Enterprise systems 2

1. Enterprise systems 2 ERP

2. Functional System Applications • Human resources System • Accounting and finance systems • Sales and marketing System • Operations management System • Manufacturing Systems • The following are some examples:

3. Human Resources • Recruiting • Job posting • Resume processing • Hiring procedures • Compensation • Payroll • Vacation, health and benefits • Retirement plans and stock options • Employee contributions

4. Accounting and Finances • General Ledger • Shows balance in all asset, liability and equity accounts • Financial Reporting • Keeps records and reports financial results to investors, creditors and other external users • Cost Accounting • Determines for internal users how much it costs the company to provide specific products or services

5. Sales and Marketing • Lead tracking • Record potential customers • Track Interest • Maintain history of contacts • Sales forecasting • Add projections: individual/territory/region/county • Projection totals used for company planning and financial statement • Customer management • Maintain history of contacts • Credit status • Past order history

6. Operations • Order Entry • Obtain customer data • Verify credit • Record payment method • Enter order for processing • Order management • Track order through fulfillment • Schedule shipping • Handle exceptions • Inform customer of order status

7. Manufacturing • Manufacturing Operations • Schedule and control machines in accordance with production schedules • Schedule and control manufacturing processes in accordance with production schedules • Manufacturing Planning • Create and maintain bill of materials • Create and maintain manufacturing requirements for equipment, persons and facilities

8. Example of a business process: purchase order process …

9. Purchase and payment process • 1: Presales activity • Determine requirements and complete purchase requisition. • Generate the purchase requisition based on: • quantity on-hand, • quantity-on-order, a • expected demand.

10. Purchase and payment process • 2: Prepare and record purchase order. • Assists the buyer in identifying sources of supply for the requested item, analyzing vendor quotes, • comparing vendor prices, terms, and past performance • 3. Receive and record goods. • Compare quantity ordered to quantity received. • Routes goods to the function that requested them or directs them the warehouse for immediate sale. It also records vendor performance data.

11. Purchase and payment process • 4: Receive vendor invoice, match with purchase order and receiving report; record payable. • If the three-way match fails, the enterprise system notifies the proper personnel to ensure timely reconciliation of differences. • 5. Prepare and record cash payment and update accounts. • Uses vendor and account payment data to schedule payments in accordance with terms of sales agreement.

12. IT reality – “Islands of Computing”: functional based systems Purchased Application Package(s) – etc. Program Program Legacy Application System(s) Program New Web-based application(s) Program Program Program Program Program Program • Enterprise IT reflects the structure and history of each enterprise not the business processes required. • Departments have their own IT systems • Legacy systems are left in place and new systems built separately.

13. Problems with island of computing (functional) based applications: • Sharing of data between systems • Data duplication • Data inconsistency • Applications that don’t talk to one another • Limited or lack of integrated information • Isolated decisions lead to overall inefficiencies • Increased expenses

14. Potential Solutions to disparate systems • Semi automatic “tactical” Integration: point to point solutions • Full application integration (EAI). A comprehensive integration of application based on steps in business processes • Enterprise Resource Planning System

15. Ad-Hoc Tactical approach to integrating the Business information systems Application System B Trans action File Program Extract Program Program Down load Down Extract Program File load Load Program File Program Load Screen Message Queue Program Scrape Application Application Database Replicator System A System C Extract Load Program Program Down load Program Program File Program Program Trans action Program Program File Message Queue • Each requirement is addressed with a point to point solution • Typically consisting of a data transfer mechanism and a data formatconverter.

16. Weaknesses of “islands of Computing” tactical approach • Weaknesses • Numerous Point-to-Point Interfaces • Sharing of data between systems • Data duplication • Data inconsistency • Inconsistent Qualities of Service • Limited or lack of integrated information • Inconsistent Business Processes solutions (refer to the buying of a product business process) as they (the business processes) are not integrated

17. Adapter Layers of an EAI Stack Provides real-time and historical data on performance of processes and assists in making decisions. EAI Business Activity Monitoring Manages and tracks business transactions that might span multiple systems and last minutes to days. Business Process Orchestration Data Transformation Ensures the data is the correct format for delivery to The next system. Message Storage & Routing Ensures the reliability of data delivery between systems. Adapter Provides “open” connectivity between data sources: programs that interact with the underlying business application

18. Problems with integration of function based systems: EAI • Data Sharing (data transformation) between systems • Data duplication and inconsistencies • Data model inconsistencies • Partial information leads to isolated decisions lead to overall inefficiencies and so can lead to increased expenses

19. ERP-definitions • ERP is: • a process of managing all resources (business function applications)and their use in the entire enterprise in a coordinated manner • ERP is a set of integrated business applications, or modules which carry out common business functions such as general ledger, sales forecasting…. • Support business through optimizing, maintaining, and tracking business functions: HR, financial, manufacturing etc… involved in business processes

20. Requirements to automate the sales order process • Provide sales department with a single point of access from which they can complete the business order process • Obtain /record information (availability of items, record sales order) • Request initiation of internal processes (time to manufacture and deliver items) • Provide reliable information to the customer (delivery date, price)

21. What makes ERP different? • Integrated modules: purchasing module; financial module… • Common definitions • Common database • Update one module, automatically updates others • The focus is on the organisational value chains, rather than individual functions

22. Essence of ERP • ERP software, among other things: • combines the data of formerly separate applications. • Keeps data in synchronization across the enterprise, • it simplifies the computer infrastructure within a large organization, • it standardises and reduced the number of software specialties required within larger organizations. ( e.g. no need for people maintain legacy systems or develop new links between applications…) • Therefore the benefits of ERP include: • Common set of data • Help in integrating applications for decision making and planning • Allow departments to talk to each other

23. Modularisation • Most systems are modular to permit automating some functions but not others. • Some common modules, such as finance and accounting, are adopted by nearly all users; others such as human resource management are not. • For example, a service company probably has no need for a manufacturing module. • Other companies already have a system that they believe to be adequate. Generally speaking, the greater the number of modules selected, the greater the integration benefits, but also the greater the costs, risks and changes involved.

24. ERP modules

25. ERP: Finance modules • All kind of organizations small scale, large scale organizations benefit from the implementation of ERP financial module. • The financial module is the core of many ERP software systems. • It can gather financial data from various functional departments, and generates valuable financial reports such general ledger, trail balance, as balance sheet and quarterly financial statements

26. ERP: Human Resource module • Human Resources is another widely implemented ERP module. • HR module streamlines the management of human resources and human capitals. HR modules routinely maintain a complete employee database including contact information, salary details, attendance, performance evaluation and promotion of all employees. • Advanced HR module is integrated with knowledge management systems to optimally utilize the expertise of all employees.

27. ERP purchasing module • Purchase module streamline procurement of required raw materials. • It automates the processes of identifying potential suppliers, negotiating price, awarding purchase order to the supplier, and billing processes. • Purchase module is tightly integrated with the inventory control and production planning modules. Purchasing module is often integrated with supply chain management software. 

28. ERP sales and marketing module • Sales module implements functions of order placement, order scheduling, shipping and invoicing. • Sales module is closely integrated with organizations' ecommerce websites. • Many ERP vendors offer online store front as part of the sales module. • ERP marketing module along with CRP supports lead generation, direct mailing campaign and other marketing works. Scheduling of the promotion is possible using this. 

29. Benefits of ERP • Common set of data • Removes consistency and synchronisation issues • Inter-department integration for all departments using the ERP • Library of available standard template processes and modules make integration easier • The use of ERP I.S. systems encourages Business Process Reengineering : • is a business management strategy that focuses on analysing and designing the way business processes/workflows are performed. It does not look at business processes in isolation but in a more holistic way: like how to change the value chain to ensure/create greater core competencies; e.g. link the purchasing process to a supply chain management which in turn can communicate with customer relation management systems… • Can you think of any examples of a business process re-engineering

30. Potential Limitations of ERP • Global ERP can be a never-ending project for large organisations • No organisation exists in isolation: Value chain business processes • There are always suppliers and clients who use different data models. • This means that the need for integration cannot be removed. • Inter-department integration relies on using the global ERP • Causes problems with anomalous departments, recently required, geographically isolated or with different business processes. • Be aware: The software can drive the business rather than the other way around • Templates tend to impose the standard business process rather than your organisations business process. This is okay for commoditised processes but not for all.

31. ERP Implementation Options • Complete system. • Create IT architecture from scratch • Uncommon as there are few new companies which start off large enough to implement ERP • ERP by Process • Deploy one or a few ERP modules across all Business Units • Risk: May never extend beyond original process. • ERP by Business Unit • Deploy fully integrated ERP suite in one or more Business Units • Risk: May never extend beyond original function. • Fully Integrated ERP • Full scale deployment across the enterprise • Risk: Very expensive and could take a long time before getting a return/

32. Implementing an ERP system • ERP is always a major project • Any ERP project requires significant time and cost. • It is likely to be disruptive and result in business process changes across the organisation. • To be successful • The project must have high priority and all elements of the organisation must be aware and involved in it. • Senior management commitment with regular progress reviews at the appropriate levels of management. • Risks • Many companies are unclear on the likely total project cost or return. • As with any enterprise level project, scope, organisational politics and resistance to change regularly cause failure.

33. ERP Implementation Options • Complete system. • Create IT architecture from scratch • Uncommon as there are few new companies which start off large enough to implement ERP • ERP by Process • Deploy one or a few ERP modules across all Business Units • Risk: May never extend beyond original process. • ERP by Business Unit • Deploy fully integrated ERP suite in one or more Business Units • Risk: May never extend beyond original function. • Fully Integrated ERP • Full scale deployment across the enterprise • Risk: Very expensive and could take a long time before getting a return/

34. Stages in ERP implementation • Definition and analysis • Design • Build • Transition

35. Definition and analysis • Hold discussions (the ERP provider and organisation buying the ERP system) with various functional personnel to establish the actual number of systems operating at the clients site , what they are used for, why and how often • Produce the Project Scoping Document outlining current situation, proposed solution and budgeted time Challenge : REQUISITE EXPERTISE - No two clients are the same

36. Design • Prepare various functional reports - specifies current scenario and wish list • Prepare Design document which specifies how the system is going to work • Prepare test scripts to be followed on system testing Challenge : INFORMATION SHARING - Availability of staff

37. Build • Configure system as per set up document specifications i.e. transfer conceptual model into reality • Test system to verify accuracy (preliminary tests) Challenge : TECHNICAL ENVIRONMENT - System functionality

38. Transition • Train users on their specific areas • Assist in test data compilation and system testing by users • Finalise the Live system and captured opening balances (results of business processes) Challenge : USER RESISTANCE Understanding and acceptance of ERP system; data preparation

39. Difficulty in implementation • Extremely costly and time intensive • Typical: over $10,000,000 and over a year to implement • Company may implement only certain modules of entire ERP system; due to lack of finance…. • You will need an outside consultant

40. Some of the risk implementation Factors • No clear goal • Lack of clear planning • Under-estimating resources required • Customisations • Insufficient testing

41. Question • Describe, using a suitable example, the steps in a business process. (6 Marks) • Explain the limitations of the “islands of computing” tactical approach and the EAI approach to implementing the above business process (6 Marks) • What is enterprise resource planning (ERP) (4 Marks) • What are the basic steps in implementing an ERP system. (6 marks) • how can a fully implemented ERP system overcome the limitations of other methods of implementing business processes. (8 Marks) • Describe the characteristics of 4 of the modules of an ERP system (8 marks)