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Sin título de diapositiva
Sin título de diapositiva
Sin título de diapositiva
Sin título de diapositiva
Sin título de diapositiva
Sin título de diapositiva
Sin título de diapositiva
Sin título de diapositiva
Sin título de diapositiva
Sin título de diapositiva
Sin título de diapositiva
Sin título de diapositiva
Sin título de diapositiva
Sin título de diapositiva
Sin título de diapositiva
Sin título de diapositiva
Sin título de diapositiva
Sin título de diapositiva
Sin título de diapositiva
Sin título de diapositiva
Sin título de diapositiva
Sin título de diapositiva
Sin título de diapositiva
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Sin título de diapositiva

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  • Good afternoon to everybody and thank you for the chance to explain our participation in VERITE project. First i would like to say that, as you can see, my english accent is quite horrible, so i’ve thought it’s better not to punish you and that it’s better to do the paper in spanish. Mi colleague, Sergio Larreina, we’ll help me to be understood. I apologize for it, but anyway, you could take it as a little aprroaching to our language because of the inminent spanish presindecy of the European Union. We represent the VERITE work group in LEIA CDT. In this group five people take part: the general manager, the European Projects coordinator, the contact we have at the Basque University and ourselves. We are part of Knowledge Technologies Department in our centre and we’ve worked also in european Innoregio Project, that you could say is the root of VERITE project in some way. The contacts are: Eusebio Gaínza. General Manager. Cristina Murua. EPC. Sergio Larreina. Technician in TW. José M. Nogales. Innovation Projects Coordinator
  • Probably many of you already know where exactly Leia is. Very close to Vitoria, the capital-city of basque region, only 9 kilometers far from this city. The Centre is placed at the Alava Technological Park; Alava is one of the provinces which make up the Autonomous Community of the Basque Country. Also you can visit our website to get more information.
  • LEIA foundation is divided in several departments but the most people (almost 100 workers) are mainly in these five ones: Environmental Research and Development Technological Dissemination Knowledge Technologies Industrial Safety Pharmaceutical Development Unit
  • LEIA foundation is divided in several departments but the most people (almost 100 workers) are mainly in these five ones: Environmental Research and Development Technological Dissemination Knowledge Technologies Industrial Safety Pharmaceutical Development Unit
  • We are part of the Knowledge Technologies department. Among our activities are: Software for the integration of management Systems (INSIGE). Innovation Management. Quality, environment and safety management technologies Integrated management technologies
  • We have divided the paper in three main areas: Ours tasks in VERITE, focused on dissemination of IMTs in our region. Brief notes about the evolution and actual situation of ERP. Our proposal about ERP workshop that includes some changes from the original timetable.
  • In this slide we want to put your attention on the main target of this project which is the dissemination of IMTs and on our participation in the rest of tasks: the network list of local providers. dissemination plan of the web portal. list of portal developers in MRPs. Finally the organization of the ERP workshop in our region.
  • As you can see in this slide our main task is to prepare the ERP workshop in the twenty-first month of the timetable. Nevertheless about it we have to remark a little change which we’ll explain it in the end. In the rest of tasks our role is just to take part.
  • As we´ve said we expose to you some brief notes about the evolution and actual situation of MRP / ERP. Here we want to indicate the fast development of these techniques, from the initial techniques of programmnig focused on the company itself, to the actual systems which integrate also the environment (suppliers, finances, customers, etc.) Let us to detail further this evolution on the next slides.
  • The appearance of MRP technique in the early 70’s, tries to answer to the complexity increase of the lot production processes, in which the same article joins up to the final product in different phases of the process. These techniques integrate the Needs Planning and the specific methods on Lot dimension. In almost all cases, the introduction of such techniques in the companies was with the purpose of increasing the efficiency of the production process, following a scheme similar to the one we present. The Production Master Plan is the basis of the first MRPs, and it means one important step in the way towards the integration of the company functions, althought it affected only to the closest production processes.
  • In the second phase, while it was necessary to satisfy to different customers and the series were shorter, the Process Capability Studies raised and with them, it was possible to make stronger the integration of the preceding functions, extending towards the outside of the company by considering the production units of the subcontractors. This becomes in a very important part of the production real capability. These MRPs, appeared in the 80’s, are called “finite capability MRP”, (by comparison with the preceding ones, in which capability was not considered, and therefore, they were “infinite capability MRP” ). They are known as MRPII as well. By considering the availability of resources in each work place, allows to stablish traces which identify each of them and the necessary using intensity for a concrete order.
  • The next step was to extend MRP systems to different company areas, starting with its use in engineering, stocks and purchases, to sales and finances. This process appears during the 80’s with initiatives as the one called Bussiness Resources Planning (BRP), although finally ERP (Enterprise Resources Plannig) raised in the 90’s. Its success is based in the application of the principles in which MRP was based, the needs and resources checked planning to fulfill a concrete objective allows to stablish “RP” activities. These tools are structured on a modular system which integrates all company functions and it enhances the close conection among all ofthem.
  • The described process has continued untill nowadays to reach the communication of different ERP systems among different companies: it’s what we call Supply Chain Management (SCM), which implies the information interchange among all of those who take part in the process: from the material providers to the postsale service. In this way, the company extends itself to its environment and it tries to mark a competitive differential in the information use it makes. In fact, this process supposes the basis of the development of the so actual e-business tools: B2B, B2C, EDI, etc.
  • By the other hand, the convergence of business evolution and technology evolution has put to the individual in the middle, in the focus. The use in the past of the mainframe environments highlighted the fact of the data automatization centred business. With the client/server era the companies focused on the processes efficiency, in the processes reengineering. Now Internet has moved the focus in such way that everything is very customized. The individual and how it interacts with the system is now the focus of this system itself.
  • Here it is a graphic from the Ravi Kalakota’s book “e-business: Roadmap for success” in which we pretend to show a whole scheme of the company actual e-business arquitecture. First in pink we have the different roles we find within collaborative commerce: customers, employees, suppliers, distributors, stockholders, etc. Each one of these profiles needs to access to a concrete information and to some concrete resources. For instance: employees need information about purchases, orders, etc. All that information cames from the same place, the company core. In the centre we see the applications which build up this core: ERP and CRM. So here the importance of the total integration of what we call back-office (company basic areas, ERP) and front-office (CRM, SCM, B2B, B2C) (Enterprise Application Integration). It’s essential to have tools which could let us to take advantage of great data mount we have (Knowledge Tone Applications). We’ve already seen the ERP as an integrated application set covering the company internal business processes, makin easy the information stream between areas and processes, making more efficient its operation. This diagram helps us to understand the relationships with other management innovation techniques, with an integrated modular vision. So, the CRM allows to identify, to retrieve and to retain to those customers which are more profitable through a greater understanding of their needs. The supply chain management is the coordination of material flow, information flow and finacial flow among providers, distributors, etc. The Sales Chain Management tools cover the whole sale process, from the information order to the order realization, crossing the order preparation. Also you can see the activity of the stakeholders (analysts, assesors, auditors, stockholders, etc.), who need to access to information about finances, management control and the employees who are responsible of the administrative management, human resources, purchasing, etc. This architecture is based in what we call “collaborative commerce” (c-commerce) which we explain in next slide.
  • The enterprises and vertical organizations focused on the optimization of the internal functions, are beginning to change into more flexible entities based on main competences, whcih fight to get a better place within the production chain and the net of values. An essential aspect in this view consists on dedicating not only to the company to company electronic commerce or the company to customer commerce, but also to the collaborative commerce which integrates all the collaborative business interacts, made in an electronic way among the company staff, associates and customers through a commerce community. The commerce community could be n industry, an industry segment, a production chain or a segment of this chain. In a collaborative world the companies have to compete not only in availability, costs and quality in its products and services, but also in the information quality they can publish for their colaborator members comsuption. The demand of ERP systems and processes to face this change makes necessary for the users to change the ERP processes to include the external processes in what it’s been called ERPII as a business strategy and an application set which make value for customers and stockholders. The ERPII includes six elements in relation to the enterprise, application and technology: The company role Its field of activity. The necessary functions in this field. The kind of processes required for those functions The arquitectures of the system compatible with such processes The way to manage data within those arquitectures. Excepting the arquitecture, these elements represent the usual ERP enlargement. According to some analylists, for the year 2005, the need of the companies of publishing important information for the collaborative commerce processes within communities of interests, will make that ERPII systems would raise over ERP as the main tool to improve efficiency of the internal processes and intercompanies processes (0.8 probability).
  • Here we see the main products ordered by its application in different company sizes. Of course, it’s not a definitve list but only some information we’ve been able to get from the local market and to check with the disinterested information of local suppliers. It’s important for us to get collaboration from that suppliers who are closest to SMEs, that we think, they’re the final target of this project.
  • As a beginning to some of the subject we’ll have the chance to discuss during the project, here you have some data about the handicaps the companies find when triying to use such techniques. First you see the reasons the interviewed companies think they’re in the worst about their management systems. To name the three main points why companies are unsatisfied with their actual management system ...
  • When we looked at why they failes four things stood out: 1. Lack of user input: No one talked to the people and if they did they did not document it. 2. Incomplete Requirements: A needs analysis was not done 3. Changing requirements: because a needs analysis was not done, the requirements were not know, and the requirements actually changed. The main reason they changed is you (MR. Executive) assigned the job to somebody and he/she did the homework, then went to buy something and you changed the requirements because you weren’t involved. That’s why we weren’t willing to start a conversation with your company till we met you. 4. Lack of Executive Support: Critical, without executive support resources are often allocated elsewhere and not to the implementation.
  • Now that we know something about ERP, we proceed to expose some ideas about the realization of the workshop. Our intention is to mover on three axes: Exposition of experts from Universities, Technological Centres and skilled people in ERP subject. The presentation of experiences, which includes both product suppliers consultings and the users companies. Te realization of debate about such subjects of interest among the participants.
  • Relacionar cada uno de los contactados hasta la fecha, aunque sea de forma genérica.
  • You can see what we propose in this scheme. When showing experiences, we’d like, as we’ve mentioned, to invite both products providers consulting and user companies, in order to give them the chance of sharing their impressions. To expose the products we’d like to have a ‘PC area’ opened while the workshop, in which we could use demonstrations of the products.
  • Because of the Spanish Presidence of the European Union in the first six months of 2002, it’s been preparing a Council of Science&Technology Ministers in Vitoria-Gasteiz in the end of february. We’d take the chance of this event to organize this workshop in order to enhance its importance Of course this is only a proposal and we expect for the decission of the VERITE project leader and the partners. Thank you for your attention and we’d be glad of answering your questions (if we’re able to).
  • Transcript

    • 1. <ul><ul><li>Work team. </li></ul></ul>Presentation: Eusebio Gaínza. General Manager [email_address] Cristina Murua. European Projects Coordinator [email_address] Sergio Larreina. Technician in TW sergiol [email_address] José M. Nogales. Innovation Projects Coordinator txeman . leia @sea.es
    • 2. Location The Centre is placed at the Alava Technological Park; Alava is one of the provinces which make up the Autonomous Community of the Basque Country. The LEIA Foundation - Centre for Technological Development Alava Technological Park Leonardo Da Vinci Street, 11 01510-Miñano (ALAVA) Tel: 34 945 298 144 Fax: 34 945 298 217 http://www.leia.es
    • 3. <ul><li>Personnel in 2001: 73 contracted. </li></ul><ul><li> 23 collaborators. </li></ul><ul><li>LEIA is formed by different departments: </li></ul><ul><li>Environmental Research and Development </li></ul><ul><li>Technological Dissemination </li></ul><ul><li>Knowledge Technologies </li></ul><ul><li>Industrial Safety </li></ul><ul><li>Pharmaceutical Development Unit </li></ul>
    • 4.  
    • 5. <ul><li>Software for the integration of management Systems (INSIGE). </li></ul><ul><li>Innovation Management. </li></ul><ul><li>Quality, environment and safety management technologies </li></ul><ul><li>Integrated management technologies </li></ul><ul><li>Innovation Management (GESTINNO) </li></ul><ul><li>IMTs dissemination (INNOREGIO) </li></ul>Knowledge techonologies department:
    • 6. Agenda <ul><li>Our tasks in VERITE </li></ul><ul><li>ERP’s actual state </li></ul><ul><li>ERP workshop </li></ul>
    • 7. Main target: Dissemination of IMTs Databases List of suppliers chat Our tasks in VERITE ERP Workshop web
    • 8. Our tasks in VERITE
    • 9. ERP’s state PLANNING TECHNIQUES EVOLUTION Mathematical programming techniques focused on planning MRP Needs planning MRP II Nedds and capabilities planning ERP MRP II extended to other business areas Integrat ion ERP II System extension to managerial environment 20-70 80 90 00
    • 10. ERP’s state PRODUCTION Purchasing Bill of Materials (BOM) Production Master Plan Inventory Control Material Requirement Planning MRP Production Production Cost Control
    • 11. PRODUCTION ERP’s state Production Centres Traces Purchasing Bill of Materials (BOM) Production Master Plan Inventory Control Material Requirement Planning MRP Production Cost Control Capability Planning PRODUCTION
    • 12. ERP’s state PRODUCTION Accounting Stock Human Resources Sales Finance Design Purchasing Production Centros de Fabricación Traces Purchasing Bill of Materials Production Master Plan Inventory Control Material Requirement Planning MRP Production Cost Control Capability Planning
    • 13. ERP’s state Banks Suppliers Customers B2B B2C B2B EDI Centros de Fabricación Traces Purchasing Bill of Materials Production Master Plan Inventory Control Material Requirement Planning MRP Production Cost Control Capability Planning PRODUCTION Accounting Stock Human Resources Sales Finance Design Purchasing Production
    • 14. ERP’s state
    • 15. ERP’s state Administrative Control HRMS/ORMS/Purchasing Finance/Accounting/Auditing Management Control Knowledge Tone Applications Enterprise Application Integration Employees Stakeholders Customers, Resellers Business Partners: Suppliers, Distributors, Resellers Source: Ravi Kalakota e-business: roadmap for success Enterprise Resource Planing (ERP) Logistics Production Distribution Customer Relationship Management (CRM) Marketing Customer Service Sales Selling Chain Management Supply Chain Management
    • 16. Market trends <ul><li>Collaborative commerce and ERP II. </li></ul><ul><ul><li>It’s a business strategy and a set of applications which make possible and improve the financial and operative processes, both managerial and intermanagerial. </li></ul></ul><ul><ul><li>&quot;ERP II&quot; is focused on deep knowledgements of industrial areas and relationships among enterprises , not only in the own enterprise processes. </li></ul></ul><ul><ul><li>In the year 2005, &quot;ERP II&quot; systems will relieve &quot;ERP&quot; as the main tool to encourage the efficiency of both internal processes and intermanagerial ones . </li></ul></ul>Source: Gartner Group
    • 17. ERP’s state R e c e i p t s Arquitectures Files Relational DB Enterprise 1980 decade 1990 decade 2000+ <750 M Small Company 750M -3000M Med.Ent. >3000M - <39000M Small Mult >39.000M < $160B Multinat >$160B Logic Control Great Plains Exact Cima+ de CCS Concorde Sage DataWorks BAAN Symix CA Man Man Great Plains CS+ Platinum Solomon Agresso SAP Oracle PeopleSoft JD Edwards QAD PeopleSoft JDE One World Infinium Symix Navision Great Plains Navision aXapta Gros 97, Geminix Praxis, Aqua Navision Dimoni, Logic A3 Software Gros 97, Geminix Logic Control Pinwin SAP Oracle PeopleSoft BAAN Micro MRP
    • 18. Implantation’s handicaps 32% 28% 24% 13% 3% Access troubles to data Complicated Maintenance It does not fit to the new company directions Expensive to support Weakness with the technical direction What is wrong in your actual system ? Source: Deloitte & Touche - 1500 interviewed companies
    • 19. Implantation’s handicaps 5. Troubles with technology. 6. No resources. 7. Unreal expectations. 8. Unclear objectives. 9. Unreal expiration dates. 10. New technologies. Source: Standish Group 10 reasons because of implantation fails: 1. Users do not take part in. 2. Incompleted requirements. 3. Changing requirements. 4. Managers do not involve in.
    • 20. Mikel Nogales: Mikel Nogales: Mikel Nogales: Proposal ERP workshop EXPOSITION (Papers) DEBATE PRESENTATION EXPERIENCES
    • 21. Proposal ERP workshop Universities Suppliers / Consultants User companies Technological Centres Agents
    • 22. Proposal ERP workshop Experiences Debate Products Cases Papers Suppliers Consultants User companies Technological Centres Universities
    • 23. Proposal ERP workshop <ul><li>PROPOSAL CHANGES: </li></ul><ul><li>PLACE . </li></ul><ul><li>BILBAO VITORIA </li></ul><ul><li>DATE </li></ul><ul><li>21ST month During 1st. Semester </li></ul><ul><li>Why: to make it coincide with the Council of Science&Technology Ministers in Vitoria-Gasteiz in the end of february. </li></ul>

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