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Operation Support System (Erp, Scm, Crm )


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Operation Support System (Erp, Scm, Crm )

  1. 1. Applied IT for Bussiness 1<br />1<br />OPERATION SUPPORT SYSTEM <br />( ERP, SCM,CRM)<br />FUNCTIONAL INFORMATION SYSTEM <br />Kelompok II<br /> <br />WindiNovianti<br />Alex BresnevPandia<br />NoviantoKuswandi<br />
  2. 2. ENTERPRISE RESOURCE PLANNING(ERP)<br />sisteminformasi yang diperuntukkanbagiperusahanmanufakturmaupunjasa yang berperanmengintegrasikandanmengotomasikanprosesbisnis yang berhubungandenganaspekoperasi, produksimaupundistribusi<br />2<br />
  3. 3. ERP and Supply Chains<br />Chapter 8<br />3<br />ESSENTIALS OF ENTERPRISE SYSTEMS AND SUPPLY CHAINS<br />ERPor enterprise systemscontrol all major business processes with a single software architecture in real time.<br /><ul><li>It is comprised of a set of applications that automate routine back-end operations such as:
  4. 4. financial management
  5. 5. inventory management
  6. 6. scheduling
  7. 7. order fulfillment
  8. 8. cost control
  9. 9. accounts payable and receivable
  10. 10. It includes front-end operations such as:
  11. 11. POS
  12. 12. Field Sales
  13. 13. Service
  14. 14. It also increases efficiency, improves quality, productivity, and profitability.</li></li></ul><li>4<br />ESSENTIALS OF ENTERPRISE SYSTEMS AND SUPPLY CHAINS<br />
  15. 15. Supply Chain<br />5<br />
  16. 16. Supply Chain Problems<br />6<br />Adding value along the chain is essential for competitiveness, however, problems exist especially in complex or long chains and in cases where many business partners are involved. These problems are due to uncertainties and the need to coordinate several activities, internal units, and business partners. <br /><ul><li>Demand forecasts are a major source of uncertainties
  17. 17. Competition
  18. 18. Prices
  19. 19. Weather conditions
  20. 20. Technological development
  21. 21. Customer confidence
  22. 22. Uncertainties exist in delivery times
  23. 23. Machine failures
  24. 24. Road conditions
  25. 25. Shipments
  26. 26. Quality problems may also create production delays</li></li></ul><li>Supply Chain Solutions<br />7<br />Information sharing among supply chain partners (c-commerce) sometimes referred to as the collaboration supply chain is one method to overcome problems in the flow. Others are:<br /><ul><li>Optimal Inventory Levels
  27. 27. Supply Chain Coordination and Collaboration
  28. 28. Supply Chain Teams
  29. 29. Performance Measurement and Metrics
  30. 30. Various IT-Assisted Solutions
  31. 31. wireless technology
  32. 32. optimal shipping plans
  33. 33. strategic partnerships with suppliers
  34. 34. just-in-time</li></li></ul><li>Supply Chain Solutions (Continued)<br />8<br />
  35. 35. Computerized Supply Chains <br />9<br />
  36. 36. Benefits<br />10<br />There are many benefits to integrating functional systems. <br /><ul><li>Tangible benefits:
  37. 37. Inventory reduction
  38. 38. Personnel reduction
  39. 39. Productivity improvement
  40. 40. Order management improvement
  41. 41. Financial-close cycle improvements
  42. 42. IT cost reduction
  43. 43. Procurement cost reduction
  44. 44. Cash management improvements
  45. 45. Revenue/profit increases
  46. 46. Transportation logistics cost reduction
  47. 47. Maintenance reduction
  48. 48. On-time delivery improvement.</li></li></ul><li>Supply Chains Benefits <br />11<br /><ul><li>Intangible benefits:
  49. 49. Information visibility
  50. 50. New/improved processes
  51. 51. Customer responsiveness
  52. 52. Standardization
  53. 53. Flexibility
  54. 54. Globalization
  55. 55. Business performance
  56. 56. Reduction in duplication of entries
  57. 57. Controls and reconciliation are enhanced
  58. 58. Rapid assimilation of data into the organization</li></li></ul><li>Product Life Cycle <br />12<br />
  59. 59. Customer Relationship Management (CRM<br />Customer relationship management (CRM) terdiridariproses yang digunakanperusahaanuntukmelacakdanmengaturpelanggan yang adasaatinidancalonpelanggan. <br />CRM software yang digunakanuntukmendukungprosesini, informasitentangpelanggandanpelangganinteraksidapatdimasukkan, disimpandandiaksesolehpegawaidiberbagaidepartemenperusahaan.<br />Khastujuan CRM adalahuntukmeningkatkanlayanan yang diberikankepadapelanggan, danpelangganuntukmenggunakaninformasikontakuntuk target pemasaran. <br />13<br />
  60. 60. Customer Relationship Management (CRM)<br />Types of CRM <br />Operational CRM<br />Analytical CRM<br />Collaborative CRM<br />14<br />CRM recognizes that customers are the core of a business and that a company’s success depends on effectively managing relationships with them. It focuses on building long–term and sustainable customer relationships that add value both for the customer and the company.<br />
  61. 61. Customer Relationship Management (CRM) <br />15<br />
  62. 62. Customer Relationship Management CRM Activities<br />Customer Service on the Web <br />Search and Comparison Capabilities<br />Free Products and Services<br />Technical and Other Information and Service<br />Allowing Customers to Order Products and Services Online<br />Letting Customers Track Accounts or Order Status<br />Tools for Customer Service<br />Personalized Web Pages<br />FAQs<br />Chat Rooms<br />E-Mail and Automated Response<br />Call Centers<br />Troubleshooting Tools<br />Wireless CRM<br />16<br />
  63. 63. SUPPLY CHAIN MANAGEMENT (SCM)<br />Manajemenrantaisuplai (SCM) adalahpengelolaansuatujaringaninterkoneksidaribisnis yang paling terlibatdalampenyediaanprodukdanlayananpaket-paket yang dibutuhkanolehpelangganakhir (Harland, 1996).<br /> Supply Chain Management menyediakansemuagerakandanpenyimpananbahanbaku, bekerjadalamprosesinventarisasi, danbarangjadidari point-of-asalke point-of-konsumsi (rantai).<br />17<br />
  64. 64. References<br />[1] Cheung, W., Leung, L. C., and Tam, P. C.F.,(2005), An intelligent decision support system for service network planning, Decision Support System, 39, pp. 415-428. <br />[2] Dhar, V. and Stein, R.,(2000), Intelligent Decision Support Methods : The science of Knowledge Work, Prentice Hall, Upper Saddle River, NJ., U.S.A. <br />[3] Finlay, P. N. (1994). Introducing decision support systems. Oxford, UK Cambridge, Mass., NCC Blackwell; Blackwell Publishers. <br />[4] Gadomski, A.M. at al.(2001) &quot;An Approach to the Intelligent Decision Advisor (IDA) for Emergency Managers.Int. J. Risk Assessment and Management, Vol. 2, Nos. 3/4. <br />[5] Lee, H., Padmanabham, V. and Shang, S. S. (1997), Information Dustortion in a Supply Chain: the Bullwhip Effect, Management Science, 43(4), pp. 548-558. <br />[6] Liautaud, B. and Hammond, M., (2001), Customer Intelligence, e-business intelligence: Turing information into Knowledge into Profit, McGraw-Hill, New York. NY. USA, pp. 135-163. <br />[7] Marakas, G. M. (1999). Decision support systems in the twenty-first century. Upper Saddle River, N.J., Prentice Hall. <br />[8] Power, D. J. (1997). What is a DSS? The On-Line Executive Journal for Data-Intensive Decision Support 1(3). <br />[9] Power, D. J. (2002). Decision support systems: concepts and resources for managers. Westport, Conn., Quorum Books. <br />[10] Power, D.J. A Brief History of Decision Support Systems. DSSResources.COM, World Wide Web, http://DSSResources.COM/history/dsshistory.html, version 2.8, May 31, 2003. <br />[11] Sprague, R. H. and E. D. Carlson (1982). Building effective decision support systems. Englewood Cliffs, N.J., Prentice-Hall. <br />[12] Stadtler, H. (2000), Supply Chain Management – An Overview, Supply Chain Management and Advanced Planning Concepts, Models, Software and Case Study, Germany, Springer_verlag, pp. 7-27. <br />Cantu, R., 1999, “A Framework For Implementing Enterprise Resources Planning System in Small Manufacturing Companies”, Master’s Thesis, St. Mary’s University, San Antonio. <br />Clemons, E., 1995, “ Using Scneario Analysis to Manage the Strategic Risk of reengineering”, Sloan management Review, Vol.36 No.4 Summer pp.61-71. <br />Davenport, T., and Nohria, N., 1994, “Case Management and the Integration of Labour”, Sloan management Review, Vol.31 No.4, pp. 11-23. <br />Gable, G., 1998, “Large Package Software: a Neglected Technology”, Journal of Global Information Management, 6 Vol 3 pp. 3-4. <br />Grover, V., Jeong, S., Kettinger, W., and Teng, J., 1995, “The Implementation of Business Process reengineering”, Journal of Management Information System, Vol.12 No.1 pp. 109 – 144. <br />Hall, J., Rosenthal, J., and Wade, J., 1993, “How to Make Reengineering Really Work”, Harvard Business Review November-December, pp. 119-131. <br />Hammer, M., 1990, “ Reengineering Work, Don’t Automate, Obliterate”, Harvard Business Review, Vol. 68 No.4 pp. 104-112. <br />Hendricks, K., Singhal, V., Stratman, J., 2007, “The Impact of Enterprise Systems on Corporate Performance A Study of ERP, SCM, and CRM System Implementations. <br />Holsapple, C and Sena, M., 1999, “Enterprise System for Organization Decision Support: a Research Agenda” Proceeding of AMCIS. <br />Hong, K., and Kim, Y., 2002, “The Critical Succsess Factor for ERP Implementation: an Organizational Fit Persepective”, Information and Management 40, pp. 25-<br />18<br />