Way back in the day (i.e. 1990) the phrase ERP was first coined to describe how novel andinnovative business software can be developed to create a shared database acrossmultiple business units. The idea was to maximize synchronization throughout the organization,thereby improving processes, performance metrics, and ultimately business performance. Inthis What is ERP article I am going to share with you my views on the ERP Definition that bestdescribes this holistic business enterprise software implementation process. If you have tried towrap your brain around this concept, know that this meaningful business tool is notaltogether easily understood in its full form. Nor is it immediately apparent what the totality ofits positive consequences are, without peeling away some of the layers. This is in part what weendeavor to do at this website, along with keeping you informed of the Enterprise ResourcePlanning and all of its related components as well as its applications in the business world. Alsoknow this, due to advances in software technologies and the realization of enterprise resourceplanning importance to small and large companies, this whole concept has been and willcontinue to be transformative for companies busy with ERP implementation. Where do youcome in? To the degree that you can improve your understanding by way of online ERPcertificate and training or just researching the topic, you can grow your knowledge and exploremaking contributions to the field.Closing In On Enterprise Resource PlanningTwo common things that people usually talk about with regard to ERP are the significance ofan ERP system and ERP software. In my opinion ERP system refers to all components necessary to create the business system, such as the ERP software, information technology infrastructure,and the integration of related business unit processes. Thus, ERP software is part of the ERPsystem. But sometime people do not distinguish ERP system and ERP software. Think of thesoftware as an enabler…the tool employed to move you toward a organization that becomeshighly integrated and streamlined due to the result of tying together its various business units.Hence, a system is formed that closely aligns key components of the organization allowingfor improved communication, analysis, predictive competitive modeling, enhanced financialcompliance, and productivity improvements.Many people, from scholars, business owners, and employees talk about it and all of its intendedbenefits. Often, depending on one’s vantage point, the view and understanding of ERPvaries. When they are talking about integrated business software, they should be talking aboutERP. Sometime they have a different understanding what ERP system and software is all about,so as mentioned above, they likely will happen upon some different ERP definitions andunderstanding of its role in the organization. Some individuals may define ERP as SAP or MRP.Their view can also be skewed by what they hear or read about from ERP vendors. While someothers may think that ERP is an integrated system employing manufacturing software or it couldbe accounting software or perhaps human resource software or… you name it.Part of this confusion or difference in interpretation comes from its origins. Before the 1990s,when ERP first began gaining traction (think 1960s), the concept emerged from the need to tietogether inventory control systems within manufacturing. This gave way to the 1970′s termMRP (material requirements planning) which dealt with scheduling systems and processes.
When the 1980s rolled around, MRP II took shape as it encompassed “Manufacturing ResourcePlanning” which reflected a more comprehensive organizational viewpoint.Pegging The ERP DefinitionSo let us try and tie together a basic understanding of what all this means. This concept describes the integration of key business information across the organization by way of computer software that is engineered to benefit the organization as a whole and improve its competitive posture. ERP can be effectively employed by small and large companies and the business software utilized enables the company to be more streamlined and productive. An ERP enabled company, as a result of these software technologies, has a more holistic view of its internal business and future opportunities.Now, as referenced earlier, the ERP term originally comes from Material RequirementsPlanning….people called it MRP for short. Then it evolved into Manufacturing ResourcePlanning or MRP II. By now you realize you are in an ocean of acronyms. Dial the timecapsule forward to the present time, MRP and MRP II are now part of ERP modules (softwarevendors enjoy talking about these modules) where capacity planning activity, routing, andintegration of business units (think company departments) have become a part of the standardsoftware activity. Here is a nice, but basic image that will help you see the evolution. And guesswhat, we are relatively still in the infancy of this concept and its utilization by companies of allsizes.Just a Bit More on MRP II
MRP and MRP II were essentially strategies deployed using both software modular applicationsand applicable hardware. The end state was a linkage of organizational business units through acentralized database which stores all kinds of company information goodies that employees andmanagers can proactively act upon.Through MRP and later MRP II systems, a lot could be accomplished in the area of inventorycontrol, scheduling, marketing, purchasing and sales forecasting. Think of 2001 Space Odysseyand HAL, at least HAL in the scheme of Manufacturing and Materials planning. Later, as ERPwas given birth, the computer HAL that we all know and love, beaome a much more completemetaphor for what we are now talking about. Think of a computer software system that knowsand controls most everything (at least as it applies to data) that matters to an organization. Atsome stage it may even become a member of the organization.So when you look at an ERP system we are typically talking about a process thatencompasses an organization’s finance, accounting, material requirements, logistic, distribution,human resources, shipping and receiving, manufacturing and procurement, purchasing,marketing, sales, delivery, quality control, etc. Of course, each organizations is a unique entity,so how they choose to deploy ERP across the business will vary.Just like like the HAL computer, there is a certain business intelligence that exists as a result ofthe database information, thereby allowing management to evaluate performance metrics andbusiness trends for future strategic planning. As more companies realize these benefits, theyseek to find ways to implement ERP systems into their organization. It becomes a competitivenecessity in many ways.Well, there you have it. That was my take on what is erp system, along with an erp definitionthat should be much easier to grasp. I hope by reading this article you have a much better ideaof what this concept is all about and I encourage you to explore many of the other articles wehave throughout this website such as Why do Want to Implement ERP, ERP Vendor Evaluationand so on.I’ve just downloaded 2011 ERP Report of Panorama Consulting. I have been posted 2008, 2010ERP report (I missed 2009 report) and now I’m going to post 2011 report. The purpose ofdeveloping this report is to investigate the ongoing economic difficulties effect on the ERPmarket.The ERP Report was conducted during June – December 2010. They opened a survey to 185participants from 57 countries. Organizations represented vary in size, industry, locations, needsand goals but all have implemented an ERP system within the past year.The industries that participated in the survey were manufacturing, service industries,transportation, communications, electric, gas, sanitary services, public administration,
construction and wholesale trade organizations represent 90-percent of the industry distributionof respondents.I am not going to show the complete but only few components that I am interested with. Nowlets take a look the report below.DeploymentIn 2010, almost one out of five (17%) respondents survey reported implementing SaaS for theirERP solutions (compared to the < 6% of companies who indicated they applied SaaS in 2009polling conducted by Panorama).Obviously, there are many of traditional ERP vendors have begun to develop SaaS models tosupply to this new market demand and also offer the option to host ERP systems off-site.
Top Short-listed VendorsBased on the data collected, it is obvious that no single ERP vendor dominates the market. Thefollowing table shows the possibility of each vendor being short-listed by the respondents. Forinstance, 38% of respondents put SAP on their short-list, 32% of respondents put Oracle (whichincludes JD Edwards, Peoplesoft and eBusiness Suite) on their short-list. The same as in 2009,SAP, Oracle and Microsoft are the 3 major vendors most often short-listed.Top Selected VendorsThe following selection ranking is determined based on actual selection per total responses.Oracle (which includes JD Edwards, PeopleSoft and eBusiness Suite) was selected by 22% ofrespondents, 19% of respondents selected SAP, and 14% of respondents selected Microsoft. All
three of these vendors were the top three selected vendors during 2009 as well.Cutover StrategyTo best manage the transition from the old system to new, companies chooses between twocutover options: hard (with no employee access to the old system after go-live) and soft (withsome or total employee access to the old system). The following figure shows that two-thirds ofrespondent companies (66%) chose a hard cutover and one-third (34%) chose a soft (or parallel)cutover. Panorama consultants recommend parallel runs of both systems over the conversionsystem to ensure nothing unexpected occurs.CustomizationDeciding on the right level of customization for a company’s business processes is critical to thesuccess of an ERP project. While customization is able to improve the value of out-of-the-boxsoftware and allow the company to maximize its cutting-edge advantages, it also can result inhigh implementation costs without the realization of expected benefits. The question of how a
company should balance schedule and budget goals against the benefits of customizing its ERPsystem has always been a source of great debate during selection and implementation.Those are components of the report which I am interested with. For other components, such asImplementation Strategies,Project Benefit Realization, ERP Project Payback PeriodDistribution, Implementation Rollout Approach, can be downloaded from PanoramaConsulting site.Today, I am going to show you another interesting report from Panorama Consulting regardingERP market share and vendor evaluation. Information of the report is based on surveys ofmore than 1,600 participants which have either selected or implemented ERP solutions duringthe last 5 years, with a heavier weighting on ERP projects accomplished in 2010.Reporting On ERP Market ShareI am sure you will get some benefits by reading this report, especially if you are starting tochoose which ERP system you will implement. The information within shows the ERP vendormarket share, selection trends, satisfaction and benefit realization and some findings on detailedproject factors like cost of implementation, duration as well as payback period. Such informationcan help you in creating a short list of ERP vendors and what things should be prepared. But Iwill show only few of the findings which I found interesting. You may get the longer, completereport on Panorama site through a link I supply in the end of this article.The report focuses on data collected on ERP implementations of Tier I, Tier II and Tier IIIsolutions, as you can see in the following table :
Let start exploring the report.Analysis of Overall ERP Market ShareJust like previous years, Tier I and Tier II vendors still dominate the market share of ERPimplementation. The merge of Tier I and Tier II make up 64% of the implementations while TierIII and others only have 36% of the market.Refer to the chart above, the market share of Tier I implementation remains the highest with 53%in total. However, all the vendors showed a drop in market share compared with 2010 VendorAnalysis report. The share of SAP decreases from 31% to 24%. Oracle is at 18% whereas it was25% in 2010 report and Microsoft Dynamics decreases from 15% to 11%. It means theimplementation of either Tier II or Tier III and Others increased around 18%.
Vendors’ Market Share by Client RevenueThe chart below shows the selection rate of major vendors of Tier I, Tier II and Tier III groupedby companies’ revenue size they implemented their ERP. According to the chart, both SAP andOracle are active in all segments, but SAP obviously is the most selected software for companieswith annual revenues $25 – $500 million while Microsoft Dynamics is least selected forcompanies with revenues from $50 million – $1+ billion. This ERP has the most success withcompanies < $50 million and between $100 – $500 million. Tier III vendors have great share inthe market that less than $100 million and also continue increase their reach into big companieswith more than $500 million annual revenue.Vendor Sales by IndustryThe tables below show the portion of each Tier I vendor’s sales focused within 4 major industrysegments that represent the highest proportions of solutions for each major vendor within thoseindustries :- Manufacturing and Distribution- Transportation, Communications, Electric, Gas and Sanitary Services- Services- Retail[ad#ad-1]
Note: The sales in the tables above represent industry shares within each company’s own sales,not shares of the total marketTotal Market Shares by IndustryThe 4 charts below represent Tier I, Tier II, Tier III and Other vendor’s share in each of the 4major industries (similar with industry segments above) represented in the survey. SAP, Oracleand Microsoft play a significant part in all industries where SAP is the top vendor.
ERP Satisfaction by Major VendorBy reviewing particular metrics, there are few indications that dissatisfaction of customersfrequently comes from unrealistic expectations which it can be flamed by ERP vendors whopromise the moon so that they can close a sale and also companies that do not sufficientlyspecify their business needs before starting on implementations.
Note : 13.5% of respondents overall cannot figure out benefits because they had no businesscase to work from.That’s all the findings I can share with you. You may find other interesting findings, such asAverage Cost and Budgets, Reason for budget overruns, Payback Period and so forth in thecomplete report link below.