Petr Kunetka<\/p>\n\n\n\n
CEO Quartex Praha<\/p>\n\n\n\n
12.09.2025<\/p>\n\n\n\n
Abychom porozum\u011bli tomu, co m\u016f\u017ee ERP projekt s\u202fDynamics NAV<\/a> posunout k \u00fasp\u011bchu nebo naopak odsoudit k nezdaru, je t\u0159eba za\u010d\u00edt na \u00fapln\u00e9m za\u010d\u00e1tku u rozhodnut\u00ed o jeho realizaci. Pr\u00e1v\u011b v t\u00e9to f\u00e1zi vznikaj\u00ed o\u010dek\u00e1v\u00e1n\u00ed, kter\u00e1 se pozd\u011bji stanou m\u011b\u0159\u00edtkem \u00fasp\u011bchu. Bohu\u017eel, mnoho projekt\u016f selh\u00e1v\u00e1 u\u017e v t\u00e9to kritick\u00e9 f\u00e1zi, kdy jsou polo\u017eeny \u0161patn\u00e9 z\u00e1klady.\u00a0<\/p>\n\n\n\n V jednom konkr\u00e9tn\u00edm p\u0159\u00edpad\u011b bylo v\u0161e snad a\u017e p\u0159\u00edli\u0161 typick\u00e9. Spole\u010dnost vznikla f\u00faz\u00ed n\u011bkolika men\u0161\u00edch firem s r\u016fzn\u00fdmi procesy, zvyky a vlastn\u00edmi IT syst\u00e9my. Ka\u017ed\u00e1 firma si p\u0159inesla sv\u016fj vlastn\u00ed, \u010dasto zastaral\u00fd syst\u00e9m \u010desk\u00e9 provenience \u2013 mnoh\u00fdm se tehdy \u0159\u00edkalo Foxky. A\u010dkoliv tento n\u00e1zev nebyl v\u017edy spravedliv\u00fd, symbolizoval \u00e9ru, kdy mal\u00e9, \u010dasto lok\u00e1ln\u00ed syst\u00e9my zvl\u00e1daly z\u00e1klady, ale nedok\u00e1zaly pokr\u00fdt pot\u0159eby rostouc\u00ed firmy. <\/p>\n\n\n\n IT t\u00fdm tvo\u0159ili \u010dty\u0159i lid\u00e9, z nich\u017e t\u0159i byli ve firm\u011b od jej\u00edch gar\u00e1\u017eov\u00fdch za\u010d\u00e1tk\u016f. Ti se sna\u017eili zvl\u00e1dnout nekone\u010dnou agendu \u00fadr\u017eby hardwaru, spr\u00e1vy s\u00edt\u00ed a v\u00fdm\u011bny toner\u016f v tisk\u00e1rn\u00e1ch. M\u011bli pln\u00e9 ruce pr\u00e1ce s ka\u017edodenn\u00ed operativou, zat\u00edmco strategick\u00e9 \u0159\u00edzen\u00ed IT a digit\u00e1ln\u00ed transformace bylo zcela mimo jejich mo\u017enosti. <\/p>\n\n\n\n My\u0161lenka na aplika\u010dn\u00ed strategii, digit\u00e1ln\u00ed transformaci nebo skute\u010dn\u011b integrovan\u00fd syst\u00e9m? Ta byla ve firm\u011b zcela mimo realitu. <\/p>\n\n\n\n Spole\u010dnost nic neoutsourcovala, proto\u017ee pro\u010d by m\u011bla, kdy\u017e \u201eplat\u00ed t\u0159i drah\u00e9 aj\u0165\u00e1ky\u201c? IT t\u00fdm byl p\u0159et\u00ed\u017een\u00fd a z\u00e1rove\u0148 kritizovan\u00fd za ka\u017edou chybu nebo neefektivitu. P\u0159\u00edstup veden\u00ed k investic\u00edm do IT se dal shrnout v\u011btou: \u201eNem\u016f\u017eeme si dovolit drah\u00e9 IT.\u201c Stejn\u011b tak by ale mohli \u0159\u00edct: \u201eNem\u016f\u017eeme si dovolit drahou elekt\u0159inu.\u201c\u00a0<\/p>\n\n\n\n Navzdory tomuto stavu to v\u011bt\u0161in\u011b z\u00fa\u010dastn\u011bn\u00fdch vlastn\u011b vyhovovalo. Zam\u011bstnanci m\u011bli volnost d\u011blat svou pr\u00e1ci dle vlastn\u00edch pravidel, budovali si nepostradatelnost a zd\u00e1n\u00ed naprost\u00e9ho vyt\u00ed\u017een\u00ed. \u201ePouze Honza um\u00ed zajistit dopravu. Maru\u0161ka jedin\u00e1 v\u00ed, jak na pl\u00e1nov\u00e1n\u00ed v\u00fdroby. Ivan? Ten mak\u00e1 tolik, \u017ee na nic jin\u00e9ho nem\u00e1 \u010das.\u201c Realita? Nikdo ji vlastn\u011b neznal. <\/p>\n\n\n\n St\u0159edn\u00ed management m\u011bl voln\u00e9 ruce pro budov\u00e1n\u00ed vlastn\u00edch \u201eimp\u00e9ri\u00ed\u201c a p\u0159ehazov\u00e1n\u00ed probl\u00e9m\u016f mezi odd\u011blen\u00edmi. Vy\u0161\u0161\u00ed management vid\u011bl probl\u00e9my, ale nem\u011bl dostatek dat pro anal\u00fdzu dat a \u0159\u00edzen\u00ed financ\u00ed. A proto\u017ee firma dok\u00e1zala i p\u0159es v\u0161echny pot\u00ed\u017ee p\u0159e\u017e\u00edvat a jak\u017e tak\u017e fungovat, \u017e\u00e1dn\u00e1 zm\u011bna nebyla urgentn\u00ed. <\/p>\n\n\n\n Situace se za\u010dala l\u00e1mat a\u017e v \u00fa\u010dt\u00e1rn\u011b. Chyby v datech, nep\u0159esnosti v z\u00e1v\u011brk\u00e1ch a nesoulad mezi n\u00e1klady a tr\u017ebami za\u010daly b\u00fdt ne\u00fanosn\u00e9. \u00da\u010dt\u00e1rna, kter\u00e1 u\u017e nem\u011bla kam chyby \u201eschovat\u201c, se stala epicentrem probl\u00e9m\u016f. Firma se ocitla v bod\u011b, kdy se auditor za\u010dal zdr\u00e1hat potvrdit spr\u00e1vnost z\u00e1v\u011brek. <\/p>\n\n\n\n Reakce veden\u00ed byla rychl\u00e1, ale p\u0159edv\u00eddateln\u00e1: \u201eNov\u00fd Dynamics NAV v\u0161e vy\u0159e\u0161\u00ed. Zv\u00fd\u0161\u00ed efektivitu a sn\u00ed\u017e\u00ed n\u00e1klady. Budeme moci propustit polovinu \u00fa\u010detn\u00edch a mo\u017en\u00e1 i n\u011bkoho z IT.\u201c <\/p>\n\n\n\n Tento p\u0159\u00edstup je klasickou past\u00ed, do kter\u00e9 spadne mnoho firem. ERP syst\u00e9m Dynamics NAV je sice n\u00e1stroj, kter\u00fd podporuje efektivitu, automatizaci proces\u016f, optimalizaci firemn\u00edch \u010dinnost\u00ed, \u0159\u00edzen\u00ed skladu a lep\u0161\u00ed rozhodov\u00e1n\u00ed. Ale nen\u00ed to z\u00e1zrak. <\/p>\n\n\n\n Bez anal\u00fdzy st\u00e1vaj\u00edc\u00edch proces\u016f, identifikace slab\u00fdch bod\u016f a jasn\u011b definovan\u00fdch c\u00edl\u016f se i nov\u00fd syst\u00e9m st\u00e1v\u00e1 jen drahou iluz\u00ed pokroku. Dynamics NAV s\u00e1m o sob\u011b nic nevy\u0159e\u0161\u00ed. <\/p>\n\n\n\n Veden\u00ed to pojalo s\u202f\u00factyhodnou p\u0159\u00edmo\u010darost\u00ed. Zaveden\u00edm Dynamics NAV u\u0161et\u0159\u00edme 4 \u00fa\u010detn\u00ed (z 8) a jednoho, mo\u017en\u00e1 i dva lidi z IT, co\u017e je \u00faspora 3.5 mio ro\u010dn\u011b. I kdyby byl syst\u00e9m enormn\u011b drah\u00fd a st\u00e1l 10 milion\u016f je ROI ca 3 roky. <\/p>\n\n\n\n Provoz samoz\u0159ejm\u011b \u017e\u00e1dn\u00e9 zlep\u0161en\u00ed nepot\u0159ebuje, jede zcela na hran\u011b efektivity. D\u016fkazem je, \u017ee to tvrd\u00ed, ale milostiv\u011b do nov\u00e9ho syst\u00e9mu p\u0159ejde, kdy\u017e to teda \u00fa\u010dt\u00e1rna tak chce a n\u011bkdo to cel\u00e9 p\u0159iprav\u00ed tak, aby byl lep\u0161\u00ed, ne\u017e dosavadn\u00ed. \u202fCo\u017e je za ty pen\u00edze samoz\u0159ejmost\u00ed.\u00a0\u00a0<\/p>\n\n\n\n T\u00edm byl projektov\u00fd projekt schv\u00e1len a troufnu si \u0159\u00edci, \u017ee t\u00edm bylo rozhodnuto, \u017ee projekt nespln\u00ed sv\u00fdch c\u00edl\u016f bez ohledu na to, co se bude d\u00edt d\u00e1le. <\/p>\n\n\n\n Pokra\u010dov\u00e1n\u00ed :<\/em> 3. d\u00edl<\/a><\/p>\n\n\n\n Quartex Praha<\/strong> ch\u00e1pe, \u017ee ERP nen\u00ed jen software \u2013 je to strategick\u00fd n\u00e1stroj pro r\u016fst firmy. Pom\u00e1h\u00e1me<\/a> na\u0161im klient\u016fm nejen nasazovat ERP syst\u00e9my, ale i nastavovat re\u00e1ln\u00e9 c\u00edle, analyzovat procesy, podporovat firemn\u00ed digitalizaci, integraci syst\u00e9m\u016f, \u0159\u00edzen\u00ed firemn\u00edch proces\u016f a automatizaci \u00fakol\u016f<\/a>, vytv\u00e1\u0159et prost\u0159ed\u00ed, ve kter\u00e9m m\u016f\u017ee nov\u00fd syst\u00e9m skute\u010dn\u011b p\u0159in\u00e1\u0161et hodnotu.\u00a0<\/p>\n\n\n\nJak se rodilo o\u010dek\u00e1v\u00e1n\u00ed od syst\u00e9mu Dynamics NAV<\/a><\/strong>\u00a0<\/h2>\n\n\n\n
Mal\u00e9 firmy, velk\u00e9 probl\u00e9my \u2013 a kde z\u016fstala strategie<\/strong> <\/h2>\n\n\n\n
\u00da\u010dt\u00e1rna pod tlakem<\/strong> <\/h2>\n\n\n\n
V\u00edra v Dynamics NAV jako sp\u00e1su<\/strong> <\/h2>\n\n\n\n
ROI, \u00faspory a tvrd\u00e1 realita<\/strong> <\/h2>\n\n\n\n