementation depending on resources
available 2
Develop a complete functional requirements for ERP system either in house
Development or for vanilla implementation 2
ASSUMPTIONS
A myriad of factors reportedly contribute to the negative impact of ERP implementations. During the
implementation process, there may be a number of assumptions to consider:

i. Teamwork on the project implementation team and right composition of the team,
ii. There is goodwill from the top management,
iii. There is clear business plan and vision,
iv. Strategy for effective communication is in place,
v. good project management skills
vi. Low resistance from implementers and end users,
vii. stable business and management setup,
viii. good change management program
ix. Willingness to change business process to fit the new accepted standards.