TurtleSpice ERP! (Week 9)

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Just wanted to thank all the readers who voted and gave us this shortlist of ERP vendors for TurtleSpice:

Oracle (JD Edwards EnterpriseOne)
Microsoft (Dynamics AX)
CDC Software (Ross Enterprise)
… and BigGun ERP


The next steps of the TurtleSpice selection process:

  • vendor demo

  • on-site visits from vendors

  • reference checks

And you know what? Overall, BigGun achieves top scores (I’m not making this up*, they really do), not only in terms of ERP functionality, but also in terms of demo scores, process fit, the implementation proposal, and a TCO analysis. *although the disclaimer at the bottom of this post does give me some wriggle-room for a bald-faced lie or two.

Now here’s where things get interesting.

Following successful contract negotiations with BigGun ERP, TurtleSpice’s CEO leaves TurtleSpice—only to move to another CEO position… with VenisonBland.

The new CEO of TurtleSpice? Well, Wade Sharkey, naturally. And all of a sudden he’s not so keen on the idea of VenisonBland launching an attempted takeover of TurtleSpice. He likes it at the top.

However, given that TurtleSpice and VenisonBland are running the same ERP system, integration of TurtleSpice would be relatively convenient following a takeover, and the new VenisonBland CEO knows it. He and Wade Sharkey aren’t finished just yet.

And Mike? He’s followed his former CEO, and is now comptroller for VenisonBland—where they’re looking for a top-notch BI solution…


Throughout the entire TurtleSpice ERP project, Mike Chelonia has stayed the course, although it has not been without its bumps and rough patches. And in the end, he’s selected the best-fit solution for TurtleSpice.

I’m going to leave things there for now, except for the central question that’s behind this series:

Was the whole software selection process a waste of time?

You could argue, of course, that it was, since TurtleSpice chooses the solution that Wade Sharkey had originally backed.

However, by going through a rigorous process of documenting the selection, TurtleSpice has positioned itself for a successful ERP implementation—not only do they know why they do what they do (thanks to the business process modeling component of the project), but they also know how they’re going to handle the crucial change management process during the post-implementation stage. They have also gained internal insight that will be valuable in the event of future software selection projects, or even for upgrades of the BigGun ERP system.

Most importantly, TurtleSpice is now ideally placed to track the ability of the BigGun ERP system to meet organizational needs. By conducting a process of due diligence, TurtleSpice can quickly identify and resolve discrepancies between promised and delivered functionality.

But I want to know what you think.

Given the resources and organizational headaches involved in the software selection process, was it all a waste of time? Why or why not? (Leave your comments below!)



This concludes the TurtleSpice series. See all episodes here!

Note: This scenario has been created for informational purposes only. Any resemblance to actual food and beverage companies and products is purely coincidental. Data and outcomes backed up by our expert analyst and project delivery teams, scenario created by our writing team. 

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