This document contains a list of 5 student names and their matriculation numbers. It also contains information about different types of enterprise systems like ERP, CRM, SCM systems and how they help businesses. Finally, it discusses challenges of implementing and maintaining enterprise applications and how organizations are trying to extend the value obtained from these systems.

1. Name
No. Matric
Vashanntha A/P Murugiah
B061210117
Sanmugam A/L Marimuthu
B061210088
Priya A/P Selvaindran
B061210126
Tea Ann Wen
B061210140
Yew Woi Mei
B061210141

2.  Software
packages that support business
processes, information flows, and data
analytics across the organization

3.  Supply
Chain management
systems
 Customer relationship
management systems
 Knowledge management systems

4.  Software
that is designed for a
particular type of organization and
controls many aspect of its business
 IBM
 SAP
 Oracle Corporation
 Microsoft

5. Increase operational efficiency
o Help to make better decisions
o Help everyone does business in
the same way
o

6. 
Network of organizations and processes
for:
◦ Procuring raw materials
◦ Transforming them into products
◦ Distributing the products

Upstream supply chain:
◦ Firm’s suppliers, suppliers’ suppliers, processes for
managing relationships with them

Downstream supply chain:
◦ Organizations and processes responsible for delivering
products to customers

7. Figure 8-2
This figure illustrates the major entities in Nike’s supply chain and the flow of
information upstream and downstream to coordinate the activities involved in
buying, making, and moving a product. Shown here is a simplified supply chain,
with the upstream portion focusing only on the suppliers for sneakers and
sneaker soles.

8. Parts shortage
 Underutilized plant capacity
 Excessive finished goods
inventory
 high transportation costs


Waste up 25% of company’s
operating costs

9. 
Just-in-time strategy:
◦ Components arrive as they are needed
◦ Finished goods shipped after leaving assembly
line

Safety stock
◦ Buffer for lack of flexibility in supply chain

Bullwhip effect
◦ Information about product demand gets
distorted as it passes from one entity to next
across supply chain

10. Inaccurate information can cause minor fluctuations in
demand for a product to be amplified as one moves further
back in the supply chain. Minor fluctuations in retail sales for
a product can create excess inventory for distributors,
manufacturers, and suppliers.

11. 
Software to help business plan their
supply chains
Supply chain planning systems
• Model existing supply chain.
• Demand planning.
• Develop optimal sourcing and manufacturing plans.
• Establish inventory levels.
• Determining where to store finished goods
• Identify transportation modes.

12. •
Supply chain execution systems
• Manage flow of products through distribution centers and
warehouses.

Example: Warehouse Management
System(WMS)

13. Global supply chain
 interrelated organizations, resources, and
processes
 create and deliver products and services to
end customer.
 It is extended around the world.

14. Before Internet
Difficulties to make info flow
• Internal supply chain
– ERP (Enterprise resource planning)
• External supply chain
– Incompatible technology platform

15. Internet Technology
Intranet
- to improve coordination among internal supply
chain processes
Extranet
- to coordinate supply chain processes shared with
their business partners
Benefits
•
•
•
•
Instantly communication
Up-to-date info
Transportation
International finance

17.  Increase
sales and profits.
 Reduce dependence on their local and national
economies.
 Businesses expansion
 Diversified business and trading
 Lower supply chain costs
 Reduced cycle time
 Competitive advantage
 Enhance speed and efficiency

18.  Geopolitical
risk
 Climate change
 Increasing energy prices and volatility
caused by supply uncertainty
 Increasing dependence upon technology
 Reduction of buffer stock
 Concentration of risk through constant
drive to reduce cost and increase efficiency

19.  Additional
costs of offshore manufacturing
- Transportation
- Inventory
- The need for a larger buffer of safety stock
- Local taxes
- Fees
 Cultural difference

20. A demand driven supply chain
 transforming the traditional supply chain into an
integrated multi-tier supply network
 eliminating information latency and unnecessary
touchpoints
 reducing operating costs
 improving profitability and customer service.

22. Push-based model
- Build-to-stock
• Based on forecast
• Products are pushed to customers

Pull-based model
- Build-to-order
• Orders or purchases trigger events
» Transactions to produce and deliver only what
customers have ordered


23. 
Speed product time to market.

Use assets more effectively.

Reduced supply chain costs lead to increased
profitability.

Increase sales.

Streamline processes

More accurate information

Match supply to demand

Reduce inventory levels

Improve delivery service

Reduce cost

25. • Knowing the customer
• Customer relationship management (CRM)
systems
• Capture and integrate customer data from all
over the organization.
• Consolidate and analyze customer data.
• Distribute customer information to various
systems and customer touch points across
enterprise.
• Provide single enterprise view of customers.

27. 

Customer Relationship Management packages
range from niche tools to large-scale enterprise
applications.
More comprehensive have modules for:
 Partner relationship management
(PRM)
 Integrating lead generation, pricing,
promotions, order configurations, and
availability.
 Tools to assess partners’ performances.

28.  Employee relationship management (ERM)
E.g., setting objectives, employee
performance management, performancebased compensation, employee training.

29.  Customer
Relationship Management
packages typically include tools for:
Sales force automation (SFA)
E.g., sales prospect and contact information,
and sales quote generation capabilities.
Customer service
E.g., assigning and managing customer service
requests; Web-based self-service capabilities.
Marketing
E.g., capturing prospect and customer data,
scheduling and tracking direct-marketing
mailings or e-mail.

33. 
Operational CRM:
Customer-facing applications such as sales force
automation, call center and customer service support,
and marketing automation

Analytical CRM:
Analyzes customer data output from operational CRM
applications
Based on data warehouses populated by operational
CRM systems and customer touch points
Customer lifetime value (CLTV

35. 
Business benefits:
Increased customer satisfaction
Reduced direct-marketing costs
More effective marketing
Lower costs for customer acquisition/retention
Increased sales revenue

Churn rate:
Number of customers who stop using or
purchasing products or services from a company
Indicator of growth or decline of firm’s customer
base

36. Enterprise Applications: New Opportunities
and Challenges
Enterprise Application Challenges
• Highly expensive to purchase and implement enterprise
applications—total cost may be four to five times the price
of software
• Technology changes
• Business process changes
• Organizational changes
• Switching costs, dependence on software vendors
• Data standardization, management, cleansing

37. Extending Enterprise Software
• To bring greater value from enterprise
applications
• Enterprise solutions/suites: make
applications more flexible, Webenabled, integrated with other systems
• Service platform: integrates multiple
applications to deliver a seamless
experience for all parties
• Order-to-cash process
• Portal software

38. Order-to-Cash Service
Order-to-cash is a composite process that integrates data from individual
enterprise systems and legacy financial applications. The process must
be modeled and translated into a software system using application
integration tools.
Figure 8-12

39. Thank You