Mid Term Exam


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  • PATIENTLY ALLOW TIME FOR ANIMATIONS TO WORK Use the animated graphic to explain the component parts of an enterprise's architecture-ranging from suppliers to customers and employees to partners.
  • PATIENTLY ALLOW TIME FOR ANIMATIONS TO WORK Use this animated graphic to explain the technological backbone of e-Business. The model puts the customer or employee at the center of the various activities that occur technologically within a business. Take the time to describe each of the functions represented by the wedges of the pie chart as they individually enter.
  • PATIENTLY ALLOW TIME FOR ANIMATIONS TO WORK Use the animated graphic to further explain the components and interrelationships in the Colgate-Palmolive ERP.
  • Continue the discussion of ERP citing the benefits that can be realized in quality, efficiency, and decreased costs. Explain how ERP can enhance enterprise agility. Make the point that failures do exist in ERP implementations.
  • Continue the discussion of ERP citing the reasons for failures. Underestimating the complexity of the project is a dominant theme. Of particular interest should be noted the lack of human participation and training so that they would buy into the changed process.
  • PATIENTLY ALLOW TIME FOR ANIMATIONS TO WORK This animated graphic demonstrates how CRM functional solutions and a CRM integrated solution address the stages in a customer's life cycle. Take the time to explain each of the components and their actions.
  • PATIENTLY ALLOW TIME FOR ANIMATIONS TO WORK This animated graphic demonstrates how CRM uses IT to create a cross-functional enterprise system. Explain each of the component parts and the roles they play.
  • This slide features the benefits and challenges of CRM along with problems of CRM failures. It was useful in targeting prime customers and personalizing products and services to them. CRM failures are significant in number and often are cited for damaging customer relationships. The case blames a lack of understanding for the failures.
  • Mini-case on Gevity HR and Monster.com further examines failures in CRM implementation. Employees who felt threatened by CRM vigorously worked to sabotage its implementation. The failures very often led to a loss of customer good will and negatively affected the employees also.
  • PATIENTLY ALLOW TIME FOR ANIMATIONS TO WORK This animated graphic shows how SCM functional processes and an SCM integrated solution address the supply chain life cycle. Take the time to define and explain each of the component parts and their interrelationships.
  • Introduce and define supply chain management. Demonstrate how SCM is designed to get the right product to the right place at the right time in the proper quantity at an acceptable cost. Point out the savings in inventory carrying costs including storage, handling, as well as money invested.
  • PATIENTLY ALLOW TIME FOR ANIMATIONS TO WORK Use this animated graphic to demonstrate the objectives of supply chain management moving from Business Value Goals to Customer Value Goals. The component parts are self explanatory.
  • Continue discussion of SCM explaining how its objectives are managed by the system. For example, forecasting demand, controlling inventory, etc., while receiving feedback at every step of the chain.
  • Challenges of SCM include lack of proper planning knowledge, inaccurate demand forecast, lack of adequate collaboration, as well as the fact that the SCM software itself is immature.
  • PATIENTLY ALLOW TIME FOR ANIMATIONS TO WORK This animated graphic is designed to show enterprise application integration. The integration occurs in the example between front-office CRM applications and back-office ERP applications.
  • Mid Term Exam

    1. 1. Mid Term Exam <ul><li>Chapters 1,3,4,5,6,10 & (additional readings) </li></ul><ul><li>Two parts: </li></ul><ul><li>Multiple choice (get scantron form 889 E available in book store) </li></ul><ul><li>Short cases </li></ul>
    2. 2. Ch 7 <ul><li>Electronic Business Systems </li></ul>
    3. 3. Learning Objectives <ul><li>Identify the following cross-functional enterprise systems, and give examples of how they can provide significant business value to a company: </li></ul><ul><ul><li>Enterprise resource planning (ERP) </li></ul></ul><ul><ul><li>Customer relationship management (CRM) </li></ul></ul><ul><ul><li>Supply chain management (SCM) </li></ul></ul><ul><ul><li>Enterprise application integration (EAI) </li></ul></ul><ul><ul><li>Transaction processing systems (TPS) </li></ul></ul><ul><ul><li>Enterprise collaboration systems (ECS) </li></ul></ul>
    4. 4. Learning Objectives <ul><li>Give examples of how Internet and other information technologies support business processes within the business functions of accounting, finance, human resource management, marketing, and production and operations management. </li></ul><ul><li>Understand the need for enterprise application integration to improve support of business interactions across multiple e-business applications. </li></ul>
    5. 5. Enterprise Business Systems Enterprise Application Architecture Suppliers Customers Employees Partners Supply Chain Management Sourcing - Procurement Enterprise Resource Planning Internal Business Processes Customer Relationship Management Marketing – Sales - Service Knowledge Management Collaboration – Decision Support Partner Relationship Management Selling – Distribution
    6. 6. Enterprise Resource Planning Production Planning Integrated Logistics Accounting and Finance Human Resources Sales, Distribution, Order Management Customer/ Employee The Technological Backbone of e-Business
    7. 7. Enterprise Resource Planning Suppliers Human Resources Finance and Accounting Demand Planning Manufacturing Planning Logistics Planning Distribution Planning Order Entry Enterprise Resource Planning Customers Purchasing & Accounts Payable MRP Inbound Inventory Plant Mgmt. Manufacturing & Production Scheduling Inventory Control & Warehousing Distribution & Accounts Receivable The Business Value of ERP
    8. 8. <ul><li>Benefits of ERP </li></ul><ul><li>Quality and Efficiency </li></ul><ul><li>Decreased Costs </li></ul><ul><li>Decision Support </li></ul><ul><li>Enterprise Agility </li></ul><ul><li>Failures in ERP Do Exist </li></ul>Enterprise Resource Planning
    9. 9. <ul><li>Causes of ERP Failures </li></ul><ul><li>Underestimating the Complexity of Planning, Development, and Training Needed </li></ul><ul><li>Failure to Involve Affected Employees </li></ul><ul><li>Trying to do Too Much Too Fast </li></ul><ul><li>Over Reliance by Company on Claims of Software Companies </li></ul>Enterprise Resource Planning
    10. 10. <ul><li>Supports an Integrated and Collaborative Relationship Between a Business and it’s Customers </li></ul>CRM: The Business Focus Customer Life Cycle CRM Functional Solutions CRM Integrated Solution The Internet Collaborative Service Shared Customer Data Acquire Enhance Retain Direct Marketing Cross-sell and Up-sell Proactive Service Sales Force Automation Customer Support Partner Company Customer
    11. 11. <ul><li>CRM Uses IT to Create a Cross-Functional Enterprise System </li></ul>CRM: The Business Focus Marketing and Fulfillment Customer Service and Support Retention and Loyalty Programs Contact and Account Management <ul><li>Sales </li></ul><ul><li>Cross-Sell </li></ul><ul><li>Up-Sell </li></ul>Prospect or Employee Fax e-Mail Telephone Web
    12. 12. CRM: The Business Focus <ul><li>Benefits and Challenges of CRM </li></ul><ul><li>Identify and Target the Best Customers </li></ul><ul><li>Customization and Personalization of Products and Services </li></ul><ul><li>Track Customer Contacts </li></ul><ul><li>CRM Failures </li></ul><ul><li>50% of Applications Fail to Meet Expectations </li></ul><ul><li>20% of the Time CRM Damaged Customer Relationships </li></ul><ul><li>Lack of Understanding and Preparation is Blamed </li></ul>
    13. 13. <ul><li>Gevity HR and Monster.Com: Failures in CRM Implementation </li></ul>CRM: The Business Focus <ul><li>Employees Undercut the System Believing Their Jobs Threatened by CRM On-Line Customer Problem Solutions. </li></ul><ul><li>Complex Installation Since it Touches So Many Legacy Systems </li></ul><ul><li>Failures Lead to Loss of Customer Goodwill and Business and Negatively Affects Employees Also </li></ul>
    14. 14. <ul><li>SCM Software Helps Firms Reengineer and Integrate The Functional SCM Processes </li></ul>SCM: The Business Network Supply Chain Life Cycle SCM Functional Processes SCM Integrated Solution The Internet Collaborative Fulfillment Shared Market Data Strategic Sourcing and Procurement Forecast and Demand Planning Customer Order Fulfillment Service Distribution Network and Warehouse Operations Transportation and Shipment Management Production Logistics Supplier Manufacturer Customer Retailer Commit Schedule Make Deliver
    15. 15. SCM: The Business Network <ul><li>Supply Chain Management : a top strategic objective for many firms </li></ul><ul><li>The Right Products </li></ul><ul><li>The Right Place </li></ul><ul><li>The Right Time </li></ul><ul><li>In the Proper Quantity </li></ul><ul><li>At an Acceptable Cost </li></ul>
    16. 16. SCM: The Business Network Business Value Goals Rapid Demand Fulfillment Collaborative Supply Chain Planning and Execution Customer Value Goals Give customers what they want, when and how they want it, at the lowest cost Interenterprise Coordination of Manufacturing and Business Process Effective Distribution and Channel Partnerships Responsiveness and Accountability to Customers Objectives of Supply Chain Management
    17. 17. SCM: The Business Network <ul><li>Objective of SCM Efficiently Manages this Process by: </li></ul><ul><li>Forecasting Demand </li></ul><ul><li>Controlling Inventory </li></ul><ul><li>Enhancing Business Relationships </li></ul><ul><li>Receiving Feedback and Status of Every Link of the Chain </li></ul>
    18. 18. SCM: The Business Network <ul><li>Lack of Proper Planning Knowledge, Tools, and Guidelines </li></ul><ul><li>Inaccurate Demand Forecasts </li></ul><ul><li>Lack of Adequate Collaboration </li></ul><ul><li>Software Itself Immature </li></ul>Benefits and Challenges of SCM
    19. 19. SCM <ul><li>When supply chain relationships are reviewed for streamlining, longtime supply chain partners may no longer be viable. Then the organization must decide between: </li></ul><ul><ul><li>preserving a longstanding relationship with a supply chain partner and sacrificing the benefits of a more rational process, </li></ul></ul><ul><ul><li>or terminating a longtime relationship in favor of a more beneficial supply chain. </li></ul></ul><ul><ul><li>Discuss the pros and cons of this decision. </li></ul></ul><ul><ul><li>What criteria should an organization use in determining the appropriate action with regard to longstanding supply chain partners? </li></ul></ul>
    20. 20. Enterprise Application Integration <ul><li>EAI Software Connects Major e-Business Applications Like CRM and ERP </li></ul>Front-Office CRM Applications Customer Service Field Service Product Configuration Sales Order Entry Back-Office ERP Applications Distribution Manufacturing Scheduling Finance Enterprise Application Integration EAI
    21. 21. Functional Systems <ul><li>HRM </li></ul><ul><li>CIM </li></ul><ul><li>SFA (sales force automation) </li></ul><ul><li>FMS (Financial Management Systems) </li></ul><ul><li>AIS (Accounting Information Systems) </li></ul><ul><li>TPS (transaction Processing Systems) </li></ul>
    22. 22. <ul><li>MIS and Transaction Processing Systems </li></ul>
    23. 23. Management activity subsystems
    24. 24. A comparison
    25. 25. Transaction Processing Systems
    26. 26. Data Capture (or Entry) <ul><li>data transcription </li></ul><ul><ul><li>source documents </li></ul></ul><ul><ul><li>turnaround documents </li></ul></ul><ul><li>data inscription </li></ul><ul><ul><li>optically scanned </li></ul></ul><ul><ul><li>MICR </li></ul></ul><ul><li>on-line data entry </li></ul><ul><ul><li>no source document </li></ul></ul><ul><li>EDI - Electronic Data Interchange </li></ul>
    27. 27. System flowcharting symbols document or report terminal keyboard terminal display DASD, disk magnetic tapes process, program manual process on-page connector off-page connector
    28. 28. Transaction processing steps 1. Data Capture 2. Edit Transaction 3. Updating 4. Reporting
    29. 29. Batch TPS
    30. 30. On-line TPS
    31. 31. Additional Readings <ul><li>ERP </li></ul><ul><li>ERP </li></ul><ul><li>SCM </li></ul><ul><li>CRM </li></ul><ul><li>EAI </li></ul>