The ERP Power User Career Path: Developing Internal Experts Who Drive Value

Your warehouse manager discovers a system feature that could save 20 minutes daily in order processing workflows. But she doesn’t know how to configure it, isn’t sure if it would interfere with other processes, and doesn’t want to risk breaking something that’s currently working. The idea sits in an email somewhere, never implemented, representing thousands of dollars in potential annual savings that never materialize because your organization lacks internal expertise to confidently optimize your ERP system.

Meanwhile, your customer service team keeps asking IT to generate reports that should be straightforward—customer purchase history sorted by product category, sales trends by customer segment, margin analysis by supplier. Each request becomes a project requiring IT resources and weeks of waiting. The reports eventually arrive but don’t quite match what was needed, requiring multiple iterations. Your team spends more time requesting and refining reports than analyzing the data they’re supposed to be using for business decisions.

These scenarios illustrate a common pattern in mid-market distribution companies: organizations invest significantly in ERP systems but underinvest in developing internal expertise to fully leverage those systems. The result is underutilized capabilities, missed optimization opportunities, prolonged dependence on external consultants, slow adaptation to changing business needs, and limited return on ERP investments that should deliver far more value.

The solution isn’t hiring specialized IT staff or maintaining expensive consulting relationships indefinitely—it’s developing power users: operational employees who combine deep business knowledge with advanced ERP proficiency to drive system optimization, support colleagues, and extract maximum value from the platform. These power users aren’t full-time IT staff; they’re business professionals in customer service, warehouse operations, purchasing, accounting, or sales who develop expertise in ERP capabilities relevant to their functional areas.

Power users serve as force multipliers who translate business needs into system optimization, identify and implement improvement opportunities, provide peer support reducing IT burden, champion system adoption and effective use, and continuously enhance how the organization leverages ERP capabilities. They bridge the gap between business operations and technical systems, ensuring technology serves business objectives rather than becoming obstacle to operational effectiveness.

For mid-market distribution companies, power user development isn’t optional luxury that well-resourced enterprises might pursue—it’s essential capability that determines whether ERP investments deliver 40% or 90%+ of potential value. Organizations that systematically develop power users dramatically outperform those that remain entirely dependent on IT or external consultants for system expertise.

This article examines why power users are critical for ERP value realization, explores how to identify and develop these internal experts, and provides frameworks for creating power user career paths that attract talent and drive continuous improvement. Whether you recently implemented ERP and need to build internal expertise or operate with mature systems that remain underutilized, understanding power user development is essential for maximizing technology investment returns.

The Strategic Value of ERP Power Users

Power users deliver measurable value that justifies the investment in their development. Understanding this value helps prioritize power user programs and secure organizational commitment to building internal expertise.

Continuous System Optimization

Power users identify and implement ongoing system improvements that external consultants, unfamiliar with daily operational details, typically miss. Because power users work within operations daily, they recognize workflow inefficiencies, spot automation opportunities, understand process pain points, and see where system configuration could better support actual work.

This continuous optimization accumulates substantially over time. Perhaps a power user identifies five system improvements annually—each saving 30 minutes weekly across a three-person team. That’s 390 hours annually in productivity gains from one power user’s optimization efforts. Across multiple power users spanning different functional areas, the accumulated improvements transform ERP from baseline capability to highly optimized operational platform.

External consultants conduct optimization projects periodically but can’t match the continuous improvement that embedded power users provide. Consultants visit, recommend changes, implement improvements, then leave. Power users live with the system daily, continually refining and enhancing it based on evolving operational realities.

One industrial distributor credited their power user program with implementing 47 system optimizations over three years—workflow refinements, report development, configuration adjustments, and process improvements. They estimated these optimizations collectively saved approximately 15-20 hours weekly across the organization, representing $45,000-60,000 annual value from power user-driven improvements that would never have been identified or implemented without internal expertise.

Rapid Response to Business Changes

Business conditions change constantly—new product lines, different supplier relationships, evolving customer requirements, competitive pressures demanding operational adjustments. Power users enable rapid system adaptation supporting these business changes rather than waiting weeks or months for external consultants to understand requirements and implement modifications.

When new product lines require different pricing logic, power users can configure pricing rules quickly. When customer requirements change demanding different order workflows, power users adapt processes promptly. When inventory strategies shift requiring different allocation logic, power users implement necessary configuration changes. This responsiveness keeps systems aligned with business needs rather than lagging operational reality.

The rapid response capability provides competitive advantage. Organizations that adapt systems quickly to support new initiatives can pursue opportunities that slower-responding competitors miss. The ability to implement system changes in days rather than months enables agility that translates to business results.

A building materials distributor launching a new specialty product line needed system changes to support different pricing models, unique supplier ordering processes, and specialized inventory handling. Their power users implemented required system modifications in approximately two weeks, enabling the product line launch on schedule. Previously, similar system changes would have required engaging consultants, waiting for availability, and spending 6-8 weeks on implementation—potentially delaying the product launch and missing market opportunities.

Reduced External Consulting Dependency

Power users dramatically reduce ongoing consulting costs by handling system administration, optimization, and support internally rather than requiring external resources for routine tasks. While major platform upgrades or complex custom development might still justify consultant engagement, power users manage the continuous stream of configuration changes, report development, workflow adjustments, and user support that would otherwise consume consulting budgets.

The cost savings are substantial. Consider a distributor spending $40,000-50,000 annually on ongoing ERP consulting for report development, configuration changes, and user support. Developing internal power user capability to handle these activities reduces consulting costs 60-80%, saving $25,000-40,000 annually—substantially more than the incremental investment in power user development through training, time allocation, and recognition.

Beyond direct cost savings, reduced consulting dependency accelerates improvement implementation. Internal power users can implement changes immediately rather than waiting for consultant availability and scheduling. This responsiveness improves operational effectiveness beyond what cost savings alone reflect.

One electrical distributor reduced annual ERP consulting costs from approximately $65,000 to $18,000 over three years by developing robust internal power user capabilities. The remaining consulting focused on major platform upgrades and complex development that genuinely required external expertise, while power users handled the continuous flow of operational optimization, configuration changes, and user support that previously drove consulting spend.

Enhanced User Adoption and Proficiency

Power users serve as local experts providing peer support, training, and guidance that enhances system adoption and user proficiency across the organization. Rather than struggling with unfamiliar system features or submitting helpdesk tickets for basic questions, users consult nearby power users who understand both the system and the business context.

This peer support is more effective than traditional IT support because power users speak business language, understand operational context, and can explain system features in terms relevant to users’ actual work. When a warehouse picker asks a warehouse power user how to handle an exception scenario, the explanation naturally incorporates operational knowledge and best practices that IT support might not understand.

Power users also identify training needs and knowledge gaps that systematic training programs miss. They notice patterns in the questions colleagues ask, recognize where users are unaware of relevant capabilities, and see where additional training would improve productivity. This frontline perspective enables targeted training addressing actual needs rather than theoretical curriculum.

The enhanced adoption and proficiency that power users enable multiplies system value across the entire user base. When all employees use systems more effectively through power user guidance and support, the organization-wide productivity impact substantially exceeds direct power user contributions.

Risk Mitigation and Knowledge Retention

Power users reduce key person dependencies by distributing system expertise across multiple individuals rather than concentrating it in single IT staff or consultants. When system knowledge exists in multiple power users spanning different functional areas, organizations aren’t vulnerable to catastrophic knowledge loss if one person departs.

Power users also document system configuration, customizations, and operational procedures as they work with the platform. This documentation creates institutional knowledge that survives personnel changes rather than residing exclusively in individual memories. The combination of distributed expertise and systematic documentation dramatically reduces succession risk.

The risk mitigation value becomes apparent during transitions. When consultants who implemented your system are no longer available, power users maintain continuity of system knowledge. When IT staff depart, power users understand system configuration and can support ongoing operations while replacements are hired and trained. This resilience protects operational continuity against inevitable personnel changes.

Identifying Power User Potential

Not every employee can or should become a power user. Effective power user programs identify individuals with aptitudes, interests, and characteristics that predict success in these roles.

Key Attributes and Characteristics

Effective power users typically exhibit certain attributes. Strong business operations knowledge and experience provide the foundation for understanding how system capabilities can support business objectives. Technical aptitude and comfort with software enable learning advanced system features without extensive technical training. Analytical thinking and problem-solving orientation help power users diagnose issues and identify improvement opportunities. Teaching and communication skills enable effective peer support and knowledge sharing. Initiative and continuous improvement mindset drive power users to proactively seek optimization opportunities rather than accepting the status quo.

Importantly, power users need not be technical experts in the IT sense. They’re business professionals who develop proficiency with business software rather than programmers or database administrators. The technical skills required are similar to advanced proficiency with Excel or other business applications—well within reach of motivated operational employees.

Interest in technology and systems often indicates power user potential. Employees who naturally gravitate to learning new software features, who help colleagues troubleshoot issues, or who suggest system improvements demonstrate the orientation that makes effective power users.

Observing Operational Indicators

Several observable behaviors indicate power user potential. Employees who proactively learn system features beyond their immediate job requirements show the intellectual curiosity power users need. Staff who help colleagues solve system problems demonstrate both technical aptitude and service orientation. Individuals who identify process improvements and suggest better ways of working exhibit the analytical perspective power users require.

These behaviors emerge organically during normal operations. Pay attention to who colleagues naturally ask for help with system questions. Notice who tends to figure out workarounds when encountering system limitations. Observe who suggests improvements in team meetings or raises questions about why processes work certain ways. These informal indicators often identify power user potential more reliably than formal assessments.

The warehouse supervisor who teaches herself advanced RF scanning features to improve productivity demonstrates power user potential. The customer service representative who creates personal Excel reports because standard system reports don’t meet her needs shows the analytical drive power users need. The purchasing manager who maintains detailed documentation of vendor procedures and system workflows exhibits the knowledge management orientation effective power users demonstrate.

Balancing Operational Roles and System Expertise

Power users remain operational employees primarily—warehouse leads, customer service supervisors, purchasing managers, accounting specialists—who develop advanced system expertise as enhancement to their operational roles rather than becoming full-time system administrators. This balance is critical; power users provide value precisely because they combine business expertise with system proficiency.

The time allocation typically involves perhaps 5-15% of work time dedicated to power user activities—helping colleagues with system questions, implementing configuration improvements, developing reports, providing training, and optimizing workflows. The majority of time remains focused on core operational responsibilities that provide the business context making power users effective.

Organizations should be realistic about power user time requirements and provide appropriate workload adjustments. If an employee is expected to perform full operational duties plus significant power user responsibilities without workload modification, burnout and resentment result. Formal recognition that power user responsibilities are part of their job, with appropriate expectations and performance metrics, legitimizes the role and prevents it being perceived as “extra work” on top of normal duties.

Developing Power User Capabilities

Identifying potential power users is only the first step—systematic development programs build the capabilities these internal experts need.

Formal Training and Certification

Power user development begins with formal ERP training beyond basic user education. Advanced training should cover system administration basics appropriate for business users, advanced transaction processing and exception handling, report development and data analysis capabilities, workflow configuration and process optimization, integration fundamentals and data management, and best practices for peer support and training.

Many ERP vendors offer formal power user or administrator certification programs that provide structured learning paths and validate competency. Pursuing vendor certifications ensures power users develop comprehensive platform knowledge rather than fragmented understanding of features they happen to encounter.

Training investment varies but often involves 40-80 hours of formal education spanning several months—a meaningful commitment but far less than developing full IT staff expertise. Online training, self-paced learning modules, and virtual instructor-led sessions make training accessible without extensive travel or time away from operations.

One HVAC distributor sent four potential power users through vendor certification programs over six months. Total training investment was approximately 240 hours of employee time plus $8,000 in certification fees—substantial but modest compared to the ongoing consulting costs their power user program eliminated. The certified power users provided immediate value implementing improvements and supporting colleagues, validating the training investment within months.

Hands-On Project Experience

Formal training provides foundation, but power users truly develop capability through hands-on projects applying their learning to real operational challenges. Practical project experience should include report development projects creating reports meeting specific business needs, workflow optimization initiatives improving process efficiency, configuration projects implementing new system capabilities, training development creating resources supporting user adoption, and troubleshooting experience diagnosing and resolving system issues.

These projects should be structured to provide progressive complexity—starting with straightforward improvements where success is likely, then advancing to more complex initiatives as competency grows. Mentor support from vendors, consultants, or experienced power users helps less-experienced staff tackle challenging projects successfully while building skills.

Project-based learning is more effective than abstract training because it’s immediately applicable, provides concrete outcomes demonstrating value, builds confidence through success experiences, and develops problem-solving skills that training alone can’t instill.

A building materials distributor’s power user development program structured projects progressively. First project: modify an existing report to add fields users requested (relatively simple). Second project: create new dashboard showing KPIs for warehouse operations (moderate complexity). Third project: configure new pricing workflow for specialty products (complex but high-value). This progression built skills systematically while delivering real business value from each project.

Peer Learning and Knowledge Sharing

Power users benefit from peer learning opportunities with other power users—sharing challenges and solutions, discussing best practices and lessons learned, collaborating on complex projects benefiting from multiple perspectives, and learning from each other’s expertise in different functional areas.

Formal power user communities or regular meetings facilitate this peer learning. Perhaps monthly power user meetings where participants share recent projects, discuss upcoming initiatives, and problem-solve challenges collectively. Or online communities where power users post questions, share solutions, and collaborate asynchronously.

The peer learning creates force multiplication—each power user benefits from others’ experiences and experiments, accelerating collective capability development. It also provides professional development and networking that makes power user roles more engaging and reduces isolation that power users sometimes experience as advanced users in their operational areas.

One industrial distributor established a power user community with monthly meetings and a Slack channel for asynchronous communication. Power users reported that peer learning was as valuable as formal training—the practical insights from colleagues who’d tackled similar challenges, the collaborative problem-solving when facing complex issues, and the professional relationships that made the power user role more rewarding and less isolating.

Vendor Resources and Support

ERP vendors typically provide resources supporting power users including comprehensive documentation and knowledge bases, online training and webinars, user conferences and community forums, technical support specifically for power users, and early access to new features and updates.

Power users should be encouraged to leverage these vendor resources extensively. The investment in vendor-provided training, the time spent exploring documentation, and the participation in user communities all build capability that benefits the organization. Smart vendors recognize power users as critical to customer success and provide resources specifically supporting their development.

Vendor relationships can also provide escalation paths when power users encounter challenges beyond their expertise. Knowing when to consult vendor support versus attempting solutions independently is important judgment that develops over time. The key is treating vendor resources as complement to internal expertise rather than replacement for it.

Continuous Learning and Skill Advancement

Power user development isn’t one-time investment but continuous learning as systems evolve, business needs change, and expertise deepens. Organizations should support ongoing power user skill development through regular refresher training on existing capabilities, training on new features as platforms update, expanded training in specialized areas power users want to develop, attendance at user conferences and vendor events, and time allocation for self-directed learning and experimentation.

This continuous learning keeps power user skills current and relevant as technology and business contexts evolve. It also signals organizational commitment to power user development as serious investment rather than one-time training event, supporting retention of these valuable internal experts.

Creating Power User Career Paths

Power user capabilities should be recognized as valuable professional competencies that enhance career development rather than additional responsibilities with no advancement benefit.

Formal Role Recognition

Power users should have formal recognition in job descriptions, titles, performance expectations, and organizational charts. Perhaps employees are designated “Customer Service Power User,” “Warehouse Systems Specialist,” or “Purchasing Systems Expert” through formal titles or certifications that acknowledge their enhanced capabilities.

This formal recognition legitimizes power user responsibilities as core job duties rather than extra work. It clarifies that time spent on power user activities—helping colleagues, developing reports, optimizing workflows—is expected and valued rather than being secondary to “real work.”

Formal recognition also provides internal credentials that demonstrate expertise. When evaluating employees for promotion or considering candidates for leadership roles, power user designation signals advanced capabilities beyond basic operational competencies.

Compensation and Incentives

Power user capabilities should be recognized in compensation decisions. Perhaps power users receive premium compensation reflecting expanded responsibilities and specialized expertise. Or power user status creates eligibility for performance bonuses recognizing contributions to organizational effectiveness.

The compensation premium need not be dramatic—perhaps 5-10% above baseline roles—but should be meaningful enough to signal that the organization values the additional capability and investment power users represent. Without compensation recognition, power user roles can feel like additional responsibility without commensurate rewards.

Some organizations use project-based incentives where power users receive bonuses for completing significant improvement initiatives. This approach ties rewards directly to value delivery while recognizing that power user contributions often come through numerous smaller improvements that are collectively valuable.

Advancement Opportunities

Power user experience should create advancement opportunities within organizations. The combination of operational expertise and system proficiency makes power users strong candidates for supervisory, management, and leadership roles where understanding both business processes and enabling technology provides significant value.

Perhaps power users advance to roles like operations manager, business analyst, systems coordinator, or training specialist where their combined business and technical expertise is primary job qualification. Or power user experience is explicit criterion for promotion to operations leadership roles where system optimization and technology leverage are critical management responsibilities.

The advancement opportunities make power user development attractive to ambitious employees who see it as career accelerator rather than just additional duties. When talented employees perceive that developing power user capabilities advances their career prospects, they’re motivated to invest in expertise development that benefits both them and the organization.

One electrical distributor’s operations manager, warehouse manager, and customer service manager all developed from power user roles. The general manager noted that power user experience was best predictor of success in operations leadership because it developed both deep operational understanding and the analytical, problem-solving, and change management capabilities that effective managers require.

External Career Value

Power user capabilities also have external career value—expertise transferable to other organizations and attractive to employers. Advanced ERP proficiency combined with distribution operations knowledge makes professionals valuable in consulting, vendor organizations, or distribution companies implementing similar systems.

This external transferability might seem threatening—why invest in employees who become more marketable elsewhere? But the reality is that career development is major retention factor. Employees who see career growth opportunities within organizations are less likely to seek external opportunities. And the external value of power user capabilities actually aids recruiting by demonstrating that joining your organization provides skill development with career benefits beyond the immediate role.

Organizations should embrace the external value of power user skills rather than fearing it. The development opportunity helps attract and retain talent, and most power users who develop capabilities will continue employing them within your organization rather than leaving—particularly when advancement opportunities and appropriate recognition keep them engaged.

Sustaining Power User Programs

Building initial power user capability is only the beginning—sustainable programs require ongoing attention to retention, engagement, and program evolution.

Preventing Burnout and Maintaining Balance

Power users risk burnout when operational demands and power user responsibilities combine to create excessive workload without appropriate boundaries. Organizations must protect against burnout through realistic expectations about power user time allocation, workload adjustments recognizing power user responsibilities, permission to decline or defer requests when operational demands peak, rotation or sharing of power user responsibilities preventing single-person dependency, and regular check-ins assessing workload and stress levels.

Power users should feel empowered to set boundaries—to say “I can help with that next week after month-end closes” or “I’m not the right person for that question, check with [other power user].” When organizations treat power users as infinite resource available for any system question regardless of their other responsibilities, frustration and burnout result.

The goal is sustainable power user engagement over years rather than intense utilization that burns out valuable internal experts within months. Sustainable programs recognize that power users remain operational employees primarily and manage power user expectations accordingly.

Recognizing and Celebrating Contributions

Regular recognition of power user contributions reinforces that the organization values their efforts. Recognition approaches include highlighting power user achievements in company communications, featuring improvement projects and results in team meetings, formal awards or recognition programs for exceptional contributions, executive appreciation and personal thanks for significant initiatives, and peer recognition where colleagues acknowledge power user help and support.

Recognition need not be elaborate or expensive to be meaningful. Simple acknowledgment from leadership that power user efforts are noticed and appreciated goes far in sustaining engagement. Public celebration of successes—the report that streamlined analysis, the workflow improvement that saved hours weekly, the training that accelerated new employee productivity—reinforces that power user work matters.

One HVAC distributor features a “Power User Spotlight” in monthly company newsletters highlighting a different power user each month—describing their contributions, sharing feedback from colleagues they’ve helped, and recognizing specific improvements they’ve implemented. Power users reported this simple recognition was among most motivating aspects of the program because it demonstrated their contributions were visible and valued.

Evolving Scope and Responsibilities

Power user programs should evolve as organizational needs and power user capabilities develop. Initial focus might emphasize basic user support and straightforward improvements. As power users gain experience, scope can expand to more strategic system optimization, process redesign initiatives, cross-functional improvement projects, vendor relationship management, and evaluation of system enhancements or new capabilities.

This evolution keeps power user roles engaging and challenging rather than becoming routine. As power users master basic capabilities and implement obvious improvements, expanded scope provides continued growth opportunities and prevents stagnation.

The evolution should be collaborative—discussing with power users what additional responsibilities they’re interested in, what capabilities they want to develop, and what initiatives would provide both organizational value and personal development. Treating power users as partners in program development rather than passive recipients of assigned responsibilities increases engagement and ownership.

Building Bench Strength

Sustainable power user programs continuously develop new power users rather than depending on initial cohort indefinitely. As organizations grow, as systems expand functionality, and as power users advance to other roles, new power users must be identified and developed to maintain program sustainability.

Succession planning for power users involves identifying next-generation candidates showing potential, providing developmental opportunities building future power users’ capabilities, progressive responsibility increase preparing candidates for full power user roles, and knowledge transfer from experienced power users to developing successors.

Building bench strength also distributes power user coverage across more individuals, reducing dependency on few people and enabling better coverage across shifts, departments, and functional areas. Multiple power users in each operational area creates resilience and allows peer support among power users themselves.

The Bizowie Power User Advantage

Understanding power user requirements reveals why Bizowie’s design specifically enables effective power user development and deployment.

Designed for Business User Administration

Bizowie is architected for business user administration rather than requiring technical IT expertise for system configuration and optimization. The platform’s intuitive configuration interfaces, business-friendly terminology, safe experimentation environments, and comprehensive documentation enable operational employees to perform system administration tasks that technical staff handle in more complex platforms.

This business-user focus means power users can actually implement meaningful improvements rather than being limited to basic report generation and user support. The configuration capabilities make power users genuinely empowered to optimize the system rather than just being liaison to IT or consultants who do actual implementation work.

Comprehensive Training and Certification Programs

Bizowie provides structured training and certification programs specifically designed for power user development including role-based learning paths appropriate for different functional areas, progressive skill development from basic to advanced proficiency, hands-on labs and practical exercises reinforcing learning, certification validating competency and achievement, and ongoing training on new features and capabilities as platform evolves.

These vendor-provided resources dramatically simplify power user program development by providing proven curriculum rather than requiring organizations to build training programs from scratch. The investment in vendor training accelerates power user capability development and ensures comprehensive rather than fragmented expertise.

Active User Community and Knowledge Sharing

Bizowie maintains active user community providing peer learning, best practice sharing, problem-solving support, and networking opportunities that enhance power user effectiveness and engagement. User forums, annual conferences, regional user groups, and online communities create knowledge-sharing ecosystem that multiplies individual power users’ effectiveness through collective learning.

This community access is particularly valuable for mid-market distributors where power users might otherwise feel isolated. The ability to connect with peers at other companies facing similar challenges, to learn from more experienced users’ solutions, and to contribute knowledge gained from own experiences creates professional development opportunity that makes power user roles more rewarding.

Vendor Support for Power Users

Bizowie provides technical support specifically designed for power users including escalated support channels for advanced questions, early access to new features and beta programs, direct communication with product management for enhancement requests, and consulting resources available when internal expertise needs supplementation.

This vendor partnership treats power users as critical success factor rather than just another support tier. The investment in supporting power users’ success recognizes that their effectiveness directly impacts customer satisfaction and long-term platform success.

Conclusion: Power Users as Strategic Assets

ERP power users represent strategic assets that dramatically amplify technology investment returns. Organizations that systematically develop internal expertise through power user programs consistently outperform those remaining dependent on external consultants or limited IT resources for system optimization and support.

The value power users deliver—continuous system improvement, rapid response to changing needs, reduced consulting costs, enhanced user adoption, and risk mitigation—far exceeds the investment in their development. The training costs, time allocation, and compensation recognition that power user programs require are modest compared to the operational improvements and strategic advantages these internal experts enable.

For mid-market distribution companies operating with lean teams and cost-conscious cultures, power user development isn’t optional luxury but essential capability determining whether ERP investments deliver promised value or remain underutilized expensive software. The difference between organizations realizing 40% versus 90%+ of ERP potential value largely comes down to internal expertise leveraging system capabilities effectively.

Cloud-native platforms like Bizowie are specifically designed to enable power user effectiveness through business-friendly interfaces, comprehensive training resources, safe configuration environments, and active user communities that make building internal expertise practical for mid-market organizations without enterprise IT departments.

When you’re ready to see how Bizowie’s power-user-friendly design, comprehensive training programs, intuitive configuration capabilities, and active user community enable mid-market distributors to develop internal expertise that drives continuous improvement and maximizes ERP value—transforming technology investment from fixed cost to continuously appreciating strategic asset—schedule a demonstration to explore how modern distribution ERP supports power user development while delivering comprehensive distribution functionality your operations require.

The most successful distribution companies don’t just implement ERP systems—they build internal expertise that continually optimizes those systems, adapts them to evolving needs, and extracts maximum operational value from technology investments. That continuous value creation begins with recognizing power user development as strategic imperative rather than optional program, creating career paths that attract talent to these critical roles, and implementing platforms specifically designed to enable business users to administer and optimize systems effectively.