When manufacturers begin exploring Manufacturing Execution Systems (MES), many think that jumping straight into RFPs and vendor conversations is the first step. But Wwhile it this may seem efficient, it’s also one of the most common reasons MES projects fail to deliver on expectations. Here’s the truth: MES success doesn’t start with procurement but with preparation.
Before discussing vendors, organizations must first define why they need MES at all, which requires asking some key questions:
What business goals should MES support?
Which pain points are we solving?
How do we divide our focus between traceability, visibility, compliance, and efficiency?
Who are the decision-makers and stakeholders across IT, OT, and operations?
Successful MES implementation demands meeting a few conditions first:
Companies need to start by defining business objectives.
Once the goals are set and approved, a pre-implementation analysis can take place.
Only then should they proceed to secure executive sponsorship and finally build a competent MES project team.
Only after the strategy is clear requirements can be written. These requirements are grouped into two main categories: The functional requirements that the employees responsible for the processes have and the non-functional requirements that are typically placed on the system by the IT department. Only if both categories are taken into account, the MES will both grant an improvement in processes and will fit into the enterprise IT architecture.
In short, before inviting vendors to pitch, your organization must first align internally on purpose, scope, and strategic value. As Gartner advises, “Only start evaluating specific vendors once the business case for the solution is established.” Without this, RFPs risk becoming wish lists filled with nice-to-have features but no connection to value.
Once your requirements catalog is finished, you can start to consider system vendors. We usually start this process by creating a system vendor longlist from our database. These vendors are then contacted to provide a self-disclosure of how their systems can map both functional and non-functional requirements. The resulting shortlist of vendors is then invited to pitch their system functions (no commercials at this point!) and host reference visits to heir clients. Only the top 2-3 system providers should the be asked to provide commercial offers.
By the time an RFP is issued, your organization should already:
Have executive buy-in.
Align stakeholders around goals and scope.
Define realistic timelines and resourcing.
Understand what MES can and cannot do.
Defining objectives in advance must not be seen as a bureaucratic necessity. Doing this pays off for everyone from the shop floor to operations, driving long-term benefits across the enterprise. Simply put, this approach is your defense against over-scoping and misalignment.
Define objectives and prioritize requirements… This upfront work … will help manufacturing teams choose the appropriate MES tool.
Concluding, the RFP should be the final step of your MES project preparation, not its starting point. Manufacturers who invest the time to align strategy, define requirements, and assess readiness are the ones who see MES not just as a system, but as a true enabler of digital transformation.
Of course, aligning strategy is just one part of preparation. Many manufacturers still face gaps in data, processes, or organizational readiness. If you’re unsure whether your ecosystem is truly ready for MES, Pawel Mierzwa, VP Sales Operations and Co-Founder of Andea has published a helpful guide on the website of NEONEX that explores this in depth. Read the article “Is your manufacturing ecosystem ready for MES?” here.