The ERP market in China is large and growing rapidly. [1] The Chinese ERP market was worth USD __ million in 2010 and is expected to grow at __% annually until 2020. [2] Major drivers of growth include wage inflation, increasing demand from small and medium businesses, and opportunities from cloud computing. [3] However, challenges remain such as high implementation costs and a lack of ERP experience in China.
Dynamics Day 2012: Enterprise Projects - Setting up for SuccessIntergen
The document discusses setting up enterprise projects for success. It outlines Intergen's approach to implementing enterprise solutions like Microsoft Dynamics AX 2012, focusing on business processes, requirements gathering, customization needs, and change management. The presentation then shares the customer perspective from ASSA ABLOY New Zealand's ERP implementation project, covering their challenges with stakeholder buy-in, testing, governance, and data conversion. Key takeaways stress the importance of planning, selecting experienced team members, allowing contingency, and ensuring management owns the organizational change.
Optimized Business Processes in the Age of Cloud ComputingOracle Day
This document outlines a presentation on optimized business processes in the age of cloud computing. The presentation agenda includes strategically streamlining processes, processes in the world of fusion applications, managing processes anytime anywhere, and final thoughts. The document discusses how business process management (BPM) delivers value today and is designed for the future by adapting to new technologies like cloud computing which provides flexibility and scale. BPM can help automate and optimize processes to drive innovation and business agility.
The document discusses the value of technical publications for Enterprise Resource Planning (ERP) solutions. It states that ERP implementations require extensive documentation of updated processes, user manuals, training materials and product configurations. Outsourcing this documentation to specialists allows ERP vendors to launch products with world-class documentation and cut costs. The document also outlines the services provided by The Writers Block, an outsourcing company, to create technical publications for ERP clients.
This document discusses enterprise resource planning (ERP) systems. It defines ERP as an integrated enterprise software system that combines business processes across departments into a single system running on a database. The document outlines the evolution of ERP from earlier inventory and materials planning systems. It also discusses ERP vendor options, implementation considerations around costs, benefits and risks, and alternatives to traditional ERP systems.
IBM's Transformation from Project to Program and Portfolio Management Member Content
- by William C. Britton, PMP
IBM Certified Executive Project Manager
To succeed, a number of project management processes, policies, and organizational constructs were established or reinforced to ensure consistent excellence in service delivery.
Siemens IT Solutions and Services has successfully completed the transfer of responsibility for SAP Application Management from various CIO units of Siemens Russia to their own organization. They manage over 30 SAP systems supporting over 1,800 users across 4 Siemens companies in Russia. Siemens IT Solutions and Services is one of the top 10 outsourcing providers worldwide with proven experience in application management, a strong quality management system, and standardized processes and tools.
Plm & erp their respective roles in marketingdynamicscom
The document discusses the roles of ERP and PLM systems in modern manufacturing. It provides a historical perspective on how ERP systems emerged in the 1990s to increase operational efficiency, while PLM systems later focused on accelerating innovation and global collaboration. While ERP and PLM originally operated separately, they are becoming more integrated as PLM expands into areas like sustainability and supply chain management. The document argues that both ERP and PLM have important roles to play for manufacturers, and that coordinating their roles can provide greater benefits than either system alone.
http://www.hcltech.com/ - More on HCL Technologies
According to industry estimates most of the business critical applications for not only midsize companies, but also many Fortune 500 corporations run on legacy systems, due to the system’s excellent performance and stability. CIO’s and IT managers handling these applications constantly face challenges such as:
High cost of supporting and maintaining the expensive legacy applications.
Inefficient, slow and less productive system compared to competition.
Unmitigated risk associated with lack of skill availability in the resource market.
Risk associated with running business critical application on unsupported platform.
Higher time to market due to large, monolithic, complex and less productive systems.
Integration with newer systems due to incompatibility with new and different technologies.
Dynamics Day 2012: Enterprise Projects - Setting up for SuccessIntergen
The document discusses setting up enterprise projects for success. It outlines Intergen's approach to implementing enterprise solutions like Microsoft Dynamics AX 2012, focusing on business processes, requirements gathering, customization needs, and change management. The presentation then shares the customer perspective from ASSA ABLOY New Zealand's ERP implementation project, covering their challenges with stakeholder buy-in, testing, governance, and data conversion. Key takeaways stress the importance of planning, selecting experienced team members, allowing contingency, and ensuring management owns the organizational change.
Optimized Business Processes in the Age of Cloud ComputingOracle Day
This document outlines a presentation on optimized business processes in the age of cloud computing. The presentation agenda includes strategically streamlining processes, processes in the world of fusion applications, managing processes anytime anywhere, and final thoughts. The document discusses how business process management (BPM) delivers value today and is designed for the future by adapting to new technologies like cloud computing which provides flexibility and scale. BPM can help automate and optimize processes to drive innovation and business agility.
The document discusses the value of technical publications for Enterprise Resource Planning (ERP) solutions. It states that ERP implementations require extensive documentation of updated processes, user manuals, training materials and product configurations. Outsourcing this documentation to specialists allows ERP vendors to launch products with world-class documentation and cut costs. The document also outlines the services provided by The Writers Block, an outsourcing company, to create technical publications for ERP clients.
This document discusses enterprise resource planning (ERP) systems. It defines ERP as an integrated enterprise software system that combines business processes across departments into a single system running on a database. The document outlines the evolution of ERP from earlier inventory and materials planning systems. It also discusses ERP vendor options, implementation considerations around costs, benefits and risks, and alternatives to traditional ERP systems.
IBM's Transformation from Project to Program and Portfolio Management Member Content
- by William C. Britton, PMP
IBM Certified Executive Project Manager
To succeed, a number of project management processes, policies, and organizational constructs were established or reinforced to ensure consistent excellence in service delivery.
Siemens IT Solutions and Services has successfully completed the transfer of responsibility for SAP Application Management from various CIO units of Siemens Russia to their own organization. They manage over 30 SAP systems supporting over 1,800 users across 4 Siemens companies in Russia. Siemens IT Solutions and Services is one of the top 10 outsourcing providers worldwide with proven experience in application management, a strong quality management system, and standardized processes and tools.
Plm & erp their respective roles in marketingdynamicscom
The document discusses the roles of ERP and PLM systems in modern manufacturing. It provides a historical perspective on how ERP systems emerged in the 1990s to increase operational efficiency, while PLM systems later focused on accelerating innovation and global collaboration. While ERP and PLM originally operated separately, they are becoming more integrated as PLM expands into areas like sustainability and supply chain management. The document argues that both ERP and PLM have important roles to play for manufacturers, and that coordinating their roles can provide greater benefits than either system alone.
http://www.hcltech.com/ - More on HCL Technologies
According to industry estimates most of the business critical applications for not only midsize companies, but also many Fortune 500 corporations run on legacy systems, due to the system’s excellent performance and stability. CIO’s and IT managers handling these applications constantly face challenges such as:
High cost of supporting and maintaining the expensive legacy applications.
Inefficient, slow and less productive system compared to competition.
Unmitigated risk associated with lack of skill availability in the resource market.
Risk associated with running business critical application on unsupported platform.
Higher time to market due to large, monolithic, complex and less productive systems.
Integration with newer systems due to incompatibility with new and different technologies.
Optimising and prioritising your SDLC using business intelligenceKurt Solarte
This document discusses optimizing and prioritizing a software development lifecycle (SDLC) using business intelligence. It covers the importance of metrics for managing the SDLC, types of metrics that can be collected at different stages, and how Rational tools can be used to capture and report on metrics and indicators of SDLC health. The presentation aims to help understand how measured process improvement can drive business innovation and reduce costs.
This document discusses the evolving roles of ERP (Enterprise Resource Planning) and PLM (Product Lifecycle Management) systems and how their integration has become more important. While ERP focuses on execution and PLM focuses on innovation, the lines between them have blurred as PLM has expanded into more enterprise processes. The roles of each system have remained the same, with ERP managing business execution and PLM managing product innovation and development, but their integration has evolved significantly. Manufacturers can take an evolutionary approach to achieve an integrated ecosystem that spans the entire product lifecycle from innovation to execution.
The document provides an overview of ERP systems and their relevance for manufacturing industries. It discusses Velcom, an ERP consulting company, and the services they provide. The key benefits of ERP systems for manufacturers include streamlining processes, improving visibility and decision making, enhancing customer satisfaction, and reducing costs. Common challenges include limited customization and high switching costs once established. The document outlines the project phases and critical success factors for successful ERP implementation.
The document discusses reporting in IBM Rational Requirements Composer, including Rational Reporting for Document Generation (RRDG) and Rational Reporting for Document Intelligence (RRDI). It provides an overview of reporting and the reporting architecture. The presentation covers how to create customized reports with RRDG and RRDI, best practices for document and report generation, and examples of real-world reporting.
Siemens IT Solutions and Services provides application management services to enable continual performance improvement and profitable growth for clients. Their services support, maintain, change, and enhance clients' core business applications. This helps clients realize more value from their IT investments by making business more efficient and profitable. Siemens has expertise across industries and can help clients manage complex, evolving application landscapes. They offer tailored application management through their global delivery model, which combines customer intimacy with industrialized service centers.
Webcast: Is it Possible to Have Too Many Tools? Featuring George Spalding of ...CA Nimsoft
We’re not talking garden tools or carpentry tools or mechanic’s tools, we are talking ITSM Tools. And the answer is a resounding YES!
Wait a Minute! Is this a webinar, sponsored by a tool vendor, telling me that I should not buy every tool that comes down the pike? Another resounding YES!
Pink Elephant and Nimsoft each have direct (and repeated) experience indicating that most organizations have NO Enterprise-wide strategy governing the acquisition, support, management and retirement of the tools used to run IT. Nearly every tool in the IT inventory is recommended, funded, acquired, and managed by a single technical silo…without the slightest nod to any other department, group or technical function. Unquestionably, the largest undiscovered source of IT operational savings is the elimination of redundant or vastly underutilized toolsets. Acquiring the right tools at the right time for the right reasons is the answer.
The document discusses SAP's Audit Information System (AIS) which provides a standardized way for auditors to perform system and business process audits of an SAP system. AIS organizes audit activities into a reporting tree and allows auditors to run reports, review configurations, and document audit findings. It aims to improve audit quality by facilitating the standardized collection of evidence.
The document provides a comparison of Oracle's Global Consolidation System (GCS) and Hyperion Financial Management (HFM). It finds that HFM uses more current and robust technology, including an n-tier architecture, that allows for widespread deployment and increased scalability. Maintenance is also deemed easier in HFM, as functions can be performed using the open and easy-to-learn VBScript rather than Oracle's PL/SQL. In conclusion, the document determines that HFM's architecture is technically superior to GCS based on its scalability and flexibility.
This document provides 10 things organizations can do today to prepare for Oracle Fusion Applications. It recommends keeping current with Oracle Applications releases, inventorying enterprise business assets like customizations and master data, and preparing a roadmap by evaluating strategic business and IT drivers. The document discusses leveraging future-proof solutions and technologies like embracing service-oriented architecture, extending business intelligence, and centralizing applications lifecycle management.
This document discusses the value of technical publications for companies providing Enterprise Resource Planning (ERP) solutions. ERP implementations require extensive documentation of updated processes, user manuals, training materials, and configuration documents. Outsourcing technical documentation to experts helps ERP vendors launch products on time with world-class documentation, reducing costs and facilitating adoption. Quality documentation is important for user onboarding and lowers total cost of ownership over the long run.
The document is a presentation by Siemens IT Solutions and Services about their application outsourcing services. It discusses their business model, delivery model, and why they are the right partner. Specifically, it highlights their global delivery network combining customer intimacy and scale, portfolio of application outsourcing offerings tailored to customers' needs, and approach of generating progressive business value through their application management roadmap.
IBM Smarter Business 2012 - Kundcase: Från 0 till 1000 digitala processer i e...IBM Sverige
Portugisiska bankjätten Banco Espirito Santo (BES) är allmänt erkänd innehavare av en av de mest mogna och avancerade insatser inom Process Excellence inom Financial Services. Safiras djupa partnerskap med BES i hjärtat av Center of Excellence för Business Process Management har kunnat ta itu med några av de mest komplexa processerna först och därefter skapa flexibla ramar som gör det möjligt för affärsanvändare att identifiera och automatisera enklare processer. I den här sessionen får du ett insiderperspektiv på vad som krävdes för att få igång programmet, ta del av erfarenheterna och de viktigaste faktorerna till ett framgångsrikt organisationsövergripande BPM-program, som nu automatiserar 1 process varannan dag.
Talare: Pedro Penedo, Partner på Safira
Besök http://smarterbusiness.se för mer information.
The government has published a cloud computing strategy that outlines the kinds of cloud services that could be offered and how a government cloud platform might work. The strategy recommends limited use of private cloud, use of public cloud subject to criteria, and use of community cloud where public cloud is not suitable. However, the strategy is missing some key details like a cloud store, readiness criteria, a framework for public vs community cloud assessment, and details on service provisioning and data management.
The document provides an overview of SAP's financial solutions, including SAP FI (Financial Accounting) and SAP CO (Controlling). SAP FI handles accounting transactions for external reporting purposes, including general ledger, accounts receivable/payable, and asset accounting. SAP CO provides supporting information for management decision making through cost element accounting, cost center accounting, internal orders, and product cost controlling. Key features of both modules include real-time processing and integration across the SAP system.
Aggregating application, service, and portfolio demand using HP Project and P...bkniffen
The document summarizes NBC Universal's implementation of HP Project and Portfolio Management Center (PPMC) to standardize its IT demand management and project execution processes. Key points:
- Phase 1 streamlined operational demand processes, replacing custom tools with PPMC configuration. This provided improved visibility and data for support requests.
- Phase 2 implemented strategic demand management in PPMC, including proposals/project linking, resource planning, and financial management. This provided increased project visibility and cost tracking.
- The implementation followed a "recipe for success" using a phased approach over 2009-2010, configured PPMC when possible, and included organizational change management.
COMSYS is a large IT services and solutions company that provides Enterprise Resource Planning (ERP) consulting services. Their ERP practice has over 15 years of experience implementing SAP and JDEdwards solutions. They offer a range of services including project management, business process analysis, implementations, upgrades and more. COMSYS has over 250 ERP consultants and extensive relationships with SAP and other partners to deliver customized ERP solutions.
Presentation delivered by Steve Keifer of GXS at the 2010 American Hardware Manufacturers Association Hardlines Technology Forum event in Schaumberg, Illinois. Covers types of ERP projects - consolidation, standardization, upgrades and extensions. Highlights key challenges such as 80% of ERP projects are delayed due to B2B integration related issues and 34% of all ERP data comes from outside the enterprise.
The document discusses Oracle's next generation business process management product. It outlines the need for BPM due to increased focus on processes and technology advances. Oracle's BPM solution offers integrated modeling, execution, and monitoring capabilities. It is based on standards like BPEL and optimized for SOA and Oracle applications. The demonstration will showcase process modeling, simulation, and the collaboration between business and IT users.
Introduction to Enterprise Resource and Plannig (ERP)Yuvraj Zala
This document provides an overview of enterprise resource planning (ERP). It discusses what ERP is, the major players in the ERP market and their market shares, the functionalities of ERP systems, and future trends of ERP. ERP integrates business functions into a single system and replaces separate department systems. Major ERP vendors include SAP, Oracle, and Microsoft. Future directions of ERP include more innovative applications, targeting smaller businesses, and specialized areas like supply chain management.
Enterprise Resource Planning (ERP) is an enterprise-wide information system that facilitates information flow and coordinates all business resources and activities. ERP solutions help reduce costs through improved efficiencies and decision-making, providing competitive advantages. For small to mid-sized businesses, ERP solutions open the door to vast process improvements like better customer service and decision support by integrating business activities on a centralized database platform.
The document discusses ERP (Enterprise Resource Planning) systems as the technological backbone for e-business. It describes how ERP integrated software suites automate back-office functions like finance, manufacturing, distribution, HR, and more. ERP allows companies to link processes like sales, inventory management, production, and finance. The document also covers the evolution of ERP systems and key decisions around selecting and implementing an ERP solution.
Optimising and prioritising your SDLC using business intelligenceKurt Solarte
This document discusses optimizing and prioritizing a software development lifecycle (SDLC) using business intelligence. It covers the importance of metrics for managing the SDLC, types of metrics that can be collected at different stages, and how Rational tools can be used to capture and report on metrics and indicators of SDLC health. The presentation aims to help understand how measured process improvement can drive business innovation and reduce costs.
This document discusses the evolving roles of ERP (Enterprise Resource Planning) and PLM (Product Lifecycle Management) systems and how their integration has become more important. While ERP focuses on execution and PLM focuses on innovation, the lines between them have blurred as PLM has expanded into more enterprise processes. The roles of each system have remained the same, with ERP managing business execution and PLM managing product innovation and development, but their integration has evolved significantly. Manufacturers can take an evolutionary approach to achieve an integrated ecosystem that spans the entire product lifecycle from innovation to execution.
The document provides an overview of ERP systems and their relevance for manufacturing industries. It discusses Velcom, an ERP consulting company, and the services they provide. The key benefits of ERP systems for manufacturers include streamlining processes, improving visibility and decision making, enhancing customer satisfaction, and reducing costs. Common challenges include limited customization and high switching costs once established. The document outlines the project phases and critical success factors for successful ERP implementation.
The document discusses reporting in IBM Rational Requirements Composer, including Rational Reporting for Document Generation (RRDG) and Rational Reporting for Document Intelligence (RRDI). It provides an overview of reporting and the reporting architecture. The presentation covers how to create customized reports with RRDG and RRDI, best practices for document and report generation, and examples of real-world reporting.
Siemens IT Solutions and Services provides application management services to enable continual performance improvement and profitable growth for clients. Their services support, maintain, change, and enhance clients' core business applications. This helps clients realize more value from their IT investments by making business more efficient and profitable. Siemens has expertise across industries and can help clients manage complex, evolving application landscapes. They offer tailored application management through their global delivery model, which combines customer intimacy with industrialized service centers.
Webcast: Is it Possible to Have Too Many Tools? Featuring George Spalding of ...CA Nimsoft
We’re not talking garden tools or carpentry tools or mechanic’s tools, we are talking ITSM Tools. And the answer is a resounding YES!
Wait a Minute! Is this a webinar, sponsored by a tool vendor, telling me that I should not buy every tool that comes down the pike? Another resounding YES!
Pink Elephant and Nimsoft each have direct (and repeated) experience indicating that most organizations have NO Enterprise-wide strategy governing the acquisition, support, management and retirement of the tools used to run IT. Nearly every tool in the IT inventory is recommended, funded, acquired, and managed by a single technical silo…without the slightest nod to any other department, group or technical function. Unquestionably, the largest undiscovered source of IT operational savings is the elimination of redundant or vastly underutilized toolsets. Acquiring the right tools at the right time for the right reasons is the answer.
The document discusses SAP's Audit Information System (AIS) which provides a standardized way for auditors to perform system and business process audits of an SAP system. AIS organizes audit activities into a reporting tree and allows auditors to run reports, review configurations, and document audit findings. It aims to improve audit quality by facilitating the standardized collection of evidence.
The document provides a comparison of Oracle's Global Consolidation System (GCS) and Hyperion Financial Management (HFM). It finds that HFM uses more current and robust technology, including an n-tier architecture, that allows for widespread deployment and increased scalability. Maintenance is also deemed easier in HFM, as functions can be performed using the open and easy-to-learn VBScript rather than Oracle's PL/SQL. In conclusion, the document determines that HFM's architecture is technically superior to GCS based on its scalability and flexibility.
This document provides 10 things organizations can do today to prepare for Oracle Fusion Applications. It recommends keeping current with Oracle Applications releases, inventorying enterprise business assets like customizations and master data, and preparing a roadmap by evaluating strategic business and IT drivers. The document discusses leveraging future-proof solutions and technologies like embracing service-oriented architecture, extending business intelligence, and centralizing applications lifecycle management.
This document discusses the value of technical publications for companies providing Enterprise Resource Planning (ERP) solutions. ERP implementations require extensive documentation of updated processes, user manuals, training materials, and configuration documents. Outsourcing technical documentation to experts helps ERP vendors launch products on time with world-class documentation, reducing costs and facilitating adoption. Quality documentation is important for user onboarding and lowers total cost of ownership over the long run.
The document is a presentation by Siemens IT Solutions and Services about their application outsourcing services. It discusses their business model, delivery model, and why they are the right partner. Specifically, it highlights their global delivery network combining customer intimacy and scale, portfolio of application outsourcing offerings tailored to customers' needs, and approach of generating progressive business value through their application management roadmap.
IBM Smarter Business 2012 - Kundcase: Från 0 till 1000 digitala processer i e...IBM Sverige
Portugisiska bankjätten Banco Espirito Santo (BES) är allmänt erkänd innehavare av en av de mest mogna och avancerade insatser inom Process Excellence inom Financial Services. Safiras djupa partnerskap med BES i hjärtat av Center of Excellence för Business Process Management har kunnat ta itu med några av de mest komplexa processerna först och därefter skapa flexibla ramar som gör det möjligt för affärsanvändare att identifiera och automatisera enklare processer. I den här sessionen får du ett insiderperspektiv på vad som krävdes för att få igång programmet, ta del av erfarenheterna och de viktigaste faktorerna till ett framgångsrikt organisationsövergripande BPM-program, som nu automatiserar 1 process varannan dag.
Talare: Pedro Penedo, Partner på Safira
Besök http://smarterbusiness.se för mer information.
The government has published a cloud computing strategy that outlines the kinds of cloud services that could be offered and how a government cloud platform might work. The strategy recommends limited use of private cloud, use of public cloud subject to criteria, and use of community cloud where public cloud is not suitable. However, the strategy is missing some key details like a cloud store, readiness criteria, a framework for public vs community cloud assessment, and details on service provisioning and data management.
The document provides an overview of SAP's financial solutions, including SAP FI (Financial Accounting) and SAP CO (Controlling). SAP FI handles accounting transactions for external reporting purposes, including general ledger, accounts receivable/payable, and asset accounting. SAP CO provides supporting information for management decision making through cost element accounting, cost center accounting, internal orders, and product cost controlling. Key features of both modules include real-time processing and integration across the SAP system.
Aggregating application, service, and portfolio demand using HP Project and P...bkniffen
The document summarizes NBC Universal's implementation of HP Project and Portfolio Management Center (PPMC) to standardize its IT demand management and project execution processes. Key points:
- Phase 1 streamlined operational demand processes, replacing custom tools with PPMC configuration. This provided improved visibility and data for support requests.
- Phase 2 implemented strategic demand management in PPMC, including proposals/project linking, resource planning, and financial management. This provided increased project visibility and cost tracking.
- The implementation followed a "recipe for success" using a phased approach over 2009-2010, configured PPMC when possible, and included organizational change management.
COMSYS is a large IT services and solutions company that provides Enterprise Resource Planning (ERP) consulting services. Their ERP practice has over 15 years of experience implementing SAP and JDEdwards solutions. They offer a range of services including project management, business process analysis, implementations, upgrades and more. COMSYS has over 250 ERP consultants and extensive relationships with SAP and other partners to deliver customized ERP solutions.
Presentation delivered by Steve Keifer of GXS at the 2010 American Hardware Manufacturers Association Hardlines Technology Forum event in Schaumberg, Illinois. Covers types of ERP projects - consolidation, standardization, upgrades and extensions. Highlights key challenges such as 80% of ERP projects are delayed due to B2B integration related issues and 34% of all ERP data comes from outside the enterprise.
The document discusses Oracle's next generation business process management product. It outlines the need for BPM due to increased focus on processes and technology advances. Oracle's BPM solution offers integrated modeling, execution, and monitoring capabilities. It is based on standards like BPEL and optimized for SOA and Oracle applications. The demonstration will showcase process modeling, simulation, and the collaboration between business and IT users.
Introduction to Enterprise Resource and Plannig (ERP)Yuvraj Zala
This document provides an overview of enterprise resource planning (ERP). It discusses what ERP is, the major players in the ERP market and their market shares, the functionalities of ERP systems, and future trends of ERP. ERP integrates business functions into a single system and replaces separate department systems. Major ERP vendors include SAP, Oracle, and Microsoft. Future directions of ERP include more innovative applications, targeting smaller businesses, and specialized areas like supply chain management.
Enterprise Resource Planning (ERP) is an enterprise-wide information system that facilitates information flow and coordinates all business resources and activities. ERP solutions help reduce costs through improved efficiencies and decision-making, providing competitive advantages. For small to mid-sized businesses, ERP solutions open the door to vast process improvements like better customer service and decision support by integrating business activities on a centralized database platform.
The document discusses ERP (Enterprise Resource Planning) systems as the technological backbone for e-business. It describes how ERP integrated software suites automate back-office functions like finance, manufacturing, distribution, HR, and more. ERP allows companies to link processes like sales, inventory management, production, and finance. The document also covers the evolution of ERP systems and key decisions around selecting and implementing an ERP solution.
Enterprise Resource Planning Digital NotesMahendra Singh
This document provides an overview of enterprise resource planning (ERP) systems. It discusses the evolution of ERP from earlier systems like material requirements planning (MRP) and manufacturing resource planning (MRP II). ERP aims to integrate all departments and functions across a company onto a single computer system that can serve all different departments' particular needs. The document outlines the key modules in a typical ERP system and discusses implementation, benefits, and related technologies like business process reengineering and data warehousing.
Sage ERP X3 is an enterprise resource planning (ERP) software that provides financial management, supply chain management, and customer relationship management capabilities. It allows for customization of workflows and data integration across multiple sites. While Sage ERP X3 enables multi-national companies to manage their operations globally, its user interface and reporting features lag behind some competitors.
Enterprise resource planning (ERP) integrates core business processes through software. Popular ERP software includes SAP, Oracle, and Ramco Systems. An ERP system links functional areas like finance, supply chain management, human resources, and manufacturing. Successful ERP implementation provides visibility across departments and streamlines workflows, while failure can result from high costs, long implementation timelines, and poor customization.
The document discusses the evolution of enterprise resource planning (ERP) systems from the 1960s to present day, how ERP systems address issues related to functional conflicts within organizations by taking a process-oriented view, and the benefits ERP systems provide such as reduced costs, improved productivity, and increased customer satisfaction through tighter integration of business functions.
Companies often need reporting capabilities beyond what is available in their ERP systems. 1KEY Business Intelligence provides these additional capabilities through an external reporting tool. It allows users to analyze and interpret data from ERP databases and other sources to gain insights. Companies using 1KEY BI have seen reductions in personnel time needed for reporting of 50-90%. The tool empowers business users to access, format, and analyze data themselves to support decision making without relying on IT.
ERP a research & study paper by ejaz ahmed bhattiEjaz Bhatti
1) Enterprise Resource Planning (ERP) systems aim to integrate all departments and functions across a company onto a single computer system that can serve all those different departments' particular needs.
2) ERP systems evolved from earlier systems like MRP and MRP II that focused only on manufacturing and production planning. Modern ERP systems encompass many business functions including finance, human resources, customer relationship management, and more.
3) Key components of ERP systems include centralized databases that can be accessed in real-time by employees and sometimes also customers and suppliers. ERP systems also aim to standardize business processes across a whole organization.
The document traces the evolution of enterprise resource planning (ERP) systems from the 1960s to the present. It discusses early inventory management systems and the development of materials requirements planning (MRP) in the 1970s. MRP evolved into manufacturing resource planning (MRP II) in the 1980s which integrated additional business functions. In the 1990s, MRP II became known as ERP as it covered more of a company's business enterprise. The document outlines continued trends like expanded ERP capabilities and the emergence of ERP II systems to enable greater inter-organizational collaboration. Next generation ERP is shifting to cloud-based systems that provide real-time access to data across organizations.
This document provides an overview of enterprise resource planning (ERP) systems. It defines ERP as multi-module software that helps businesses manage important business processes like production, purchasing, inventory, customer service and order tracking in an integrated way. The document outlines the evolution of ERP from isolated systems in the 1960s to more integrated systems today. It also discusses key considerations for ERP selection and implementation like functionality, costs, vendor support and technology.
The document discusses Enterprise Resource Planning (ERP) systems. It provides definitions of ERP, describes how ERP systems evolved from inventory control systems to integrate various business functions. The document outlines the key benefits of ERP implementations such as reduced costs, improved efficiency, and integrated data. It also discusses common challenges in ERP projects like user resistance to change, hidden costs, and high failure rates of implementations.
This document discusses ERP success and provides details about three case studies - TI InfoTech, BPCL, and ITTI - that were analyzed to identify critical success factors for ERP implementation. A survey of end users at the three organizations found that quality-related factors, such as technological newness, were the most important determinants of ERP success. The document also discusses the importance of ERP for organizations and some barriers that can prevent successful ERP implementations if not addressed properly.
Session 4 it architecture and competitive advantageYoungjin Yoo
This document discusses aligning IT strategy with business strategy and how to leverage IT as a strategic asset. It covers:
1. Aligning IT architecture with strategic goals by developing a technology vision and master plan.
2. Exploiting IT to build sustainable competitive advantages through positioning, creating unique resources, and enabling innovation over time.
3. Adopting a modular and flexible IT infrastructure to facilitate organizational agility, innovation, and disintegration of vertically integrated firms.
Enterprise Resource Planning (ERP) exists in every enterprise. It is often a low priority for IT managers until changes to the business make a very real, and very expensive, project. The real cost of a failed ERP initiative is IT careers. ERP is always challenging, so IT leaders must determine which of three strategies are most appropriate:
•Stick. Maintain the existing system and establish a date to revisit the strategy.
•Augment. Stay on the existing ERP platform, but augment with additional modules, custom development, or bolt-ons.
•Rip & Replace. Initiate the move to a new ERP system.
The best way to develop an ERP plan is through an annual audit that assesses the priorities of the enterprise and capabilities of the existing ERP platform. Use this storyboard and associated tools to get your ERP strategy on the right track.
The document discusses assessing an organization's readiness for business intelligence (BI). It defines BI and outlines key considerations like having executive sponsorship, realistic expectations, and dealing with data quality issues. The assessment process should deliver a high-level implementation plan, RFP, BI roadmap, skills gap analysis, and learning plan. Organizations are encouraged to put these deliverables in place to help ensure BI success.
1. The document discusses an introduction to ERP systems using SAP as an example. It covers the history and evolution of ERP, key concepts of SAP R/3, and the agenda for training on SAP's Sales and Distribution module.
2. SAP is presented as the leading global ERP vendor that is used by most large companies. The training will cover the basics of ERP and sales processes in SAP over 60 days.
3. The agenda includes introductions to SAP and the Sales & Distribution module, along with sessions on master data, sales documents, pricing, shipping, billing and other special transactions.
Company use ERP systems to assist management with decision making and automate common business processes to save time and money. ERP integrates all business functions like manufacturing, sales, marketing, accounting, and HR onto a single computer system. This allows for coordination between different departments and common data definitions. Before ERP, companies used separate systems for different functions that lacked integration and coordination. ERP provides benefits like business integration, flexibility, better analysis and reduced costs. However, ERP also has limitations like high costs, complexity, and needing trained staff.
Hyundai Motor Company implemented a customized SAP ERP solution to efficiently manage its large amount of production data and improve manufacturing efficiency. With support from SAP Custom Development, Hyundai was able to process data four times faster than expected and reduce errors. The new system provided real-time data integration across Hyundai's global operations.
Enterprise resource planning (ERP) systems integrate all departments and functions of an organization into a single system with a shared database. Before ERP, organizations had isolated information systems without integration. ERP solved this by automating processes, connecting departments through a central database, improving communication, and reducing errors. Major early ERP vendors included SAP, Oracle, J. D. Edwards, PeopleSoft, and Baan. Modern cloud-based ERP systems are more integrated with external modules and support global transactions at lower costs. Emerging technologies like cloud computing, mobile access, big data analytics, and machine learning are shaping the future of ERP.
Similar to Market Research Report : Erp market in china 2012 (20)
Global interventional cardiology market 2017-2022 sample reportNetscribes, Inc.
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https://www.researchonglobalmarkets.com/global-interventional-cardiology-market-2014-2022.html
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Branded chocolate market in india 2017 - Research On IndiaNetscribes, Inc.
The branded chocolate market in India is projected to grow at a CAGR of 17.2% to reach INR x bn by 2022, up from INR x bn in 2014. Key drivers of growth include the tradition of gifting chocolates, rising disposable incomes, and shifts in consumer preferences towards premium brands. Major players like Mondelez, Nestle and Ferrero dominate the market, though demand is growing for healthier options and niche brands. The outlook for the industry remains positive due to strong growth in the confectionery market and India's rising affluence.
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Mobile accessorries market in india 2017 - Research on IndiaNetscribes, Inc.
The mobile accessories market in India is projected to grow at a CAGR of ~x% to reach INR x billion by 2026 from INR x billion in 2016. Major accessories include power banks, headphones, and cables. Rising smartphone adoption, increasing disposable incomes, and the youth demographic's consumption trends are driving market growth. However, low rural penetration and grey market offerings pose challenges. Major trends include high-capacity batteries, wireless headphones, and compact retractable cables. Key players include Company 1, Company 2, and Company 3.
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5th LF Energy Power Grid Model Meet-up SlidesDanBrown980551
5th Power Grid Model Meet-up
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Power Grid Model
The global energy transition is placing new and unprecedented demands on Distribution System Operators (DSOs). Alongside upgrades to grid capacity, processes such as digitization, capacity optimization, and congestion management are becoming vital for delivering reliable services.
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Power Grid Model is currently being applied in a wide variety of use cases, including grid planning, expansion, reliability, and congestion studies. It can also help in analyzing the impact of renewable energy integration, assessing the effects of disturbances or faults, and developing strategies for grid control and optimization.
What to expect
For the upcoming meetup we are organizing, we have an exciting lineup of activities planned:
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How to Interpret Trends in the Kalyan Rajdhani Mix Chart.pdfChart Kalyan
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Conversational agents, or chatbots, are increasingly used to access all sorts of services using natural language. While open-domain chatbots - like ChatGPT - can converse on any topic, task-oriented chatbots - the focus of this paper - are designed for specific tasks, like booking a flight, obtaining customer support, or setting an appointment. Like any other software, task-oriented chatbots need to be properly tested, usually by defining and executing test scenarios (i.e., sequences of user-chatbot interactions). However, there is currently a lack of methods to quantify the completeness and strength of such test scenarios, which can lead to low-quality tests, and hence to buggy chatbots.
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How information systems are built or acquired puts information, which is what they should be about, in a secondary place. Our language adapted accordingly, and we no longer talk about information systems but applications. Applications evolved in a way to break data into diverse fragments, tightly coupled with applications and expensive to integrate. The result is technical debt, which is re-paid by taking even bigger "loans", resulting in an ever-increasing technical debt. Software engineering and procurement practices work in sync with market forces to maintain this trend. This talk demonstrates how natural this situation is. The question is: can something be done to reverse the trend?
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2. Executive Summary
ERP market in China is the largest segment of the Chinese Enterprise Applications market
Market ERP market in China has shown strong growth generating USD ‐‐ mn in 2010, and is expected to grow at x%
during 20‐ ‐20‐
Drivers: Challenges:
LE
‐ Wage Inflation ‐ High Cost of ERP Implementation
‐ Increasing Demand from SMBs ‐ Cultural Issues
Drivers &
Challenges P
‐ Penetration of New Industries
‐ Demand of Enterprise Management System
M
‐ Rising Auto Sales
‐ Lack of ERP Experience
‐ Communication Barrier
A
‐ Profitability Concerns for ERP Vendors
S
‐ Opportunity from Cloud Computing
‐ Stricter Regulation of Resource Consumption & Carbon
Emissions
Emergence of Chinese ERP Software Vendors as Dominant Players
Software Localization
Shift towards High‐end, Large‐scale Clients
Trends
Shift in ERP Focus to Business Processes
Increasing Mergers & Acquisitions
Major Domestic Players
Company A Company B Company C
Competition Major Foreign Players
Company D Company E Company F Company G
ERP MARKET IN CHINA 2012.PPT 2
3. •Introduction
•Market Overview
Global
China
LE
P
•ERP Selection Criteria
M
S A
•Benefits of ERP Implementation
•Drivers & Challenges
•Government Initiatives
•Trends
•Mergers & Acquisitions
•Competition
•Key Takeaways
ERP MARKET IN CHINA 2012.PPT 3
4. Enterprise Resource Planning (ERP) ‐ Definition
LE
Enterprise Resource Planning (ERP)
P
ERP is an accounting oriented information system needed to acquire, create, distribute
and account for customer orders for classifying and planning the enterprise resources
M
SA
Key Characteristics of ERP Systems
Common Access to a Single Set
Standardized Data Definitions Beyond the Company Scope
of Data
• ERP system should support an
• Single set of data is to be maintained
• Same data definition across all ERP organization's online services to
in a basic design objective across
application modules is shared by external units instead of
all business processes within
the ERP business processes confining to an organization’s
an organization
boundary
System Flexibility Open System Architecture
• With the changing needs of an • Any ERP module can be interfaced
enterprise an ERP system should be or detached when required without
flexible which is facilitated by affecting other modules and should
client/server technology to run support multiple hardware
across different database back‐ends platforms for companies that use
through Open Data Base heterogeneous systems, including
Connectivity (ODBC) some third‐party add‐ons
ERP MARKET IN CHINA 2012.PPT 4
5. Evolution of ERP
Since, 1960 Information Technology has offered solutions which are intended for facilitating smoother and faster
business operations within an organization, some of which can be illustrated as below:
Inventory
Material Requirement
LE Manufacturing
Enterprise Resource
P
Management & Requirements
Planning (MRP) Planning (ERP)
Control Planning (MRP II)
1960
S AM
1970 1980 1990
• Development 1 • Development 1 • Development 1 • Development 1
• Development 2 • Development 2 • Development 2 • Development 2
ERP MARKET IN CHINA 2012.PPT 5
6. Framework of ERP System
Purchase
Manufacturing
HR / Payroll
LE
MP ERP Console
A
Vendor Management
CRM
S
Sales Accounting
Inventory Management
ERP MARKET IN CHINA 2012.PPT 6
7. Global ERP Market is expected to grow at 3.8% during 2009‐
13, reaping significant benefits from various factors
Global ERP Market – Overview
(CAGR) of x% during 20‐ ‐20‐
LE
• Global ERP Market in terms of sales is expected to reach USD ‐‐ bn by 20‐ with a compound annual growth rate
P
• Global ERP market in SaaS is expected to reach ‐‐ bn USD in 20‐ from ‐‐ bn USD in 20‐ with a CAGR of y%
• Rising revenues for maintenance fees, new acquisitions, penetration of new industries, and emerging markets such as
S AM
China, will extend development and new growth over the coming years
Global ERP Sales and Growth Global ERP Market (SaaS)
USD bn x% USD bn
a6 a7 y% b2
50 a3 a4 a5 2.0
a2
a1
40 1.5 b1
30
1.0
20
10 0.5
0 0.0
20‐ 20‐ 20‐e 20‐e 20‐e 20‐e 20‐e 20‐ 20‐e
Note: SaaS refers to Software as a Service which is a sub‐segment in ERP
ERP MARKET IN CHINA 2012.PPT 7
8. The top 10 global ERP vendors generated almost half of the
total revenues from ERP software
Global ERP Software Revenues (20‐) Software Revenue Share (20‐)
0 10,000 20,000 30,000 40,000
USD mn
Company 1 a1 b3
LE
b6 b5
Company 2 a2 b7 b4 b1
16% 8% 37%
P
b2
Company 3 a3 b8
M
Company 4 a4
b11
A
Company 5 a5 b9
Company 6
Company 7
Company 8
a6
a7
a8
17% S 7% 38% b10
Company 9 a9
Company 10 a10
Company 1 Company 4 Company 7 Company 10
Other a11
Company 2 Company 5 Company 8 Other
Total a12 Company 3 Company 6 Company 9
17% 7% 38%
By 20‐, the global ERP software revenues accounted about ‐‐ bn with the top five global ERP vendors having
x% share of the market
Note: ERP vendors considered are not exhaustive
ERP MARKET IN CHINA 2012.PPT 8
9. ERP market in China is expected to be the fastest growing
market in the world with x% CAGR during 20‐ ‐20‐
China ERP Market – Overview ERP Market Size and Growth
USD mn
1,500 x% a7
a6
LE
• ERP market is expected to grow with a CAGR a5
1,000 a4
of ~x% during 20‐ ‐20‐ reaching USD ‐‐ bn by a3
a2
P
a1
20‐
500
commanding ~y% market share in 20‐
M
• ERP market in China is the largest segment of
A
the Chinese Enterprise Applications market,
S
0
20‐ 20‐e 20‐e 20‐e 20‐e 20‐e 20‐e
• Enterprise software market in China is Enterprise Software Market Growth
expected to grow to USD ‐‐ bn by 20‐ with a
USD bn
CAGR of z% during 20‐ ‐20‐
10 y% b2
• Foreign ERP vendors like SAP, Oracle and 8
others entered China attracted by significant 6 b1
business opportunities and taking control in 4
2
the Chinese ERP market
0
20‐ 20‐e
ERP MARKET IN CHINA 2012.PPT 9
10. ERP vendors are seeking growth opportunities from the
growing enterprise sales revenue
Average Sales Revenue Per Enterprise
USD mn
100
80 16% 8%
c
37%
LE c8%
c1%
Province 1
Province 2
Province 3
P
a b c2%
60 Province 4
M
c7%
c3% Province 5
A
40 Province 6
20
0
20‐ 20‐
17% S 7%
20‐
38%
c6%
c5%
c4%
Province 7
Province 8
Top eight provinces of China having x enterprises accrued USD ‐‐ mn average sales revenue
per enterprise in 20‐ demonstrates huge opportunities for both domestic and
international vendors in ERP market
Note: Eight provinces and cities with the largest number of enterprises have been studied
ERP MARKET IN CHINA 2012.PPT 10
11. Company 1 and Company 2, the top two foreign ERP vendors
accounted for more than x% market share in the high‐end ERP market
Market Share of Major ERP Vendors in the High‐End ERP Segment (2009)
Market Share
a8%
a6% a7%
LE a1% High‐end ERP market is
P
a5% a9% dominated by international
Company 1 Company 4 Company 6 vendors like company 1, company
M
a4% 2 while the local vendors who
Company 2 Others Company 7
A
dominates the low‐end are trying
Company 3 Company 5 Company 8 a3%
S
a2% to reach there
Groups of ERP Vendors
International ERP
Local Vendors – Company
Vendors – Company 1,
3, Company 4 etc.
Company 2 etc. ERP
Vendors
Industry Solutions in China
SaaS Vendors ‐ Company
Vendors – Company 5,
Company 6 etc.
7, Company 8 etc.
Note: High‐end ERP segment caters to vast and complex operations
ERP MARKET IN CHINA 2012.PPT 11
12. ERP Selection Criteria (1/4)
Selection Criteria – Major Aspects (1/2)
Finding 1
• Sub‐finding 1
LE
P
• Sub‐finding 2
S AM
• Sub‐finding 3
Finding 2
• Sub‐finding 4
• Sub‐finding 5
Finding 3
• Sub‐finding 6
ERP MARKET IN CHINA 2012.PPT 12
13. ERP Selection Criteria (3/4)
ERP – Cost Components (1/2)
Cost Components – ERP Installation
LE
MP
S A Direct Cost
Source 1 Source 2 Source 3
Necessary hardwares such as Several tools and application also
administration consoles, needs to be installed including
Basic ERP application or the
peripherals and connectivity and security softwares, software
software that needs to be
networking tools, to support the updates and software license fees
purchased
functioning of software has to ensure a proper and secured
to be procured functioning of the ERP
ERP MARKET IN CHINA 2012.PPT 13
14. ERP Selection Criteria (4/4)
ERP – Cost Components (2/2)
Cost Components – ERP Installation
LE
MP
S A Indirect Cost
Source 1 Source 2 Source 3 Source 4
In‐house staff and IT staff
Time utilized by the company Cost incurred for testing and
needs to be trained on its Cost to convert the existing
to prepare details such as scrutiny of the solution’s
usage and other necessary data and media to the format
analysis and documentations performance and user
details, which in turn attracts supported by the ERP
relevant to the implementation acceptance before its actual
a crucial cost component
of the solution implementation
for the company
ERP MARKET IN CHINA 2012.PPT 14
15. •Introduction
•Market Overview
Global
China
•ERP Selection Criteria
•Benefits of ERP Implementation
•Drivers & Challenges
•Government Initiatives
•Trends
•Mergers & Acquisitions
•Competition
•Key Takeaways
ERP MARKET IN CHINA 2012.PPT 15
16. Benefits from ERP Implementation (1/6)
Benefit 1 Benefit 2
Improved decision making
LE
Suppliers and customers can be online communication
MP Integration of business operations and processes
A
Improve financial management Improve the labor productivity
S
Faster and more accurate transactions
Quality of information
Improved delivery times
Reducing the requirements of manpower Reduction of total operation and administration costs
Reduction of stock levels
Improved inventory/asset mgt
Reduction of real‐time information
ERP MARKET IN CHINA 2012.PPT 16
17. Benefits from ERP Implementation (3/6)
Direct Benefits from ERP Implementation
0 10 20 30 40 50 60 70 80 90 100
Direct Benefits in %
Benefit 1
Benefit 2
LE a2%
a1%
Benefit 3
M
Benefit 4
P a4%
a3%
Direct benefits from ERP
implementation in
S A
Benefit 5
Benefit 6
Benefit 7 a7%
a6%
a5% enterprises obviously act at
the level of the
improvement of delivery
efficiency prior to the
Benefit 8 a8%
improvement in purchasing
Benefit 9 a9% efficiency leading to
Benefit 10 a10% customer satisfaction and
Benefit 11 a11% escalating market share
Benefit 12 a12%
Benefit 13 a13%
Note: % share are approximation
ERP MARKET IN CHINA 2012.PPT 17
18. Benefits from ERP Implementation (4/6)
Factors influencing Chinese Companies to Implement an ERP System
• Finding 1
LE
P
• Finding 2
• Finding 3
S AM
Factors influencing Chinese Companies in ERP Implementation
a5%
Factor 1 Factor 4 a4%
Findings
Factor 2 Factor 5 a3%
Factor 3
a2% a1%
ERP MARKET IN CHINA 2012.PPT 18
19. Benefits from ERP Implementation (5/6)
Critical Success Factors (CSF) in ERP Implementation in China (1/2)
Teamwork and Composition
Top Management Support
LE
P
Business Process Re‐engineering
M
Critical Success ` S A
Effective Project Management
User Involvement
Factors Education and Training
Suitability of Software and Hardware
Effective Interdepartmental Communication
Change Management Programme & Culture
Organizational Culture
ERP MARKET IN CHINA 2012.PPT 19
21. Drivers & Challenges – Summary
LE Challenges
Drivers
Wage Inflation
MP High Cost of ERP Implementation
A
Cultural Issues
Increasing Demand from SMBs
Penetration of New Industries
S Lack of ERP Experience
Communication Barrier
Rising Need for Management
Profitability Concerns for ERP Vendors
Effectiveness
Rising Automobile Production
Opportunity from Cloud Computing
ERP MARKET IN CHINA 2012.PPT 21
22. Wage inflation will be a catalyst for expanding ERP
usage in China
Wage Inflation Impact
• Finding 1
• Finding
LE
Sub‐finding 1
Sub‐finding 2
• Finding 3
Sub‐finding 3
Sub‐finding 4
MP
Labour Costs
S A Growth in Average Monthly Wage
Country 1 a1 USD
Country 2 a2 China has 2nd 400 x%
Country 3 a3 highest total labour b2
Country 4 a4 cost in Emerging 300 b1
Country 5 a5 Asia
Country 6 a6 200
Country 7 a7
Country 8 a8 100
Country 9 a9
0
Note: :Per capita Average Annual Salary (USD) has been considered as of Oct 2010
20‐ 20‐
ERP MARKET IN CHINA 2012.PPT 22
23. ERP is increasingly gaining popularity among the SMBs that
account for a1% of the total Chinese enterprises
Increasing Demand from SMBs Impact
• Finding 1
• Finding 2
LE
• Finding 3
Sub‐finding 1
P
Sub‐finding 2
S AM
Share of SMEs in Total Chinese Enterprises
a2%1%
Demand from the SMBs is increasing to
improve their infrastructure and with
spreading out of operations
a1%
Small & Medium enterprise Others
In the presence of healthy economic outlook, increasing competitiveness among SMBs
In the presence of healthy economic outlook, increasing competitiveness among SMBs
is leading to more aggressive ERP growth
is leading to more aggressive ERP growth
Note: SMB refers to Small & Medium Business
ERP MARKET IN CHINA 2012.PPT 23
27. Lack of ERP adoption in China is primarily due to high cost of
implementation
High Cost of ERP Implementation Impact
•Finding 1
•Finding 2
Sub‐finding 1
Total Cost of ERP
Company Size ERP Users
Ownership
Total Cost of an ERP Small ‐ USD ‐‐
finding 1
Solution
Medium ‐ USD ‐‐
Big ‐ USD ‐‐
Company Size ERP Users Hardware Costs
Hardware Costs of an Small ‐ USD ‐‐
ERP System finding 2
Big ‐ More than a mn USD
ERP MARKET IN CHINA 2012.PPT 27
29. Trends – Summary
Emergence of Chinese ERP
Software Vendors as Dominant
Players
P LE
Increasing Mergers &
Acquisitions
S AM Key
Software Localization
Trends
Shift in ERP Focus to Business Shift towards High‐end, Large‐
Processes scale Clients
ERP MARKET IN CHINA 2012.PPT 29
30. Domestic ERP vendors like company 1, company 2 and company 3
accounted for more than x% of ERP market share
Emergence of Chinese ERP Software Vendors as Dominant Players
• Finding 1 Local ERP vendors
LE
are dominating the
• Finding 2 market
Sub‐finding 1
Sub‐finding 2
MP
Market Share of Major ERP Vendors (2010)
2010 a1%
S A a2% a3% a4% a5% a6% a7% a8% a9% 100%
Top three foreign ERP
Top five domestic ERP vendors holds y% market
vendors holds z% of the
share gaining competitive edge
market share
Company 1 Company 2 Company 3 Company 4 Company 5 Company 6 Company 7 Company 8 Others
Motivation behind Development of Domestic ERP Market
• Motivation 1
• Motivation 2
• Motivation 3
Note: Market share is in context with overall ERP market
ERP MARKET IN CHINA 2012.PPT 30
31. With a1% ERP market client share in China, large‐scale
enterprises…
Shift towards High‐end, Large‐scale Clients (1/2)
• Finding 1
China’s ERP market
• Sub‐finding 1
is shifting towards
LE
• Finding 2 the high‐end
clients
P
• Finding 3
Sub‐finding 2
S AM
China’s ERP Market Client Structure (20‐)
By 20‐, China’s ERP market captured a1%
of the large enterprises evidently showing
a1% the shift towards high‐end, large scale
Client 1 Client 4 a5% clients
Client 2 Client 5
Client 3
a4%
a3% a2%
Note: SME – Small & Medium Enterprises
ERP MARKET IN CHINA 2012.PPT 31
32. Mergers & Acquisitions (M&A) (1/3)
Announced Date Closed Date Target Buyer/Investors Sellers Size (USD mn)
Jan‐16‐20‐ Jan‐11‐20‐ Target Company A Investor Company A Seller Company A USD X mn
LE
P
Sep‐6‐20‐ Jan‐4‐20‐ Target Company B Investor Company B Seller Company B USD X mn
Sep‐22‐20‐ N.A.
S AM
Target Company C Investor Company C Seller Company C USD X mn
Sep‐20‐20‐ Sep‐16‐20‐ Target Company D Investor Company D Seller Company D USD X mn
SAMPLE
ERP MARKET IN CHINA 2012.PPT 32
33. Major Domestic Public Companies – Summary (1/2)
Net Profit
65 Size of the Bubble represents Market
60 Capitalization in USD mn
55
50
LE m1
P
45
m2
M
40
A
35
S
30
25
20
15
10
5 m3
0
‐5
‐10 Total Income
140 160 180 200 220 240 260 280 300 320 340 360 380 400 420 440 460 480 500 520
Company 1 Company 2 Company 3
Note: Revenue and Net Profit figures are in USD mn for the year ending Dec 31st 2010; Market Cap figures for UFIDA Software Co., Ltd. is for Feb 1st 2012, for Kingdee
International Software Group Company Limited is for Jan 20th.2012 and for Inspur Group is for Feb 23rd 2012
ERP MARKET IN CHINA 2012.PPT 33
35. Domestic Company – Company A
Company Information Locations – China
Company 5
Corporate Address x, y Avenue, City 5, City 5 Pin‐code,
Country
LE
Tel No. xxx‐yyy‐zzz
Fax No. xxx‐yyy‐zzz
Website
Year of Incorporation
‐
19
MP
Ticker Symbol
Stock Exchange
Products and Services
xx
yy
S A Headquarters
Other Offices
Category Products/Services
Software Products Enterprise resource planning, Key People
information security software
Name Designation
Development Web groupware, Web application
Platform Products framework, business service platform, Person 1 Chairman of the Board, CEO &
business process management, model President
driven architecture
Person 2 Vice Chairman & General Manager
Tax‐control Products Chipsets, cashing machines, controllers,
Person 3 General Manager & Director
printers
Person 4 CFO & Secretary
ERP MARKET IN CHINA 2012.PPT 35
36. Domestic Company – Company A
Financial Snapshot Key Ratios
y‐o‐y change
Particulars 2010 2009 2008 2007
Total Income Total Income Profit (2010‐09)
USD mn USD mn Profitability Ratios
Profit / Loss
200 a4 6 Operating Margin ‐ ‐ ‐ ‐ ‐
a1 a2 a3
Net Margin ‐ ‐ ‐ ‐ ‐
LE
150 4
Profit Before Tax Margin ‐ ‐ ‐ ‐ ‐
100 2
Return on Equity ‐ ‐ ‐ ‐ ‐
P
50 0
Return on Capital Employed ‐ ‐ ‐ ‐ ‐
0 ‐2 Return on Working Capital ‐ ‐ ‐ ‐ ‐
M
20‐ 20‐ 20‐ 20‐ Return on Assets ‐ ‐ ‐ ‐ ‐
A
Financial Summary Return on Fixed Assets ‐ ‐ ‐ ‐ ‐
Cost Ratios
to net loss of USD ‐ mn in FY 20‐
S
• The company earned a net profit of USD ‐ mn in FY 20‐, as compared
• The company reported total Income of USD ‐ mn in FY 20‐,
registering an increase of x % over FY 20‐
• The company earned an operating margin of y % in FY 20‐ an
Operating costs (% of Sales)
Administration costs (% of
Sales)
Interest costs (% of Sales)
Liquidity Ratios
Current Ratio
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
increase of z percentage points over FY 20‐
Cash Ratio ‐ ‐ ‐ ‐ ‐
• The company reported debt to equity ratio of ‐ in FY 20‐, an increase Leverage Ratios
of a % over FY 20‐ Debt to Equity Ratio ‐ ‐ ‐ ‐ ‐
Debt to Capital Ratio ‐ ‐ ‐ ‐ ‐
Financial Summary
Interest Coverage Ratio ‐ ‐ ‐ ‐ ‐
Indicators Value (23/02/2012) Efficiency Ratios
Market Capitalization (USD) x1 mn Fixed Asset Turnover ‐ ‐ ‐ ‐ ‐
Total Enterprise Value (USD) Asset Turnover ‐ ‐ ‐ ‐ ‐
x2 mn
Current Asset Turnover ‐ ‐ ‐ ‐ ‐
EPS (USD) x3 Working Capital Turnover ‐ ‐ ‐ ‐ ‐
PE Ratio (Absolute) x4 Capital Employed Turnover ‐ ‐ ‐ ‐ ‐
Improved Decline
ERP MARKET IN CHINA 2012.PPT 36
37. Domestic Company – Company A
Key Business Segments Key Geographic Segments
Segment A Western China North China
The company operates South China East China
100% through single
100% 100% a4% b4%
LE
reportable segment a3% b3%
namely, Segment A
a2% b2%
P
50% 50%
a1% b1%
0%
Key Recent Developments
20‐
S AM 0%
20‐ 20‐
Description News
• Company A provides various information technology (IT) products and services in China and
Overview internationally
• Company A is one of the major domestic ERP vendors in china accounting 10.4% market share in 2010
• Ministry of Science and Technology (MOST) has approved China's Company A to establish the national
Approval
engineering technology research center for information storage in recent days
• Company A and Comarch Semiramis have agreed on a joint venture for entering into the Chinese ERP
Joint Venture & Acquisition market together in 2010
• Company A acquired 49% stake in LC Genersoft, an ERP company inh 2008
ERP MARKET IN CHINA 2012.PPT 37
38. ERP market in China is expected to be the fastest growing
market in the world with x% CAGR during 20‐‐ ‐ ‐‐
Despite various challenges, future of Chinese ERP market is optimistic
Initiatives Taken by
Trends in the Market Market Size
Players
LE
Local ERP vendors are USD mn
P Players are taking
gaining competitive edge 1,500 x% a7
a6
over their foreign steps to upgrade the
M
a5
counterparts particularly 1,000 a4 quality of their
a3
A
in low‐end, with 5 a2
a1 products and after‐
Chinese domestic
companies holding 53%
share of the market
By 2010, China’s ERP
market captured 36% of
500
0 S
20‐ 20‐e 20‐e 20‐e 20‐e 20‐e 20‐e
sales services along
with development in
software outsourcing
services
the large enterprises
evidently showing Challenges Though the ERP
increased focus on high‐ spending is till low,
end solutions for large ERP vendors are
scale clients • High Cost of ERP Implementation developing through
• Cultural Issues M&A to improve
ERP focus is shifting from
• Lack of ERP Experience their products and
finance and accounting
satisfy the
to business process • Communication Barrier multiplying demands
related modules such as
• Profitability Concerns for ERP Vendors of customers
CRM, SCM and PLM
ERP MARKET IN CHINA 2012.PPT 38
39. Appendix (1/2)
Ratio Calculations Ratio Calculations
(Operating Current Assets / Current
Operating Margin Current Ratio
Income/Revenues)*100 Liabilities
LE
Net Margin (Net Profit / Revenues) *100 {(Cash & Bank Balance +
Cash Ratio Marketable Securities) / Current
P
(Income Before Tax / Revenues Liabilities)}
Profit Before Tax Margin
*100
Total Liabilities / Shareholders
M
Debt to Equity
(Net Income / Shareholders Equity
A
Return on Equity (ROE)
Equity)*100
S
{Total Debt / (Shareholders
Debt to Capital Ratio
EBIT / (Total Assets – Current Equity + Total Debt)}
Return on Capital (ROCE)
Liabilities)*100
Interest Coverage Ratio EBIT / Interest Expense
(Net Income / Working Capital)
Return on Working Capital
*100
Fixed Asset Turnover Sales / Fixed Assets
Return on Assets (Net Income / Total Assets)*100
Asset Turnover Sales / Total Assets
Return on Fixed Assets (Net Income / Fixed Assets) *100
(Operating Expenses / Sales) Current Asset Turnover Sales / Current Assets
Operating Costs (% of Sales)
*100
Administration Costs (% of (Administrative Expenses / Sales) Working Capital Turnover Sales / Working Capital
Sales) *100
Capital Employed Turnover Sales / Shareholders Equity
Interest Costs (% of Sales) (Interest Expenses / Sales) *100
ERP MARKET IN CHINA 2012.PPT 39
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ERP MARKET IN CHINA 2012.PPT 41