Chapter 7 END BACK NEXT

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  • Introduce Business Enterprise Systems. Compare author's use of e-Business with e-Commerce. Explain cross-functional enterprise systems and show how software can better control customer relationships and ERP supply chain management. Click the arrow to go to real world Case 1 – Salesforce.com.
  • PATIENTLY ALLOW TIME FOR ANIMATIONS TO WORK Use the animated graphic to explain the stages in the new product development process. Note how multiple steps are managed between major functions of the organization. A good place to discuss cross-functional applications.
  • 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.
  • This IBM mini-case shows an application of a global cross-functional enterprise system. This real time configure-to-order system facilitates global customer needs. The systems update the order status and communicate with other systems in real time.
  • 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.
  • This mini-case on Colgate-Palmolive shows the business value of ERP. It was extremely successful program that improved corporate performance and made possible significant cost savings. The case is further examined with an animated graphic on the next slide.
  • 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.
  • Mini-case on Sobeys, Inc. demonstrates a failure in an ERP implementation. Their applications in their retail outlets had problems with the number of transactions being performed. Jo-Ann Stores and Petsmart blamed poor financial performance on the software itself. Sobeys is replacing the system.
  • 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 mini-case on the Telstra Corporation shows how significant efficiencies and savings can be realized with CRM. Activities were integrated so that substantial benefits were realized.
  • 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.
  • 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.
  • 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.
  • This mini-case of Moen, Inc., and TaylorMade Golf show examples of SCM at work making possible substantial cost savings. The simultaneous sharing of designs also uncovered problems instantly where change is far less expensive than would be the case at a later stage.
  • 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.
  • Continue the discussion of SCM citing the benefits and challenges of its implementation. Benefits on this slide include improved accuracy, lower inventories, quicker market response, lower costs, and improved relationships with suppliers… Continued on next slide for challenges.
  • 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 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.
  • This mini-case of Solectron Corp demonstrates failures in SCM. Software itself cannot be a substitute for good business judgment. The forecast that the system is using is created by people whose knowledge and experience may distort the software results. The Solectron experience was an unrealized overly optimistic forecast for products that linked automatically to suppliers. The product demand was never realized and the company was left holding excessive materials with significant cost increased.
  • 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.
  • This mini-case on Dell Computer shows the results of their use of enterprise application integration. They found over 75 related companies 18 different software packages where the lack of integration increases costs and decreases the efficiency. Their move to EAI generated dramatic cost savings and significantly enhanced the speed for parts ordering. It was a highly successful application demonstrated by the animated graphic on the next slide…
  • PATIENTLY ALLOW TIME FOR ANIMATIONS TO WORK This animated graphic shows how Dell Computer uses EAI to manage their organization regardless of order entry method.
  • PATIENTLY ALLOW TIME FOR ANIMATIONS TO WORK This animated graphic demonstrates how transaction processing systems work following an example taken from the book. Take the time to explain the role played by each of the components in the transactions examples.
  • Mini-case-Syntellect's on-line transaction processing continues from the graphic on the previous slide. The points made in the slide indicates how transactions are actually handled.
  • PATIENTLY ALLOW TIME FOR ANIMATIONS TO WORK The animated graphic demonstrates how the transaction processing cycle works. The process moves from data entry through to data base maintenance and report generation. Explain how the components relate to one another.
  • Define enterprise collaboration systems (ECS). Explain how ECS enables the working together by diverse units through communication, coordination and the use of collaborative tools.
  • PATIENTLY ALLOW TIME FOR ANIMATIONS TO WORK This animated graphic breaks down the tools for enterprise collaboration into their component parts, communications, conferencing, and work management.
  • This is a screen shot of collaborative software called QuickPlace by Lotus Development.
  • This General Electric Company mini-case shows their commitment to enterprise collaboration. GE selected Lotus Tools-QuickPlace to streamline their organizational communication into 18,000 QuickPlaces for 250,000 users. It was a highly successful implementation.
  • Section II begins with the functional business systems. Describe the concept and the wide variety of types of information systems that support business functions. Identify how business value is created and make comment on the challenges to implementation. Click the arrow to go to real world case 2-GE Power and Corporate Express…
  • PATIENTLY ALLOW TIME FOR ANIMATIONS TO WORK Use the animated graphic to define and get examples of the functional business information systems. Use the on screen data to explain the nature of the information being managed.
  • PATIENTLY ALLOW TIME FOR ANIMATIONS TO WORK Use the animated graphic to explain the components of a marketing information system. Explain the roles played for each of the parts.
  • PATIENTLY ALLOW TIME FOR ANIMATIONS TO WORK Define and describe the five major components of target marketing using the animated graphic as each pie wedge enters individually. Give examples of each of the types as you introduce the components.
  • Define the concept of sales force automation. Explain the processes that can be automated, who is involved, and what the expected outcome will be.
  • This mini-case on Baker Tanks gives an example of a Web-based sales force automation effort. Baker Tanks serves customers from construction to aerospace as a leader in rentals of industrial containment. They had ineffective access to a huge amount of data and switched to Salesforce.com to link their team with PDAs . The result was much better communication and significant enhanced productivity of the sales people.
  • This slide is a screen shot of the Salesforce.com Web-based automation package.
  • Define and explain the role of computer-integrated manufacturing (CIM) in today's agile environment. Explain how total quality management (TQM) is integrated along with computer-aided engineering (CAE) and computer-aided manufacturing (CAM).
  • PATIENTLY ALLOW TIME FOR ANIMATIONS TO WORK Use this animated graphic to show how ERP and CIM are used to address manufacturing systems. Take the time to explain the matrix nature of the systems.
  • The mini-case on the The Timkem Co. shows how the firm utilized systems to establish and electronic visibility with regard to its supply chain and global logistics management.
  • Explain how the human resource role can be facilitated through the use of information systems. Take the time to go through each of the components of HR to identify potential problems that might arise without effective management. Cite and give examples of how HRM can make use of intranets and the Internet. Continued on next slide.
  • PATIENTLY ALLOW TIME FOR ANIMATIONS TO WORK Use the animated graphic to show how the components of HRS supports the roles played in human resources.
  • The screen shot shows an example of an employee hiring review system application.
  • This mini-case on Charles Schwab and Company describes their Web-based human resource system. Their intranet based system manages data for all their employees, facilitates searches, enables employees to use on-line eForms saving hundreds of thousands of dollars annually.
  • Define and give examples of accounting information systems. Describe the nature and use of the documents and activities generated by such a system. Emphasize the importance of this data in financial planning. Continued on graphic on next slide…
  • PATIENTLY ALLOW TIME FOR ANIMATIONS TO WORK Use this animated graphic to explain the different roles and flow of information through an accounting information system.
  • Give examples of widely used accounting information systems in the roles called for by the steps in the slide; order processing, inventory control, etc.
  • This screen shot is an example of an on-line accounting report.
  • Define and give examples of financial management systems. Explain how such systems can aid business decision-makers in carrying out their normal functions. Describe the capital budgeting process and how financial planning software can help. Discussion continues on next slide.
  • PATIENTLY ALLOW TIME FOR ANIMATIONS TO WORK Use this animated graphic to define and show the relationships in these important financial management systems.
  • This is a screen shot of software application showing the result of strategic financial planning.
  • 1.Why have traditional CRM software implementations been so problematic for many businesses? Discussion points would include: Businesses have found CRM software too expensive. Businesses have found CRM too complicated. Implementation of CRM takes too long.
  • 2. What are the benefits and drawbacks of the Salesforce Web-based CRM services approach? Benefits would include: Few consultants to deal with. No associated hardware or IT labor costs. Businesses access the software over the Web. Payment is based upon the number of users. When a new version comes out, every one gets upgraded at the same time, for the same price as before.
  • Disadvantages would include: Businesses are resistant to the “rent-an-app” idea. Security concerns. Lack of control concerns. Problems with customizing. The difficulty of integrating the software with other corporate applications.
  • 3. Which approach do you prefer? Why? Visit the websites of Salesforce.com and Siebel Systems for more information and customer examples of their CRM systems. Discussion points would include: Buy vs. rent options. Security and control concerns. Customizing Integrating the Web-based CRM into existing applications. CONTINUED… Full-fledged vs. “stripped-down” CRM system.
  • 3. Which approach do you prefer? Why? Visit the websites of Salesforce.com and Siebel Systems for more information and customer examples of their CRM systems. Discussion points would include: Buy vs. rent options. Security and control concerns. Customizing Integrating the Web-based CRM into existing applications. CONTINUATION… Full-fledged vs. “stripped-down” CRM system.
  • 1. Why has EAI recently “become a critical part of the IT strategy at many organizations,” and a high-ranking project of top IT executives? Use GE Power and Corporate Express as examples. Discussion points would include: The need to meld disparate systems together such as the integration of front- and back-office applications. The need to quickly deliver data to employees, customers and partners. Corporate Express needed to dramatically improve customer service. The need for complex corporations such as General Electric Co. to connect the independent operations of various business units. To reduce costs internally as well as for its customers.
  • 2. What is the major difference in the business value of the EAI projects at GE Power and Corporate Express? Major differences would include: The business value at GE was to connect a collection of business units running as independent operations to have the ability to send data in real time from one system to another, and to improve the quality and accuracy of data. Corporate Express’ business value was not directed toward connecting business units but focused on dramatically improving customer service while reducing costs to remain highly competitive.
  • 3. What are some of the challenges in developing and implementing EAI systems? How can companies meet these challenges? Challenges would include: Need for specific IT skills Need for extensive coordination among multiple departments. Cost of EAI ($200,000 to $400,000).
  • Challenges could be met by: Consultants and training of in-house IT personnel. Planning and continual monitoring of the EAI project. CONTINUATION… Shifting of costs to various functional users (if they want the benefit then they have to absorb some of the costs).
  • Challenges could be met by: Consultants and training of in-house IT personnel. Planning and continual monitoring of the EAI project. CONTINUED… Shifting of costs to various functional users (if they want the benefit then they have to absorb some of the costs).
  • 1. What is the business value of supply chain management systems for Welch’s and other companies in the consumer packaged goods industry? Discussion points would include: Companies such as Welch’s are able to collaborate more closely with its customers to ensure its products were always stocked on retailer shelves. The collaboration allows Welch’s to create orders and manage the inventories of one-third of its retail customers, allowing some retailers to double the number of times they turn Welch’s products.
  • 2. What is the business value of supply chain management systems for Straightline, Skyworks, and other manufacturing companies? Discussion points would include: Companies such as Straightline are leveraging a supply-chain optimization solution to help processors manage their inventories and thereby more effectively compete with overseas rivals. Straightline is able to help select the inventory to process that specific customer order given the actual grade of the material. CONTINUED…
  • 2. What is the business value of supply chain management systems for Straightline, Skyworks, and other manufacturing companies? Discussion points would include: Companies such as Straightline are leveraging a supply-chain optimization solution to help processors manage their inventories and thereby more effectively compete with overseas rivals. Straightline is able to help select the inventory to process that specific customer order given the actual grade of the material. CONTINUATION… Skyworks is able to access real-time data to give customers accurate product availability information in order to coordinate the capacity requirements and to coordinate the demand requirements to be able to deliver to our customers on time. Skyworks can modify a customer delivery date and have that change what the factory is building the next day. Skyworks can give answers to customers in hours instead of days.
  • 3. How does Pella’s approach to supply chain management systems differ from the other companies in this case? Which is approach is better? Why? Discussion points would include: ERP vendors like Oracle, PeopleSoft and SAP are now actively marketing their supply-chain applications as an “add-on” capability to their e-business suites, touting easy integration to back-end ERP systems. Being close to being truly complete with supply-chain automation supporting all the data in one model. CONTINUED…
  • 3. How does Pella’s approach to supply chain management systems differ from the other companies in this case? Which is approach is better? Why? Discussion points would include: ERP vendors like Oracle, PeopleSoft and SAP are now actively marketing their supply-chain applications as an “add-on” capability to their e-business suites, touting easy integration to back-end ERP systems. Being close to being truly complete with supply-chain automation supporting all the data in one model. CONTINUATION… Pella didn’t have to buy a separate software product and figure out how to integrate that product; instead, you can literally turn on different parts of the suite. It leveraged multiple Oracle E-Business Suite modules to help streamline its supply chain operations.
  • Which approach is better? The students should develop alternatives between leveraging an integrated supply chain feature that is a module of a software suite that can be turned on vs. the use of a separate software package that must be integrated with the existing system.
  • Which approach is better? The students should develop alternatives between leveraging an integrated supply chain feature that is a module of a software suite that can be turned on vs. the use of a separate software package that must be integrated with the existing system.
  • 1. What are the business benefits of swarming collaboration? Use Lowe Worldwide and HP as examples. Business benefits would include: Companies such as Lowe Worldwide are discovering resources they didn’t know existed resulting in faster completion of projects. HP through swarming collaboration can bring the right people into the team space quickly to plan and then execute what needs to be done. Swarming collaboration enables companies such as Lowe Worldwide to match the agility of smaller competitors (creative hot shops). Savings in international couriers, faxing and travel costs.
  • 2. What are some possible limitations of swarming? Limitations of swarming would include: Connectivity problems. Keeping employees on track with the higher priority internal tasks and not devoting too much time and talent to collaborative efforts that hurt their own company.
  • 3. Visit the website of Groove Networks and experience their demo of a working in a shared workspace. Would this support workgroup collaboration? Swarming collaboration? Why or why not? Discussion points would include: Students developing their understanding of support workgroup collaboration. Students developing their understanding of swarming collaboration. Students discussing the advantages and disadvantages of group collaboration using their experiences from classes in which they have been a member of a group working on a project.
  • 3. Visit the website of Groove Networks and experience their demo of a working in a shared workspace. Would this support workgroup collaboration? Swarming collaboration? Why or why not? Discussion points would include: Students developing their understanding of support workgroup collaboration. Students developing their understanding of swarming collaboration. Students discussing the advantages and disadvantages of group collaboration using their experiences from classes in which they have been a member of a group working on a project.
  • Chapter 7 END BACK NEXT

    1. 1. Electronic Business Systems Enterprise Business Systems Module III – Business Applications
    2. 2. 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><ul><li>Enterprise resource planning </li></ul></ul></ul><ul><ul><ul><li>Customer relationship management </li></ul></ul></ul><ul><ul><ul><li>Supply chain management </li></ul></ul></ul><ul><ul><ul><li>Enterprise application integration </li></ul></ul></ul><ul><ul><ul><li>Transaction processing systems </li></ul></ul></ul><ul><ul><ul><li>Enterprise collaboration systems </li></ul></ul></ul><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>
    3. 3. Enterprise Business Systems <ul><li>e-Business Applications </li></ul><ul><li>e-Commerce </li></ul><ul><li>Cross-functional Enterprise Systems </li></ul><ul><li>Customer Relationship Management </li></ul><ul><li>Enterprise Resource Planning </li></ul><ul><li>Supply Chain Management </li></ul><ul><li>Real World Case 1- Salesforce.Com </li></ul>Section 1 Click to go to Case 1
    4. 4. Enterprise Business Systems Marketing R&D/Engineering Manufacturing New Product Development Process Customer Feedback Market Research Market Test Component Design Product Test Product Release Process Design Equipment Design Production Start
    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. <ul><li>Created Real-time Configure-to-Order System </li></ul><ul><li>Enterprise e-Business Systems Need End-to-End Connectivity: </li></ul><ul><ul><li>Across Different Processes </li></ul></ul><ul><ul><li>From Legacy Systems to its Suppliers, Customers and Partners </li></ul></ul><ul><li>Orders by Customers Travel Great Global Distances </li></ul><ul><li>Systems Update Order Status </li></ul><ul><li>Communicate with Other Systems-Real Time </li></ul><ul><li>Orders Zip Across Atlantic Average 4 Times </li></ul>Enterprise Business Systems IBM Corporation: Global Cross-Functional Enterprise Systems
    7. 7. Enterprise Resource Planning Production Planning Integrated Logistics Accounting and Finance Human Resources Sales, Distribution, Order Management Customer/ Employee The Technological Backbone of e-Business
    8. 8. Enterprise Resource Planning <ul><li>Use of Software across the Entire Spectrum of the Business </li></ul><ul><li>Activities That Once Took Days now Take Hours </li></ul><ul><li>On-Time and Correctness of Deliveries Improved Significantly </li></ul><ul><li>Inventories Reduced by 1/3 and Realized Meaningful Cost Savings </li></ul><ul><li>Graphically… </li></ul>Colgate-Palmolive: The Business Value of ERP
    9. 9. 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 Colgate-Palmolive: The Business Value of ERP
    10. 10. <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
    11. 11. <ul><li>SAP AG’s Software Installation Problems of ERP Integrated Suite into a Retail Environment </li></ul><ul><li>Sobey’s Grocer Had Problems with Number of Transactions </li></ul><ul><li>Jo-Ann Stores and Petsmart Blamed Software for Poor Financial Performance </li></ul><ul><li>Sobey’s is Replacing System </li></ul>Enterprise Resource Planning Sobeys Inc.: Failure in ERP Implementation
    12. 12. <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
    13. 13. <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
    14. 14. <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
    15. 15. <ul><li>Telstra Corporation: The Business Value of CRM </li></ul>CRM: The Business Focus <ul><li>Provides Fixed, Wireless, and e-Commerce Services to Customer Base in 19 Countries </li></ul><ul><li>Offers Voice, Data, Internet, Multimedia and Communications Services </li></ul><ul><li>Sought CRM Solution to Integrate More than 20 Core Legacy Databases Across the System </li></ul><ul><li>Benefits Quickly Followed </li></ul><ul><li>Reduced Training Time </li></ul>
    16. 16. 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>
    17. 17. <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>
    18. 18. SCM: The Business Network <ul><li>Supply Chain Management </li></ul><ul><li>SCM – 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>
    19. 19. 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>
    20. 20. <ul><li>Moen Inc., and TaylorMade Golf: Web-Enabling the Supply Chain </li></ul>SCM: The Business Network <ul><li>Simultaneous Sharing of Designs Worldwide with Suppliers </li></ul><ul><li>Design Problems Discovered Instantly </li></ul><ul><li>Extranet Site Allows Suppliers to Check Orders Online </li></ul><ul><li>Company has Saved $3 Million or 6% off of Raw Material and Work-in-Progress Inventory Costs </li></ul>
    21. 21. <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
    22. 22. SCM: The Business Network <ul><li>Benefits and Challenges of SCM </li></ul><ul><li>More Accurate Order Processing </li></ul><ul><li>Reductions in Inventory Levels </li></ul><ul><li>Quicker Time to Market </li></ul><ul><li>Lower Costs </li></ul><ul><li>Strategic Relationships with Suppliers </li></ul>
    23. 23. 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
    24. 24. 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
    25. 25. <ul><li>Solectron Corp: Failures in SCM </li></ul>SCM: The Business Network <ul><li>Software Can’t Compensate for Business Judgment </li></ul><ul><li>Forecasts Driving Entire Flow of Work is Concocted by People, Not Real-time Bits of Data </li></ul><ul><li>Solectron – World’s Biggest Electronics Contract Maker </li></ul><ul><li>Supply Glut Was Brewing </li></ul><ul><li>Unrealized Overly Optimistic Ordering Resulted in Suppliers Sending Excessive Materials Left Solectron Holding the Bag </li></ul>
    26. 26. 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
    27. 27. <ul><li>Survey of 75 Related Companies Revealed 18 Different Software Packages </li></ul><ul><li>Lack of Integration Reduces Cost and Speed Savings that Might Be Realized </li></ul><ul><li>Use of WebMethods EAI to Coordinate Processes </li></ul><ul><li>New System Generated Cost Savings </li></ul><ul><li>Orders for Product Automatically Orders Parts </li></ul>Enterprise Application Integration Dell Computer: Enterprise Application Integration
    28. 28. <ul><li>Order Entry Method </li></ul>Enterprise Application Integration EAI Billing Call Center Finance Orders & Fulfillment Manufacturing Routing Shipping e - Mail Fax Web Mail Phone
    29. 29. Transaction Processing System <ul><li>Capture and Process Transactions Immediately </li></ul>Cable Company A Cable Company B Video Server Video Server Host System Host System San Francisco New York Syntellect Interactive Systems Middleware Interactive Voice Response System Web Servers Fax Servers Communication Servers Database Servers Application Servers Communication Servers Phone System The Internet
    30. 30. <ul><li>Used for Cable Pay-Per-View Events </li></ul><ul><li>Access by Phone or the WWW </li></ul><ul><li>Database Captures, Processes and Updates </li></ul><ul><li>Teams with over 700 Cable Companies </li></ul>Transaction Processing System Syntellect’s Online Transaction Processing
    31. 31. Transaction Processing Cycle <ul><li>Capture and Processing Data, Updating Databases, and Produce Information Products </li></ul>Data Entry Inquiry Processing <ul><li>Transaction </li></ul><ul><li>Processing </li></ul><ul><li>Batch </li></ul><ul><li>Online/ </li></ul><ul><li>Real-Time </li></ul>Document and Report Generation Database Maintenance
    32. 32. Enterprise Collaboration Systems <ul><li>ECS Enables Working Together by Helping Us to: </li></ul><ul><li>Communicate </li></ul><ul><li>Coordinate </li></ul><ul><li>Collaborate </li></ul><ul><li>Tools for Enterprise Collaboration… </li></ul>
    33. 33. <ul><li>Tools for Enterprise Collaboration </li></ul>Enterprise Collaboration Systems Enterprise Collaboration Systems <ul><li>e-Mail </li></ul><ul><li>Instant Messaging </li></ul><ul><li>Voice Mail </li></ul><ul><li>Faxing </li></ul><ul><li>Web Publishing </li></ul><ul><li>Paging </li></ul><ul><li>Calendaring and Scheduling </li></ul><ul><li>Task and Project Management </li></ul><ul><li>Workflow Systems </li></ul><ul><li>Document Sharing </li></ul><ul><li>Knowledge Management </li></ul><ul><li>Data Conferencing </li></ul><ul><li>Voice Conferencing </li></ul><ul><li>Videoconferencing </li></ul><ul><li>Discussion Forums </li></ul><ul><li>Chat Systems </li></ul><ul><li>Electronic Meeting Systems </li></ul>Electronic Communications Tools Electronic Conferencing Tools Collaborative Work Management Tools
    34. 34. <ul><li>QuickPlace by Lotus Development Collaborative Software Screenshot </li></ul>Enterprise Collaboration Systems
    35. 35. <ul><li>General Electric Co: Committed to Enterprise Collaboration </li></ul>Enterprise Collaboration Systems <ul><li>Committed to Lotus Tools – QuickPlace </li></ul><ul><li>QuickPlace-Web-based Work Spaces </li></ul><ul><li>Sametime (Real-time Online Meetings) </li></ul><ul><li>Tools Streamline Communication </li></ul><ul><li>18,000 QuickPlaces for 250,000 Users </li></ul>
    36. 36. Functional Business Systems <ul><li>Variety of Types of Information Systems that Support Business Functions </li></ul><ul><li>Identification of Business Value Created </li></ul><ul><li>Analysis of Challenges to Implementation </li></ul><ul><li>Real World Case 2- </li></ul><ul><li>GE Power and Corporate Express </li></ul>Section II Click to go to Case 2
    37. 37. Functional Business Systems <ul><li>Examples of Functional Business Information Systems </li></ul>Marketing Production Operations Human Resource Management Accounting Finance <ul><li>Customer relationship management </li></ul><ul><li>Interactive marketing </li></ul><ul><li>Sales force automation </li></ul><ul><li>Cash management </li></ul><ul><li>Credit management </li></ul><ul><li>Investment management </li></ul><ul><li>Capital budgeting </li></ul><ul><li>Financial forecasting </li></ul><ul><li>Order processing </li></ul><ul><li>Inventory control </li></ul><ul><li>Accounts receivable </li></ul><ul><li>Accounts payable </li></ul><ul><li>Payroll </li></ul><ul><li>General ledger </li></ul><ul><li>Compensation analysis </li></ul><ul><li>Employee skills inventory </li></ul><ul><li>Personnel requirements forecasting </li></ul><ul><li>Manufacturing resource planning </li></ul><ul><li>Manufacturing execution systems </li></ul><ul><li>Process control </li></ul>Functional Business Systems
    38. 38. Marketing Systems <ul><li>Marketing Information Systems </li></ul>Market Information Systems Interactive Marketing Sales Force Automation Customer Relationship Management Sales Management Market Research and Forecasting Advertising and Promotion Product Management
    39. 39. Marketing Systems <ul><li>Five Major Components of Target Marketing </li></ul>Online Behavior Demographic/ Psychographic Context Content Community
    40. 40. Marketing Systems <ul><li>Sales Force Automation </li></ul><ul><li>Use of Computers and the Internet </li></ul><ul><li>Improves the Delivery of Information </li></ul><ul><li>Support for Sales People Provides a Strategic Advantage in Sales and Marketing Responsiveness </li></ul>
    41. 41. Marketing Systems Baker Tanks: Web-Based Sales Force Automation <ul><li>Leader in Rentals of Industrial Containment </li></ul><ul><li>Foremost in Transfer Equipment </li></ul><ul><li>Serves Customers in Construction to Aerospace </li></ul><ul><li>Ineffective Access to Huge Data </li></ul><ul><li>Used Salesforce.com Web-based System - PDAs Connected for Data </li></ul><ul><li>Much Better Communication </li></ul><ul><li>Salespeople More Productive </li></ul>
    42. 42. Marketing Systems Web-Based Salesforce.com Automation Package
    43. 43. Manufacturing Systems <ul><li>Computer-Integrated Manufacturing (CIM) </li></ul><ul><li>Simplify </li></ul><ul><li>Automate </li></ul><ul><li>Integrate </li></ul><ul><li>Flexible Manufacturing Systems </li></ul><ul><li>Agile Manufacturing </li></ul><ul><li>Total Quality Management </li></ul><ul><li>Computer-Aided Engineering (CAE) </li></ul><ul><li>Computer-Aided Manufacturing (CAM) </li></ul>
    44. 44. Manufacturing Systems Manufacturing Resources Planning Systems Manufacturing Execution Systems Engineering Systems Computer-Integrated Manufacturing Enterprise Resource Planning Production Forecasting Production Scheduling Material Requirements Planning Capacity Planning Production Cost Control Quality Control Shop Floor Scheduling Shop Floor Control Machine Control Robotics Control Process Control Computer-Aided Engineering Product Simulation and Prototyping Computer-Aided Design Computer-Aided Process Planning
    45. 45. Manufacturing Systems The Timken Co. Web-Based Manufacturing Systems <ul><li>Established &quot;Electronic Visibility&quot; </li></ul><ul><li>Used Global Supply Chain </li></ul><ul><li>Immediate Parts Location </li></ul><ul><li>Speed of Internet Combined With Global Logistics Management </li></ul>
    46. 46. Human Resources Systems <ul><li>Human Resource Information Systems </li></ul><ul><li>Recruitment, Selection, and Hiring </li></ul><ul><li>Job Placement </li></ul><ul><li>Performance Appraisals </li></ul><ul><li>Employee Benefits Analysis </li></ul><ul><li>Training and Development </li></ul><ul><li>Health, Safety, and Security </li></ul><ul><li>HRM and the Internet </li></ul><ul><li>HRM and Intranets </li></ul>
    47. 47. <ul><li>Supports… </li></ul>Human Resources Systems Staffing Training and Development Compensation Administration Strategic Systems Tactical Systems Operational Systems <ul><li>Human resource planning </li></ul><ul><li>Labor force tracking </li></ul><ul><li>Labor cost analysis and budgeting </li></ul><ul><li>Turnover analysis </li></ul><ul><li>Recruiting </li></ul><ul><li>Workforce planning/ </li></ul><ul><li>scheduling </li></ul><ul><li>Succession planning </li></ul><ul><li>Performance appraisal planning </li></ul><ul><li>Training effectiveness </li></ul><ul><li>Career matching </li></ul><ul><li>Skill assessment </li></ul><ul><li>Performance evaluations </li></ul><ul><li>Contract costing </li></ul><ul><li>Salary forecasting </li></ul><ul><li>Compensation effectiveness and equity analysis </li></ul><ul><li>Benefit preference analysis </li></ul><ul><li>Payroll control </li></ul><ul><li>Benefits administration </li></ul>
    48. 48. <ul><li>An Example of an Employee Hiring Review System </li></ul>Human Resources Systems
    49. 49. Human Resources Systems Charles Schwab & Co.: Web-Based Human Resource Systems <ul><li>23,000 Employees Access Detailed HR Data </li></ul><ul><li>Intranet Benefits Employees Searches </li></ul><ul><li>Savings of Hundreds of Thousands Yearly </li></ul><ul><li>Employees Use Online eForms </li></ul>
    50. 50. Accounting Systems <ul><li>Record and Report Business Transactions </li></ul><ul><li>Trace Flows of Funds Through a Business </li></ul><ul><li>Produce Financial Statements </li></ul><ul><li>Forecasts of Future Conditions </li></ul><ul><li>Projected Financial Statements </li></ul><ul><li>Financial Budgets </li></ul>
    51. 51. Accounting Systems <ul><li>Accounting Information Systems for Transaction Processing and Financial Reporting </li></ul>Sales Transaction Processing System Purchases Transaction Processing System Payroll Transaction Processing System General Ledger Processing and Reporting System Cash Receipts and Disbursements Transaction Processing System Billing Accounts Receivable Financial Reporting Accounts Payable Sales Analysis Purchases Time- keeping Sales Order Processing Cash Disburse- ments Cash Receipts General Ledger Inventory Processing Payroll
    52. 52. Accounting Systems <ul><li>Order Processing </li></ul><ul><li>Inventory Control </li></ul><ul><li>Accounts Receivable </li></ul><ul><li>Accounts Payable </li></ul><ul><li>Payroll </li></ul><ul><li>General Ledger </li></ul>Examples of Widely Used Accounting Information Systems
    53. 53. Accounting Systems An On-line Accounting Report
    54. 54. Financial Management Systems <ul><li>Support Business Decision Makers in: </li></ul><ul><li>Financing a Business </li></ul><ul><li>The Allocation and Control of Financial Resources </li></ul><ul><li>Capital Budgeting </li></ul><ul><li>Financial Planning Software </li></ul>
    55. 55. <ul><li>Important Financial Management Systems </li></ul>Financial Management Systems <ul><li>Forecast and </li></ul><ul><li>Manage cash position </li></ul><ul><li>Manage short-term and other securities </li></ul><ul><li>Evaluate risk/return of capital expenditures </li></ul><ul><li>Forecast financial performance and financing needs </li></ul>Information Systems in Finance Cash Management Investment Management Capital Budgeting Financial Planning
    56. 56. <ul><li>Strategic Financial Planning </li></ul>Financial Management Systems
    57. 57. Summary <ul><li>Cross-Functional Enterprise Systems </li></ul><ul><li>Enterprise Resource Planning (ERP): The Business Backbone </li></ul><ul><li>Customer Relationship Management: The Business Focus </li></ul><ul><li>Supply Chain Management: The Business Network </li></ul><ul><li>Transaction Processing Systems </li></ul><ul><li>Functional Business Systems </li></ul><ul><li>Marketing </li></ul><ul><li>Manufacturing </li></ul><ul><li>Human Resource Management </li></ul><ul><li>Accounting and Finance </li></ul>
    58. 58. KEY TERMS <ul><li>Accounting Systems </li></ul><ul><li>Accounts Payable </li></ul><ul><li>Accounts Receivable </li></ul><ul><li>Batch Processing </li></ul><ul><li>Computer-Aided Manufacturing </li></ul><ul><li>Computer-Integrated Manufacturing </li></ul><ul><li>Cross-Functional Enterprise Systems </li></ul><ul><li>Customer Relationship Management </li></ul><ul><ul><li>Application Components </li></ul></ul><ul><ul><li>Business Benefits </li></ul></ul><ul><li>e-Business </li></ul><ul><li>Enterprise Application Architecture </li></ul><ul><li>Enterprise Application Integration </li></ul><ul><li>Enterprise Collaboration Systems </li></ul><ul><li>Enterprise Resource Planning </li></ul><ul><ul><li>Application Components </li></ul></ul><ul><ul><li>Business Benefits </li></ul></ul><ul><li>Financial Management Systems </li></ul><ul><li>Functional Business Systems </li></ul><ul><li>General Ledger </li></ul><ul><li>Human Resource Systems </li></ul><ul><li>Interactive Marketing </li></ul><ul><li>Inventory Control </li></ul><ul><li>Machine Control </li></ul><ul><li>Manufacturing Execution Systems </li></ul><ul><li>Manufacturing Systems </li></ul><ul><li>Marketing Systems </li></ul><ul><li>Online Accounting Systems </li></ul><ul><li>Online HRM Systems </li></ul><ul><li>Online Transaction Processing Systems </li></ul><ul><li>Order Processing </li></ul><ul><li>Payroll </li></ul><ul><li>Process Control </li></ul><ul><li>Real-time Processing </li></ul><ul><li>Robotics </li></ul><ul><li>Sales Force Automation </li></ul><ul><li>Supply Chain </li></ul><ul><li>Supply Chain Management </li></ul><ul><ul><li>Application Components </li></ul></ul><ul><ul><li>Business Benefits </li></ul></ul><ul><li>Targeted Marketing </li></ul><ul><li>Transaction Processing Cycle </li></ul>
    59. 59. Real World Case 1 Salesforce.Com and Others: Challenges of Customer Relation-ship Management Systems Click to go to Case 1 Real World Case 2 GE Power Systems and Corporate Express: The Business Case for Enterprise Application Integration Click to go to Case 2 Optional Case Studies Real World Case 3 Welch’s, Straightline, Skyworks, and Pella: The Business Value of Supply Chain Management Real World Case 4 Lowe Worldwide and HP: The Business Case for Swarming Collaboration Click to go to Case 3 Click to go to Case 4
    60. 60. <ul><li>Electronic Commerce </li></ul>Next... Chapter 8
    61. 61. Salesforce.Com and Others: Challenges of Customer Relationship Management Systems Return to Cases Page Return to Chapter 7 Case 1 1- Why have traditional CRM software implementations been so problematic for many businesses?
    62. 62. Salesforce.Com and Others: Challenges of Customer Relationship Management Systems <ul><li>CRM Software Too Expensive </li></ul><ul><li>CRM Too Complicated </li></ul><ul><li>CRM Implementation Too Long </li></ul>Case 1 Discussion Points Would Include:
    63. 63. Salesforce.Com and Others: Challenges of Customer Relationship Management Systems Case 1 2- What are the benefits and drawbacks of the Salesforce Web-based CRM services approach?
    64. 64. Salesforce.Com and Others: Challenges of Customer Relationship Management Systems <ul><li>Deal with Few Consultants </li></ul><ul><li>No Hardware or IT Labor Costs </li></ul><ul><li>Access Software Over Web </li></ul><ul><li>Payment Based On User Numbers </li></ul><ul><li>New Version Upgraded for All </li></ul>Case 1 Benefits Would Include:
    65. 65. Salesforce.Com and Others: Challenges of Customer Relationship Management Systems <ul><li>Businesses Resist “Rent-an-App” Idea </li></ul><ul><li>Security Concerns </li></ul><ul><li>Lack of Control Concerns </li></ul><ul><li>Problems with Customizing </li></ul><ul><li>Difficulty of Software Integration </li></ul>Case 1 Disadvantages Would Include:
    66. 66. Salesforce.Com and Others: Challenges of Customer Relationship Management Systems Case 1 3- Which approach do you prefer? Why? Visit the websites of Salesforce.com and Siebel Systems for more information and customer examples of their CRM systems.
    67. 67. Salesforce.Com and Others: Challenges of Customer Relationship Management Systems <ul><li>Buy vs. Rent Options </li></ul><ul><li>Security and Control Concerns </li></ul><ul><li>Customizing </li></ul><ul><li>Web-based CRM Integration </li></ul>Case 1 Discussion Points Would Include: Return to Cases Page Return to Chapter 7
    68. 68. Salesforce.Com and Others: Challenges of Customer Relationship Management Systems <ul><li>Buy vs. Rent Options </li></ul><ul><li>Security and Control Concerns </li></ul><ul><li>Customizing </li></ul><ul><li>Web-based CRM Integration </li></ul><ul><li>Full-fledged vs. “stripped-down” CRM system </li></ul>Case 1 Discussion Points Would Include: Return to Cases Page Return to Chapter 7
    69. 69. GE Power Systems and Corporate Express: The Business Case for Enterprise Application Integration Case 2 1- Why has EAI recently “become a critical part of the IT strategy at many organizations,” and a high-ranking project of top IT executives? Use GE Power and Corporate Express as examples. Return to Cases Page Return to Chapter 7
    70. 70. <ul><li>To Meld Disparate Systems </li></ul><ul><li>To Integrate Front/Back Office </li></ul><ul><li>To Deliver Data to All </li></ul><ul><li>For GE to Connect the Independent Operations </li></ul><ul><li>To Reduce Costs Internally/Externally </li></ul>GE Power Systems and Corporate Express: The Business Case for Enterprise Application Integration Discussion Points Include the Need to: Case 2
    71. 71. GE Power Systems and Corporate Express: The Business Case for Enterprise Application Integration Case 2 2- What is the major difference in the business value of the EAI projects at GE Power and Corporate Express?
    72. 72. <ul><li>Business Value at GE To: </li></ul><ul><ul><li>Connect Business Units </li></ul></ul><ul><ul><li>Send Data in Real Time </li></ul></ul><ul><ul><li>Improve Data Quality/Accuracy </li></ul></ul><ul><li>Corporate Express’ Business Value </li></ul><ul><ul><li>Not directed To Connecting Business Units </li></ul></ul><ul><ul><li>Focused on Better Customer Service </li></ul></ul><ul><ul><li>Reducing Costs/Stay Very Competitive </li></ul></ul>GE Power Systems and Corporate Express: The Business Case for Enterprise Application Integration Major Differences Include: Case 2
    73. 73. GE Power Systems and Corporate Express: The Business Case for Enterprise Application Integration Case 2 3- What are some of the challenges in developing and implementing EAI systems? How can companies meet these challenges? Return to Cases Page Return to Chapter 7
    74. 74. <ul><li>Need Specific IT Skills </li></ul><ul><li>Need Coordination in All Departments </li></ul><ul><li>EAI Costs ($200,000 to $400,000) </li></ul>GE Power Systems and Corporate Express: The Business Case for Enterprise Application Integration Challenges Would Include: Case 2 Return to Cases Page Return to Chapter 7
    75. 75. <ul><li>In-house IT Training </li></ul><ul><li>Planning/Monitoring EAI project </li></ul>GE Power Systems and Corporate Express: The Business Case for Enterprise Application Integration Challenges Could Be Met By: Case 2 Return to Cases Page Return to Chapter 7
    76. 76. <ul><li>In-house IT Training </li></ul><ul><li>Planning/Monitoring EAI project </li></ul><ul><li>Shift Costs to Functional Users </li></ul>GE Power Systems and Corporate Express: The Business Case for Enterprise Application Integration Challenges Could Be Met By: Case 2 Return to Cases Page Return to Chapter 7
    77. 77. Welch’s - Straightline Skyworks - and Pella: The Business Value of Supply Chain Management Case 3 1- What is the business value of supply chain management systems for Welch’s and other companies in the consumer packaged goods industry? Return to Cases Page
    78. 78. <ul><li>Welch's Company: </li></ul><ul><li>Collaborates Closely With Customers </li></ul><ul><li>Ensure Products Available at Retailers </li></ul><ul><li>Creates Orders </li></ul><ul><li>Manages Inventories-1/3 Retail Customers </li></ul><ul><li>Allows Few Retailers to Double Product Turns </li></ul>Welch’s - Straightline Skyworks - and Pella: The Business Value of Supply Chain Management Discussion Points Would Include: Case 3
    79. 79. Welch’s - Straightline Skyworks - and Pella: The Business Value of Supply Chain Management Case 3 2- What is the business value of supply chain management systems for Straightline, Skyworks, and other manufacturing companies?
    80. 80. <ul><li>Straightline Company: </li></ul><ul><li>Leveraging Supply-Chain Optimization Solution </li></ul><ul><ul><li>Help Processors Manage Inventories </li></ul></ul><ul><ul><li>Compete More Effectively Overseas </li></ul></ul><ul><li>Selects Inventory Process </li></ul>Welch’s - Straightline Skyworks - and Pella: The Business Value of Supply Chain Management Discussion Points Would Include: Case 3
    81. 81. <ul><li>Skyworks Access Real-time Data </li></ul><ul><li>Give Customers Accurate Product Availability </li></ul><ul><ul><li>Coordinates Capacity Requirements </li></ul></ul><ul><ul><li>Coordinates Demand Requirements </li></ul></ul><ul><ul><li>Delivery can Occur on Time </li></ul></ul><ul><li>Modify Customer Delivery Date </li></ul><ul><li>Change Factory Production </li></ul><ul><li>Give Customers Fast Answers </li></ul>Welch’s - Straightline Skyworks - and Pella: The Business Value of Supply Chain Management Discussion Points Would Include: Case 3
    82. 82. Welch’s - Straightline Skyworks - and Pella: The Business Value of Supply Chain Management Case 3 3- How does Pella’s approach to supply chain management systems differ from the other companies in this case? Which is approach is better? Why? Return to Cases Page
    83. 83. <ul><li>ERP vendors Oracle, PeopleSoft and SAP </li></ul><ul><ul><li>Actively Market Supply-Chain </li></ul></ul><ul><ul><li>Easy Integration Back-end ERP Systems </li></ul></ul><ul><li>Close to Complete with Supply-Chain Automation </li></ul>Welch’s - Straightline Skyworks - and Pella: The Business Value of Supply Chain Management Discussion Points Would Include: Case 3 Return to Cases Page
    84. 84. <ul><li>Pella Didn’t Buy Separate Software </li></ul><ul><ul><li>Turned on Different Parts of Suite </li></ul></ul><ul><ul><li>Leveraged Multiple Oracle E-Business Suite </li></ul></ul><ul><ul><li>Modules Streamlined Supply Chain Operations </li></ul></ul>Welch’s - Straightline Skyworks - and Pella: The Business Value of Supply Chain Management Discussion Points Would Include: Case 3 Return to Cases Page
    85. 85. <ul><li>Develop Alternatives </li></ul><ul><li>Leverage-Integrated Supply Chain Feature </li></ul><ul><li>Feature-Module of Software Suite </li></ul><ul><li>Suite can be Turned On </li></ul>Welch’s - Straightline Skyworks - and Pella: The Business Value of Supply Chain Management Which Approach Is Better? Case 3 Return to Cases Page
    86. 86. <ul><li>Develop Alternatives </li></ul><ul><li>Leverage-Integrated Supply Chain Feature </li></ul><ul><li>Feature-Module of Software Suite </li></ul><ul><li>Suite can be Turned On </li></ul><ul><li>Don’t Need Separate Software </li></ul>Welch’s - Straightline Skyworks - and Pella: The Business Value of Supply Chain Management Which Approach Is Better? Case 3 Return to Cases Page
    87. 87. Lowe Worldwide and HP: The Business Case for Swarming Collaboration Case 4 1- What are the business benefits of swarming collaboration? Use Lowe Worldwide and HP as examples. Return to Cases Page
    88. 88. <ul><li>Lowe Worldwide </li></ul><ul><ul><li>Discover Resources-Didn’t Know Existed </li></ul></ul><ul><ul><li>Resulted-Faster Project Completion </li></ul></ul><ul><li>HP Swarming Collaboration </li></ul><ul><ul><li>Brings Right People into Team </li></ul></ul><ul><ul><li>Quickly Plan/Execute Needs </li></ul></ul><ul><li>Swarming Collaboration </li></ul><ul><ul><li>Enables Lowe Worldwide </li></ul></ul><ul><ul><li>To Match Smaller Competitor Agility </li></ul></ul><ul><ul><li>Creative Hot Shops </li></ul></ul><ul><li>Save-International Fax/Travel/Courier Costs </li></ul>Lowe Worldwide and HP: The Business Case for Swarming Collaboration Business Benefits Would Include: Case 4
    89. 89. Lowe Worldwide and HP: The Business Case for Swarming Collaboration <ul><li>Connectivity Problems </li></ul><ul><li>Keeping Employees on Track </li></ul><ul><li>Higher Priority Internal Tasks </li></ul><ul><li>Time Management of Collaborative Efforts </li></ul>Case 4 2- What are some possible limitations of swarming? Limitations of Swarming Would Include:
    90. 90. Lowe Worldwide and HP: The Business Case for Swarming Collaboration Case 4 3- Visit the website of Groove Networks and experience their demo of a working in a shared workspace. Would this support workgroup collaboration? Swarming collaboration? Why or why not? Return to Cases Page
    91. 91. <ul><li>Students Developing Their Understanding Of: </li></ul><ul><ul><li>Support Workgroup Collaboration </li></ul></ul><ul><ul><li>Swarming Collaboration </li></ul></ul><ul><li>Students Discussing Group Collaboration: </li></ul><ul><ul><li>Advantages </li></ul></ul><ul><ul><li>Disadvantages </li></ul></ul><ul><ul><li>Using Class Experiences </li></ul></ul>Lowe Worldwide and HP: The Business Case for Swarming Collaboration Discussion Points Would Include: Case 4 Return to Cases Page
    92. 92. <ul><li>Students Developing Their Understanding Of: </li></ul><ul><ul><li>Support Workgroup Collaboration </li></ul></ul><ul><ul><li>Swarming Collaboration </li></ul></ul><ul><li>Students Discussing Group Collaboration: </li></ul><ul><ul><li>Advantages </li></ul></ul><ul><ul><li>Disadvantages </li></ul></ul><ul><ul><li>Using Class Experiences </li></ul></ul><ul><ul><li>Using Group Project Experiences </li></ul></ul>Lowe Worldwide and HP: The Business Case for Swarming Collaboration Discussion Points Would Include: Case 4 Return to Cases Page

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