WIPO Enterprise Resource Planning (ERP)
The ERP system is a critical enabler and prerequisite for the modernization of WIPO's key administrative and management business processes.
This system will:
- provide the automation and horizontal integration necessary to drive productivity and efficiency improvements by making processes more responsive and better able to serve the business;
- modernize WIPO's core administrative, management and customer-service functions;
- enable the capability to provide better information on performance and resource utilization to the member states and management;
- help ensure compliance with the regulatory framework by enforcing the responsibility, accountability and authority structure.
WIPO began the phased implementation of its ERP system in 2003 following member states’ approval of the implementation of the Administrative Integrated Management System (AIMS) project which addressed the financial and budget reporting needs of the Organization. This first project was completed on-time and within budget and the AIMS system has been in effective use since 2004.
In 2008 member states approved the FRR-IPSAS project which covered the implementation of the Procurement and Asset Management modules and allowed WIPO to achieve full compliance with the Financial Regulations and Rules (FRR) and International Public Sector Accounting Standards (IPSAS). The FRR-IPSAS system went live in January 2010 in accordance with the plan and within the approved budget. WIPO was among the first United Nations organizations to be fully prepared for IPSAS compliance.
The implementation of the AIMS and FRR-IPSAS projects has provided WIPO with the foundations of an ERP system and the means to address core business needs in finance, budget, travel, procurement and asset management functions.
The ERP Portfolio of Projects , approved by member states in 2010, addresses the remaining key functional gaps that exist in WIPO's current solution map for administrative and management systems. These include modernization of WIPO’s core administrative, management and customer-service functions, improve efficiency and productivity of WIPO’s administrative and management processes and enhance the capability to provide better information to member states, stakeholders and management. . The ERP Portfolio will be implemented over a five year timeframe, and be overseen by a governance structure .
The true benefits of an ERP system can only be harvested if WIPO embraces the opportunities to improve the way it works by re-engineering business processes, training staff to take advantage of the new tools, and establishing robust enabling policies within a comprehensive regulatory framework. WIPO’s implementation approach to the ERP portfolio fully recognizes these success factors, and therefore ensures that the project is fully anchored in the Strategic Realignment Program (SRP), along with other related projects and initiatives. The implementation is based on a clear blueprint and plan which will help gradually evolve the ERP system over a five-year timeframe in a coherent and measured manner.
- Core human resources and payroll functions (workforce and benefit management; payroll processing)
- Enterprise performance management tools (biennial planning; annual work-planning implementation and monitoring)
- Strengthened business processes and intelligence (business intelligence applications and dashboards)
- Progress Report on the Implementation of a Comprehensive Integrated Enterprise Resource Planning (ERP) System - 2013
- Final Progress Report on the Implementation of IT Modules to Establish Compliance with the New Financial Regulations and Rules (FRR) and International Public Sector Accounting Standards (IPSAS) – September 2012
- Information Technology Audit on the Project to Implement the AIMS System – September 2012
- Progress Report on the Implementation of a Comprehensive Integrated Enterprise Resource Planning (ERP) System - September 2011