ERP software facilitates the flow of information across different functions within an organization through a centralized database. It enables decision-makers to have an enterprise-wide view of integrated information in a timely manner. ERP provides the backbone for an enterprise-wide information system and standardizes business processes. The integration of functions allows for improved communication, productivity and speed. The growth of the ERP market was driven by trends toward packaged software, e-commerce demands, and advances in technology. Major ERP vendors provide integrated suites of applications while other vendors offer specialized applications that can interface with ERP systems.
The importance of effectively using EDI and expanding the
value proposition to mid-sized businesses is paramount.
This white paper discusses how your business can integrate
EDI into its ERP software, improving efficiency and
reducing operational costs by eliminating mistakes and
chargebacks.
Charles King, Pund-It, Inc believes that the term 'enterprise system' has to be redefined to meet the today business process, application and workload.To know more about the IBM System z, visit http://ibm.co/PNo9Cb.
The importance of effectively using EDI and expanding the
value proposition to mid-sized businesses is paramount.
This white paper discusses how your business can integrate
EDI into its ERP software, improving efficiency and
reducing operational costs by eliminating mistakes and
chargebacks.
Charles King, Pund-It, Inc believes that the term 'enterprise system' has to be redefined to meet the today business process, application and workload.To know more about the IBM System z, visit http://ibm.co/PNo9Cb.
WCP Research identifies key software industry trends including solid growth over the last five years; BYOD growing as employees and managers and employees choose their own devices; and Big Data accelerating in 2013. Salesforce.com makes a big bet on marketing cloud, while Oracle announces surprising partnerships with Salesforce.com and Microsoft.
Processes Driving the Networked Economy: Process Portals, Process Vortex and ...Amit Sheth
Amit Sheth's keynote at SABPM '99: Software Architectures for Business Process Management, (Workshop at the CAiSE*99, Heidelberg, Germany, June 14-15, 2009.
http://www.informatik.uni-hamburg.de/cgi-bin/TGI/pnml/getpost?id=1999/04/1203
Related paper: http://knoesis.org/library/resource.php?id=00246
Processes in the Networked Economies: Portal, Vortex, and Dynamic Trading Pro...Amit Sheth
Amit Sheth, Keynote at the Software Architectures for Business Process Management (SABPM'99) Workshop at CAiSE *99, Heidelberg, June 1999.
Processes will be chief differentiating and the competitive force indoing business in the networked economy. They will be deeply integrated with the way of doing business, and that they will be
critical components of almost all types of systems supporting enterprise-level and business critical activities.
http://knoesis.org/amit
Two-Tier ERP: Enabling the Future-Ready Global Enterprise with Better Innovat...Cognizant
Organizations that embrace two-tier ERP strategies are better positioned
to both navigate volatile global business conditions and acquire or divest operations that generate operational efficiency and growth.
Enterprise Technology Buying Trends in 2010SalesQuest
When selling an enterprise technology solution, you must communicate how your solution is going to help the customer solve a problem or an opportunity. These technology trends were identified using current business drivers within the company and what they’re saying they need to fix or expand in 2010. These are areas will not only be important next year, but over the course of the next few years, and they will have a profound impact on how businesses operate and where they spend their IT budgets.
Ovum Trends to Watch 2014: Enterprise Collaboration and The Workplace of the ...Richard Edwards
Ovum's outlook for enterprise collaboration in 2014.
This presentation was first delivered at an EE's Customer Forum, Emirates Stadium, London, on 5th November.
Mobile devices can boost productivity and competitive advantage, but your enterprise-IT organization must support new mobile strategies, while complying with government regulations and maintaining security. See how you can implement robust security features in your existing apps with SAP Mobile App Protection by Mocana.
Receiving a staggering 39% of all investments made in Q4, 2014, enterprise software is innovating, disrupting and shaking up the current incumbents like never before.
Viewing this change from a recruitment perspective, we've market mapped enterprise software into its key areas to show you where the most value and potential is.
In this QuickView:
- Key Areas to Watch in 2015
- Technology Layers:
- Infrastructure Layer
- Data Architecture Layer
- Applications Layer
- Security
- Investment by Industry
- Top 100 Cloud-Based Enterprise Software Startups Ranked by Total Funding, March, 2015
WCP Research identifies key software industry trends including solid growth over the last five years; BYOD growing as employees and managers and employees choose their own devices; and Big Data accelerating in 2013. Salesforce.com makes a big bet on marketing cloud, while Oracle announces surprising partnerships with Salesforce.com and Microsoft.
Processes Driving the Networked Economy: Process Portals, Process Vortex and ...Amit Sheth
Amit Sheth's keynote at SABPM '99: Software Architectures for Business Process Management, (Workshop at the CAiSE*99, Heidelberg, Germany, June 14-15, 2009.
http://www.informatik.uni-hamburg.de/cgi-bin/TGI/pnml/getpost?id=1999/04/1203
Related paper: http://knoesis.org/library/resource.php?id=00246
Processes in the Networked Economies: Portal, Vortex, and Dynamic Trading Pro...Amit Sheth
Amit Sheth, Keynote at the Software Architectures for Business Process Management (SABPM'99) Workshop at CAiSE *99, Heidelberg, June 1999.
Processes will be chief differentiating and the competitive force indoing business in the networked economy. They will be deeply integrated with the way of doing business, and that they will be
critical components of almost all types of systems supporting enterprise-level and business critical activities.
http://knoesis.org/amit
Two-Tier ERP: Enabling the Future-Ready Global Enterprise with Better Innovat...Cognizant
Organizations that embrace two-tier ERP strategies are better positioned
to both navigate volatile global business conditions and acquire or divest operations that generate operational efficiency and growth.
Enterprise Technology Buying Trends in 2010SalesQuest
When selling an enterprise technology solution, you must communicate how your solution is going to help the customer solve a problem or an opportunity. These technology trends were identified using current business drivers within the company and what they’re saying they need to fix or expand in 2010. These are areas will not only be important next year, but over the course of the next few years, and they will have a profound impact on how businesses operate and where they spend their IT budgets.
Ovum Trends to Watch 2014: Enterprise Collaboration and The Workplace of the ...Richard Edwards
Ovum's outlook for enterprise collaboration in 2014.
This presentation was first delivered at an EE's Customer Forum, Emirates Stadium, London, on 5th November.
Mobile devices can boost productivity and competitive advantage, but your enterprise-IT organization must support new mobile strategies, while complying with government regulations and maintaining security. See how you can implement robust security features in your existing apps with SAP Mobile App Protection by Mocana.
Receiving a staggering 39% of all investments made in Q4, 2014, enterprise software is innovating, disrupting and shaking up the current incumbents like never before.
Viewing this change from a recruitment perspective, we've market mapped enterprise software into its key areas to show you where the most value and potential is.
In this QuickView:
- Key Areas to Watch in 2015
- Technology Layers:
- Infrastructure Layer
- Data Architecture Layer
- Applications Layer
- Security
- Investment by Industry
- Top 100 Cloud-Based Enterprise Software Startups Ranked by Total Funding, March, 2015
March 2, 2011 - Ongoing Training for Mentors, part of monthly Quality In Action webinar series hosted by the Mentoring Partnership of Minnesota.
Standard 5 of the Elements of Effective Practice for Mentoring™, Third Edition outlines benchmarks for providing quality monitoring and support for matches. One of those benchmarks is that programs provide "one or more opportunities per year for post-match mentor training." Join this webinar to learn and share ongoing training resources, ideas for training topics, and strategies for getting mentors to show up. Amy Cannata from the National Mentoring Center will talk about their new FREE resource, Talking it Through: Communication Skills for Mentors, an interactive website that uses video stories and other tools to enhance ongoing mentor training.
With a change in technology and market, there is a corresponding change in Enterprise Resource Planning (ERP). After a careful observation of ERP and software industry, this article covers all the latest trends, stats, and facts revolving around ERP in 2017, so let’s begin.
Take a quick look at the trends that will transform and rule Enterprise Resource Planning Software all through 2023 and may be beyond.
Table of content:
- What is ERP?
- How & Why is it evolving?
- ERP Trends for 2023
- ERP Stats and Growth
- Projections in 2023
- Conclusion
Read the presentation to get deeper insights.
Serving the long tail white-paper (how to rationalize IT yet produce more apps)Newton Day Uploads
Businesses benefit from having fewer technology tools in their 'enterprise stack'. Yet CIOs still need to encourage innovation and employ software tools as an enabler for growth and cost reduction. This white paper focuses on the role of Situational Applications platforms to reduce the number of technology platforms whilst increasing opportunities to serve the long-tail of applications demands from individuals and communities of users whose needs are unfulfilled by core enterprise platforms.
The arrival of Industry 4.0, the fourth industrial revolution, triggered radical change within manufacturing, bringing IoT, AI and machine learning to the table. For manufacturers, there are several ways how ERP and IoT can work together.
Cách kiếm tiền trên YouTube
YouTube hiện có hơn 1 tỷ người sử dụng. Mỗi ngày có hàng trăm triệu giờ xem videos và hàng tỷ lượt xem. YouTube là một website chia sẻ video hàng đầu hiện nay. YouTube rất dễ sử dụng và có nhiều cách kiếm tiền trên YouTube.
YouTube là website dễ dàng nhất để bạn bắt đầu kiếm tiền online. Bạn đang sở hữu websie riêng và muốn có lượt truy cập lớn. Bạn muốn không cần phải lo lắng mỗi khi Google cập nhật website của bạn sẽ tụt hạng. Bạn hãy dùng YouTube là nguồn lấy truy cập cho website của bạn.
http://www.vietnoiviet.com/content/cach-kiem-tien-tren-youtube
In this presentation, Danny Leibrandt explains the impact of AI on SEO and what Google has been doing about it. Learn how to take your SEO game to the next level and win over Google with his new strategy anyone can use. Get actionable steps to rank your name, your business, and your clients on Google - the right way.
Key Takeaways:
1. Real content is king
2. Find ways to show EEAT
3. Repurpose across all platforms
The What, Why & How of 3D and AR in Digital CommercePushON Ltd
Vladimir Mulhem has over 20 years of experience in commercialising cutting edge creative technology across construction, marketing and retail.
Previously the founder and Tech and Innovation Director of Creative Content Works working with the likes of Next, John Lewis and JD Sport, he now helps retailers, brands and agencies solve challenges of applying the emerging technologies 3D, AR, VR and Gen AI to real-world problems.
In this webinar, Vladimir will be covering the following topics:
Applications of 3D and AR in Digital Commerce,
Benefits of 3D and AR,
Tools to create, manage and publish 3D and AR in Digital Commerce.
A.I. (artificial intelligence) platforms are popping up all the time, and many of them can and should be used to help grow your brand, increase your sales and decrease your marketing costs.In this presentation:We will review some of the best AI platforms that are available for you to use.We will interact with some of the platforms in real-time, so attendees can see how they work.We will also look at some current brands that are using AI to help them create marketing messages, saving them time and money in the process. Lastly, we will discuss the pros and cons of using AI in marketing & branding and have a lively conversation that includes comments from the audience.
Key Takeaways:
Attendees will learn about LLM platforms, like ChatGPT, and how they work, with preset examples and real time interactions with the platform. Attendees will learn about other AI platforms that are creating graphic design elements at the push of a button...pre-set examples and real-time interactions.Attendees will discuss the pros & cons of AI in marketing + branding and share their perspectives with one another. Attendees will learn about the cost savings and the time savings associated with using AI, should they choose to.
Most small businesses struggle to see marketing results. In this session, we will eliminate any confusion about what to do next, solving your marketing problems so your business can thrive. You’ll learn how to create a foundational marketing OS (operating system) based on neuroscience and backed by real-world results. You’ll be taught how to develop deep customer connections, and how to have your CRM dynamically segment and sell at any stage in the customer’s journey. By the end of the session, you’ll remove confusion and chaos and replace it with clarity and confidence for long-term marketing success.
Key Takeaways:
• Uncover the power of a foundational marketing system that dynamically communicates with prospects and customers on autopilot.
• Harness neuroscience and Tribal Alignment to transform your communication strategies, turning potential clients into fans and those fans into loyal customers.
• Discover the art of automated segmentation, pinpointing your most lucrative customers and identifying the optimal moments for successful conversions.
• Streamline your business with a content production plan that eliminates guesswork, wasted time, and money.
When most people in the industry talk about online or digital reputation management, what they're really saying is Google search and PPC. And it's usually reactive, left dealing with the aftermath of negative information published somewhere online. That's outdated. It leaves executives, organizations and other high-profile individuals at a high risk of a digital reputation attack that spans channels and tactics. But the tools needed to safeguard against an attack are more cybersecurity-oriented than most marketing and communications professionals can manage. Business leaders Leaders grasp the importance; 83% of executives place reputation in their top five areas of risk, yet only 23% are confident in their ability to address it. To succeed in 2024 and beyond, you need to turn online reputation on its axis and think like an attacker.
Key Takeaways:
- New framework for examining and safeguarding an online reputation
- Tools and techniques to keep you a step ahead
- Practical examples that demonstrate when to act, how to act and how to recover
Mastering Local SEO for Service Businesses in the AI Era is tailored specifically for local service providers like plumbers, dentists, and others seeking to dominate their local search landscape. This session delves into leveraging AI advancements to enhance your online visibility and search rankings through the Content Factory model, designed for creating high-impact, SEO-driven content. Discover the Dollar-a-Day advertising strategy, a cost-effective approach to boost your local SEO efforts and attract more customers with minimal investment. Gain practical insights on optimizing your online presence to meet the specific needs of local service seekers, ensuring your business not only appears but stands out in local searches. This concise, action-oriented workshop is your roadmap to navigating the complexities of digital marketing in the AI age, driving more leads, conversions, and ultimately, success for your local service business.
Key Takeaways:
Embrace AI for Local SEO: Learn to harness the power of AI technologies to optimize your website and content for local search. Understand the pivotal role AI plays in analyzing search trends and consumer behavior, enabling you to tailor your SEO strategies to meet the specific demands of your target local audience. Leverage the Content Factory Model: Discover the step-by-step process of creating SEO-optimized content at scale. This approach ensures a steady stream of high-quality content that engages local customers and boosts your search rankings. Get an action guide on implementing this model, complete with templates and scheduling strategies to maintain a consistent online presence. Maximize ROI with Dollar-a-Day Advertising: Dive into the cost-effective Dollar-a-Day advertising strategy that amplifies your visibility in local searches without breaking the bank. Learn how to strategically allocate your budget across platforms to target potential local customers effectively. The session includes an action guide on setting up, monitoring, and optimizing your ad campaigns to ensure maximum impact with minimal investment.
Most small businesses struggle to see marketing results. In this session, we will eliminate any confusion about what to do next, solving your marketing problems so your business can thrive. You’ll learn how to create a foundational marketing OS (operating system) based on neuroscience and backed by real-world results. You’ll be taught how to develop deep customer connections, and how to have your CRM dynamically segment and sell at any stage in the customer’s journey. By the end of the session, you’ll remove confusion and chaos and replace it with clarity and confidence for long-term marketing success.
Key Takeaways:
• Uncover the power of a foundational marketing system that dynamically communicates with prospects and customers on autopilot.
• Harness neuroscience and Tribal Alignment to transform your communication strategies, turning potential clients into fans and those fans into loyal customers.
• Discover the art of automated segmentation, pinpointing your most lucrative customers and identifying the optimal moments for successful conversions.
• Streamline your business with a content production plan that eliminates guesswork, wasted time, and money.
10 Video Ideas Any Business Can Make RIGHT NOW!
You'll never draw a blank again on what kind of video to make for your business. Go beyond the basic categories and truly reimagine a brand new advanced way to brainstorm video content creation. During this masterclass you'll be challenged to think creatively and outside of the box and view your videos through lenses you may have never thought of previously. It's guaranteed that you'll leave with more than 10 video ideas, but I like to under-promise and over-deliver. Don't miss this session.
Key Takeaways:
How to use the Video Matrix
How to use additional "Lenses"
Where to source original video ideas
It's another new era of digital and marketers are faced with making big bets on their digital strategy. If you are looking at modernizing your tech stack to support your digital evolution, there are a few can't miss (often overlooked) areas that should be part of every conversation. We'll cover setting your vision, avoiding siloes, adding a democratized approach to data strategy, localization, creating critical governance requirements and more. Attendees will walk away with actions they can take into initiatives they are running today and consider for the future.
Videos are more engaging, more memorable, and more popular than any other type of content out there. That’s why it’s estimated that 82% of consumer traffic will come from videos by 2025.
And with videos evolving from landscape to portrait and experts promoting shorter clips, one thing remains constant – our brains LOVE videos.
So is there science behind what makes people absolutely irresistible on camera?
The answer: definitely yes.
In this jam-packed session with Stephanie Garcia, you’ll get your hands on a steal-worthy guide that uncovers the art and science to being irresistible on camera. From body language to words that convert, she’ll show you how to captivate on command so that viewers are excited and ready to take action.
In this presentation, Danny Leibrandt explains the impact of AI on SEO and what Google has been doing about it. Learn how to take your SEO game to the next level and win over Google with his new strategy anyone can use. Get actionable steps to rank your name, your business, and your clients on Google - the right way.
Key Takeaways:
1. Real content is king
2. Find ways to show EEAT
3. Repurpose across all platforms
Mastering Multi-Touchpoint Content Strategy: Navigate Fragmented User JourneysSearch Engine Journal
Digital platforms are constantly multiplying, and with that, user engagement is becoming more intricate and fragmented.
So how do you effectively navigate distributing and tailoring your content across these various touchpoints?
Watch this webinar as we dive into the evolving landscape of content strategy tailored for today's fragmented user journeys. Understanding how to deliver your content to your users is more crucial than ever, and we’ll provide actionable tips for navigating these intricate challenges.
You’ll learn:
- How today’s users engage with content across various channels and devices.
- The latest methodologies for identifying and addressing content gaps to keep your content strategy proactive and relevant.
- What digital shelf space is and how your content strategy needs to pivot.
With Wayne Cichanski, we’ll explore innovative strategies to map out and meet the diverse needs of your audience, ensuring every piece of content resonates and connects, regardless of where or how it is consumed.
For too many years marketing and sales have operated in silos...while in some forward thinking companies, the two organizations work together to drive new opportunity development and revenue. This session will explore the lessons learned in that beautiful dance that can occur when marketing and sales work together...to drive new opportunity development, account expansion and customer satisfaction.
No, this is not a conversation about MQLs and SQLs. Instead we will focus on a framework that allows the two organizations to drive company success together.
AI-Powered Personalization: Principles, Use Cases, and Its Impact on CROVWO
In today’s era of AI, personalization is more than just a trend—it’s a fundamental strategy that unlocks numerous opportunities.
When done effectively, personalization builds trust, loyalty, and satisfaction among your users—key factors for business success. However, relying solely on AI capabilities isn’t enough. You need to anchor your approach in solid principles, understand your users’ context, and master the art of persuasion.
Join us as Sarjak Patel and Naitry Saggu from 3rd Eye Consulting unveil a transformative framework. This approach seamlessly integrates your unique context, consumer insights, and conversion goals, paving the way for unparalleled success in personalization.
AI-Powered Personalization: Principles, Use Cases, and Its Impact on CRO
ERP overview
1. 1
ERP Overview1
Information in large organizations is often spread across numerous homegrown computer
systems, housed in different functions or organizational units. While each of these
“information islands” can ably support a specific business activity, enterprise-wide
performance is hampered by the lack of integrated information. Further, the maintenance
of these systems can result in substantial costs. For example, many of the older programs
cannot properly handle dates beyond the year 2000, and they must be fixed at a steep
costor replaced. 2
While the Y2K bug has been fixed over time (at an estimated cost of $600 billion
worldwide), the lack of integration is a pervasive problem. Consider, for example,
Boeing, which relies on hundreds of internal and external suppliers for the millions of
components needed to build an airplane. The goal of putting the right parts in the right
airplane in the right sequence at the right time was managed at Boeing by four hundred
systems that were designed in the sixties and were all but integrated. Information
inconsistencies were prevalent and the systems were not synchronized. As a result, parts
often arrived late, idling partially-built airplanes on Boeing’s assembly lines. In 1997, as
Boeing faced unprecedented demand for its aircraft, these problems became unbearable,
and the company’s manufacturing ground to a halt. Boeing was forced to shut down two
of its major assembly lines and take a $1.6 billion charge against earnings. Boeing has
since replaced these systems by an integrated Enterprise Resource Planning (ERP) system
based on commercial, off-the-shelf software.
With the advent of E-Business and the need to leverage multiple sources of
information within the enterprise, ERP software has emerged as a major area of interest
for many businesses. Back-office enterprise software has its roots in the 1960s and
1970s, as computing power became affordable enough for companies to automate
materials planning through MRP and financial processing through payroll and general
ledger software. MRP, short for Material Requirements Planning, was developed in the
1
January 2000. By Haim Mendelson, Graduate School of Business, Stanford University, Stanford, CA
94305-5015, email haim@stanford.edu. Research assistance by Korhan Gurkan and Anne Korin is
gratefully acknowledged.
2. 2
early 1960s at IBM and had become the principal production control paradigm in the U.S.
MRP consists of a set of procedures that convert forecasted demand for a manufactured
product into a requirements schedule for the components, subassemblies and raw
materials comprising that product.
MRP is limited to controlling the flow of components and materials, and does not
lend itself to more complete production control and coordination. The next generation of
manufacturing software, known as MRP II, was developed to address this shortcoming
and to further integrate business activities into a common framework. MRP II divides the
production control problem into a hierarchy based on time scale and product aggregation.
It coordinates the manufacturing process, allowing a variety of tasks such as capacity
planning, demand management, production scheduling and distribution to be linked
together.
However, even MRP II is primarily a specialized tool designed to serve the needs
of the manufacturing function within a company. Its data and processes are not integrated
with those in the rest of the enterprise, such as marketing, finance and human resources.
ERP entered the scene to facilitate information sharing and integration across these
different functions and to operate the enterprise more efficiently and effectively, using a
unified data store and consistent processes.
I. What is ERP?
ERP is a software architecture that facilitates the flow of information among the different
functions within an enterprise. Similarly, ERP facilitates information sharing across
organizational units and geographical locations.3
It enables decision-makers to have an
enterprise-wide view of the information they need in a timely, reliable and consistent
fashion.
ERP provides the backbone for an enterprise-wide information system. At the
core of this enterprise software is a central4
database which draws data from and feeds
data into modular applications that operate on a common computing platform, thus
2
This problem is known as the “Y2K bug.”
3
In recent years, ERP system started supporting inter-organizational linkages as well.
3. 3
standardizing business processes and data definitions into a unified environment. With
an ERP system, data needs to be entered only once. The system provides consistency and
visibilityor transparencyacross the entire enterprise. A primary benefit of ERP is
easier access to reliable, integrated information. A related benefit is the elimination of
redundant data and the rationalization of processes, which result in substantial cost
savings.
The integration among business functions facilitates communication and
information sharing, leading to dramatic gains in productivity and speed. Cisco Systems,
for example, harnessed ERP to help it become the market leader in the global networking
industry. Cisco’s ERP system was the backbone that enabled its new business
modelGlobal Networked Businessbased on the use of electronic communications to
build interactive, knowledge-based relationships with its customers, business partners,
suppliers and employees. In the process, Cisco doubled in size each year and reaped
hundreds of millions of dollars in both cost savings and revenue enhancements.
Autodesk, a computer-aided design software company, reported a decrease in its order
fulfillment times from two weeks to 24 hours after installing an ERP system. Similar
examples abound in today’s business environment.5
Based on the promise of tightly-integrated corporate functions, globally optimized
decisions and fast and easy access to accurate information, enterprise software has
become an essential part of the operations of large businesses in many industries. By
1998, over 20,000 firms around the world spent $17 billion on enterprise software,
following annual growth rates that ranged from 30% to 50%.6
In addition to direct
spending on the software itself, companies often spend a multiple of licensing costs on
services related to implementation and maintenance. Companies are beginning use
enterprise software to automate front-office activities such as sales and marketing, call
center operations, product configuration, lead-tracking and customer relationship
management.
4
The database may be physically centralized, as in earlier mainframe-based system, or it may be
distributed, as is typically the case today.
5
As discussed below, not all ERP implementations are as successful.
6
Source: AMR Research, ERP Software Report. As discussed below, the ERP market experienced a
substantial slowdown in 1999.
4. 4
II. Growth of the Enterprise Software Industry
A number of trends drove the growth of the enterprise software market. First, as
discussed above, an integrated information architecture improves business performance.
Once a major company in an industry adopts enterprise software, competitors may be
compelled to follow suit to stay competitive. Second, there has been a major shift
towards the use of packaged applications. This is partly related to the “Y2K bug” and the
European Union’s conversion to a single currency, which induced companies to replace
their legacy systems with packaged softwareeffectively “outsourcing” the solution to
the ERP vendor. Third, many companies were abandoning legacy software due to the
demands of electronic commerce and front office applications on the front end and
linking to suppliers and business partners at the back end. Similarly, the emergence of
ERP-based “vertical applications” that address the enterprise software needs of a specific
industry have caused many companies to purchase ERP packages. Finally, rapid
advances in computer and software technologies combined with the explosive growth of
the Internet have led many companies to rethink their business practices, to put a greater
Figure 1: ERP Software Market Revenues, 1993 - 1999
0
5
10
15
20
25
1993 1994 1995 1996 1997 1998 1999E
$B
5. 5
emphasis on their use of IT, and to invest in a more robust enterprise architecture.7
Competition in the enterprise software business is fierce, with hundreds of
software producers fighting for market share. The market has both companies that offer
an integrated suite of applications and those that address specific business process. The
first group consists of five companies known in industry parlance as JBOPS J.D.
Edwards, Baan, Oracle, PeopleSoft, and SAP AG. These companies attempted to create
“end-to-end” solutions for the entire enterprise, hoping that corporate customers will
purchase almost all of their critical enterprise applications from a single vendor. The
reasoning behind this strategy is twofold. First, it is increasingly important for enterprise
applications to communicate and interact with each other seamlessly. For example, a
company can commit to a more reliable delivery time if its sales order entry and
manufacturing software packages are integrated; if the same vendor produces all of the
software, applications can integrate more tightly. Second, customers may prefer to rely
on one major vendor for most of their software needs, because having a single vendor
simplifies contracting and relationship management and creates a single point of
accountability for all software problems.
On the other hand, scores of companies that make innovative products compete to
provide software solutions for customer relationship management, supply chain
management, electronic commerce and purchasing. These companies offer software that
can be “bolted on” to the existing ERP backbone and, together, provide a flexible “best-
of-breed” portfolio of solutions in different areas. Players in the area of customer
relationship management include Siebel Systems, Clarify, Remedy, Epiphany,
Broadvision and Trilogy. These firms produce software to help with customer support,
product configuration, one-to-one marketing and sales-force automation. Leaders in e-
commerce software are too numerous to list (and the list changes on a daily basis), but
some examples are GE Information Systems, Sterling Communications, Ariba
Technologies and Commerce One. Supply chain management software helps companies
optimize their production processes and logistics across the entire supply chain; i2
Technologies and Manugistics are leaders in this area. The size of the packaged
7
Additional recent trends are discussed in the last section of this Note.
6. 6
application market by category, and market forecasts for the years 2000 and 2003, are
shown in Figure 2.8
Figure 2: ERP and ERP-Related Packaged Application Market, 1998-2003
0
1
2
3
4
5
6
Finance/Accounting
H
um
an
R
esources
M
anufacturing/LogisticsSupply
C
hain
M
anagem
ent
C
ustom
erM
anagem
ent
Industry-Specific
e-com
m
erce
$B
1998
2000E
2003E
The “end-to-end” and “best-of-breed” approaches are not mutually exclusive.
Some of the larger ERP companies are acquiring smaller players to fill the gaps in their
“end-to-end” solutions, whereas others focus on developing interfaces at the front and
back end of their ERP offerings.
III. ERP Software Vendors
Throughout the nineties, SAP has been the ERP market leader with the four other JBOPS
vendors rounding out the top five. Figure 3 shows total revenues of the top five ERP
firms.9
These companies are briefly described below.
8
Source: Forrester Research reports.
9
Source: Company annual reports and author’s analysis.
7. 7
SAP AG: The leading ERP package vendor, with a 32% market share in 1999, is SAP
AG (SAP stands for “Systeme, Anwendungen, und Prudukte in Datenverarbeltung” or
Systems, Applications and Products in Data Processing). SAP AG was founded in
Germany in 1972 by five engineers who wanted to produce integrated business
application software for the manufacturing enterprise. Seven years later, the company
launched its first enterprise software, R/2, which was designed around a centralized,
mainframe-based database. SAP’s client/software product, R/3, was introduced in 1992
and quickly came to dominate the ERP software market.10
In 1999, SAP AG was the
third-largest independent software vendor in the world, serving over 11,000 customers
(with more than 20,000 installations) in over 100 countries.
Leveraging its leading position in the ERP market, SAP developed vertical,
industry-specific business solutions for 19 industries. These industry “solution maps”
provide functionality from SAP and its partners for complete, end-to-end industry-
10
The structure of SAP R/3 is discussed in the next Section.
Figure 3: Sales of Major ERP Vendors
0
2
4
6
8
10
12
14
1991 1992 1993 1994 1995 1996 1997 1998 1999E
($B)
Baan
JD Edwards
PeopleSoft
Oracle
SAP
8. 8
specific processes.11
SAP followed the lead of focused niche players, and in 1999 it
extended its ERP offering to include customer relationship management, data
warehousing and supply chain management modules. SAP recast its entire set of
offerings around the Internet, borrowing the “business portal” concept (called
mySAP.com Workplace in SAP parlance) to organize all information around the user’s
role in the enterprise, and adding functionality for business-to-business and business-to-
consumer electronic commerce. SAP started the mySAP.com Marketplace, an electronic
inter-company trading community for buying, selling and collaborating within and across
industries. SAP’s new Internet-centric approach is shown in Figure 4.
Figure 4: The SAP Business Portal: mySAP.com (source: SAP,
12/99).
Oracle: The heavyweight of the database software market, Silicon-Valley-based Oracle is
the world’s second largest software company. It has built a solid enterprise applications
11
Examples are SAP Automotive, SAP High-Tech, SAP Aerospace and Defense, SAP Banking, SAP
Insurance, SAP Utilities etc.
company boundary
Web browser access
Workplace
industry-specific
role-based
personalized
drag & relate
Workplace
industry-specific
role-based
personalized
drag & relate
Market-
place
Market-
place
single
sign-
on
3.1H
R/3 4.6
FIFI LOLO
HRHR
CRMCRM
KMKM
B2BB2B
SEMSEM
APOAPO
BWBW
CFMCFM
mySAP.com components
open
Internet
standards
R/2R/2
non mySAP.com3rd
party
3rd
party
legacylegacy
PartnerPartner
SAPSAP
inside
outside
mySAP.com Internet services
other Internet services
Cock-
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Cock-
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9. 9
business, which accounted for $2.5 billion of the firm’s $9.3 billion 1999 revenues.
Second to SAP in the enterprise software market, Oracle applications serve over 5,000
customers in 140 countries. Oracle has been a leader in refocusing its ERP solutions
around the Internet, and it launched a barrage of electronic-commerce and Internet-based
business-to-business software applications while the other JBOPS companies were slow
to react to the changing marketplace. Further, Oracle was the first JBOPS company to
integrate front-office applications with its ERP offering.
PeopleSoft: Started as a software firm for human resource management in 1987,
Pleasanton-based PeopleSoft gradually expanded its software to cater to other corporate
functions. The company’s revenues grew to $1.3 billion in 1998up forty-fold from $32
million in 1992 (sales are expected to remain flat in 1999). PeopleSoft’s ERP system
provides enterprise solutions for finance, materials management, distribution, supply
chain planning, manufacturing and human resources. In 1996, PeopleSoft acquired Red
Pepper, a producer of supply chain management software, and in 1999 it acquired
Vantive for its customer relationship management offering.
J.D. Edwards: Founded in 1977 by three partners from an accounting firm, Denver-
based J.D. Edwards addresses business processes in finance, manufacturing,
distribution/logistics and human resources, and encompasses the entire supply chain from
planning and scheduling through execution. Growing from $120 million in revenues in
1992 to $944 million in 1999, the software maker has served over 5,000 customers in
over 100 countries. Its OneWorld system is considered to be more flexible than its
competitors’, and the company made headway in smaller enterprises. And, rather than
build its own customer relationship management system, J.D. Edwards developed tight
integration with Siebel’s leading offering.
Baan: The Baan Company was founded in The Netherlands in 1978 making financial
software. Baan’s products have been simpler to use than SAP’s, leading to the
company’s growth in the early nineties. Today, the company operates in 80 countries,
10. 10
serving more than 2,800 customers. Baan’s net revenues have increased from $47 million
in 1992 to $736 million in 1998. The Baan Series is its primary enterprise system, which
incorporates a variety of functionalities from sale order management and manufacturing
to supply chain management. Since October of 1998, Baan suffered a series of setbacks
including management turmoil, accounting irregularities, multiple-quarter losses and
CEO turnover.12
Choosing the right ERP package is not easy. The selection process starts with an
identification of system scope, business objectives and business processes. Some ERP
packages provide better solutions in certain functional areas. For example, SAP began as
manufacturing software and still excels along that dimension. Moreover, different ERP
vendors have experience in different industries, and offer solutions that are geared to
those industries. Figure 5 summarizes the recommendations of Benchmarking Partners’
consultants on industries that are well-served by the different ERP packages.
Figure 5: ERP packages and the industries they serve
Aerospace/
Defense
Automotive
Consumer
PackagedGoods
Electronics
Industrial/
Manufacturing
Oil/Gas
Pharmaceuticals
Baan Series • • • •
J.D. Edwards One World • • • • • •
Oracle Applications • • • • • • •
PeopleSoft • • •
SAP R/3 • • • • • • •
% ERP Penetration 10-15 5-10 35+ 40+ 35 30 20
A major consideration in choosing a package involves the management style of
the firm. Even the most flexible ERP packages are based on a model of doing business
that may not align with the firm’s desired business model. For example, Dell Computer
12
Baan had four different CEOs over the two years from 1998 through 2000.
11. 11
found that the SAP R/3 system it had licensed would not fit its highly decentralized
management style. Time-to-implementation is another issue that might be critical,
especially in light of the impeding Y2K date change. Technical issues ranging from the
hardware platform that the ERP package will run on to the set of currencies and tax rules
supported by the package need to be considered carefully, and the stability and future
viability of the ERP vendor are becoming important considerations as well.
The implementation of ERP packages is a major effort. Licensing the package is
only the beginningERP implementation costs include consulting, process redesign, data
conversion, training, integration and testing. A Gemini Consulting survey of 220
companies in a wide range of industries found that the average SAP R/3 implementation
effort consumed 141 person-months and cost $7.5 million. While most companies
surveyed were pleased with the outcome, many ERP implementations are problematic,
characterized by cancelled or scaled-back projects, late deliveries, budgets overruns and
hampered processes. Hershey Foods, the US largest candymaker, went live in July 1999
with a companywide $112 ERP system13
that left many retailers empty-shelved. Hershey
incurred significant losses when its order fulfillment problems could not be fixed in time
for Halloween, then Christmas. Whirlpool switched to a new SAP platform over the
1999 Labor Day holiday; the combination of large order volumes and a software problem
resulted in the loss of about 10% of orders entered to the system.
It can get worse. FoxMeyer Drug, once the fourth largest distributor of
pharmaceuticals in the US, went out of business following its implementation of SAP.
FoxMeyer bet its future on a massive SAP implementation projected to save $40 million
a year. After two-and-a-half years and more than $100 million in costs, FoxMeyer could
process less than 1/40 of its orders—with multiple problems. In August 1996, FoxMeyer,
once a $5 billion company, went bankrupt. FoxMeyer’s bankruptcy trustee sued SAP AG
and Andersen Consulting, the systems integrator in charge of the effort, for half a billion
dollars each (both deny any misconduct).
13
The system included SAP R/3, Siebel and Manugistics software, which went live simultaneously
throughout the company.
12. 12
IV. The Leading ERP Package: SAP R/3
SAP R/3 is a general-purpose platform with options that enable it to be configured for the
specific needs of each customer without changing the R/3 code. This does not mean that
SAP R/3 is a plug-and-play solution. In order to implement SAP R/3, the system must be
configured to specifically meet the organization’s process requirements. This is a
complex and lengthy process, which can take years to implement. The organization, the
business process and all transaction details must be explicitly modeled and entered as
settings in about 8,000 configuration tables.14
The user defines precisely her
organizational units, processes, transactions, the different SAP R/3 screens, reports etc.
SAP R/3 consists of modules (discussed in detail below) that may be used
separately or bundled together. This enterprise system has an open architecture that
allows third-party solutions providing other functionality’s to be “bolted on” to the SAP
backbone. All the modules work in an integrated fashion, so different parts of the
enterprise use the same data at the same time. The software can also link business
processes between companies worldwide, for example between a supplier and a customer
in different countries.
IV.1 Example: Integrated Order Process
Figure 6: SAP R/3 Order Process Stages
14
The tables have standard default settings, but companies typically need to change them, and each change
has a ripple effect on other values and tables.
13. 13
The SAP R/3 database integrates all data items, so entire processes use the same data,
seamlessly passed from step to step. Consider, for example, how the order fulfillment
process is managed by SAP R/3. As seen in Figure 6, when a customer inquires about a
potential purchase (1), SAP R/3 creates a quote (2) including price and delivery date. The
quote takes into account what the system already knows about the customer (3), about the
item and about inventory and materials availability (4), which are in the SAP R/3
database. As a result, the prices, delivery times and delivery terms are based on up-to-
date information and may be specific to a customer or an order. If the customer accepts
the quote, SAP records a sales order (5), including pricing and delivery terms. The order
then goes into production, triggering the entire order fulfillment process. SAP
automatically sends the relevant data where it needs to go,15
so delivery can be
automatically scheduled (6). The customer’s credit limit can be automatically checked by
the system, and the collection process can be managed through the system as well (7).
IV.2 SAP R/3 Modules16
SAP R/3 is composed of a number of modules that are fully coordinated and integrated.
The modules are:
SD - Sales and Distribution module supports sales and distribution processes, with
functions for pricing, order processing and on-time delivery. It has a direct interface to
the Materials Management (MM) and Production Planning (PP) modules described
below. This enables an integrated process that involves checking customer credit,
ensuring materials and production capacity are available to satisfy an order at the time it
is placed, executing the order, and automating the billing process. This module also
facilitates an analysis of sales and delivery performance using standard metrics that are
defined within SAP R/3.
15
That is, to the SD module. See SAP R/3 module description below.
16
Readers not interested in SAP R/3 details may want to skip this Section.
14. 14
MM - Materials Management module is designed to support the procurement process and
to optimize the logistics pipeline within the enterprise. It enables automated supplier
evaluation and can lower procurement and warehousing costs with accurate inventory and
warehouse management, and integrates invoice verification. The module is designed to
support foreign trade processing, such as customs declarations, as well. Tools for
inventory control and purchasing information help to identify trends and developments.
PP - Production Planning module supports production planning, manufacturing processe
execution, analysis and production control. This application covers the production
process from the creation of master data to production planning, MRP, and capacity
planning, right down to production control and costing. It supports a variety of
manufacturing processes including repetitive, make-to-order and assemble-to-order
production. Quality management, laboratory information systems and data analysis
functions are also available.
FI - Financial Accounting module collects all the data relevant to financial accounting,
from transactions to accounts, into an integrated General Ledger. It provides
comprehensive, consolidated financial reports and ties together the different pieces of
financial data, Accounts Payable, Accounts Receivable and Asset Management. It also
provides an up-to-the-minute basis for enterprise-wide control and planning, giving a
“snapshot” of the enterprise. The FI module supports international accounting standards
such as GAAP and IAS.
CO - Controlling module includes a variety of planning and control tools for enterprise
control systems, following a uniform system of reporting. It provides comprehensive
reports to support most common cost-accounting problems, as well as the capability to
put together additional reports.
TR - Treasury module is a comprehensive solution for financial/treasury management.
15. 15
EC - Enterprise Controlling module continuously monitors metrics and performance
indicators on the basis of specially prepared management information.
IM - Investment Management provides integrated management of investment projects.
Projects are tracked from planning through execution to settlement, including pre-
investment analysis and depreciation simulation.
PM - Plant Maintenance and Service Management module handles planning, control, and
processing of scheduled maintenance, inspection, special maintenance, and service
management.
QM - Quality Management module monitors, manages and tracks all processes relevant
to quality assurance along the entire supply chain, coordinates inspection processing and
initiates corrective measures.
PS - Project System module coordinates and controls all phases of a project, in direct
cooperation with Purchasing and Controlling, from quotation to design and approval, to
resource management and cost settlement.
The order process described above requires coordination between different
modules of SAP materials management (MM), production planning (PP) and financial
accounting (FI), which are fully integrated and use the same data throughout the process.
IV.3 Linking SAP R/3 to Other Applications: BAPIs
SAP does not solve everything. For example, the firm’s forecasting or customer
relationship management processes may not be modeled within SAP. Where SAP does
not provide a solution, it is possible to “bolt-on” another application to attain the required
functionality.
SAP has an open, component-based architecture that enables integration with
other applications. This architecture consists of two key elements:
1. SAP Business Objects are essentially “black boxes” that contain SAP R/3 data
16. 16
and business processes, while suppressing the details of their data structure or
specific implementation details, and
2. BAPIs (Business Application Programming Interfaces) define how the application
links to SAP R/3. The result is a standard method of communication between SAP
R/3 and other applications.
Business Objects are the business-application versions of real-world entities, such
as a sales order or an employee. The core of the business object is the actual data (for
instance, an employee’s name and id number.) The interface is a set of clearly defined
methods, each specifying what operations can be performed on this data (including the
possibility of altering it).
A BAPI is a method of an SAP business object, which enables external access to
SAP R/3 data and processes. Figure 7 illustrates how business objects and BAPIs
function. For instance, if an application performs demand forecasting by exponential
smoothing, the application can examine quantity demanded in the past, product by
product, even if products have different data items.
Figure 7: Interfacing to SAP R/3
Figure 5 Interfacing to SAP R/3
17. 17
V. From ERP to E-Business
In the last decade, ERP software has exploded into the global business landscape. To
remain competitive, companies must leverage their information assets across the entire
enterprise, and ERP packages promise to provide the required enterprise-wide backbone.
The unified framework provided by ERP packages and the business processes they
support are the result of a balancing act between standardization and discipline on the one
hand, and flexibility and agility on the other. This balance is being tipped by the
increasing emphasis on front-end, customer-focussed applications, and by the growing
importance of electronic commerce and inter-enterprise business networks. As a result,
the traditional inward focus of the large, traditional ERP players had to change. Oracle’s
chief executive, Larry Ellison, put it bluntly as follows:
We blew it in the 1990s. By running applications on the client, client/server
was meant to put information at your fingertips. But all we did was to create
distributed complexity and fragmented data. CEOs have come to hate IT,
because they can’t get what they want from it. Burger King put an SQL
Server database in every hamburger store, but they still couldn’t answer the
question, “how many Whoppers are we selling each day?” ERP as an
industry missed the boat. It focused on automating processes, not on getting
information to key decision-makers… So how do we do it now? We’ve
learned from the Internet that you don’t put shared applications on the client
and that you centralize complexity. You consolidate your data. The
unchanging appliance accesses the dynamic applications of the network.17
With the advent of E-Business, companies are using the Internet to make
connections with their suppliers, customers and trading partners. This shifts the emphasis
from the traditional internal focus of the ERP vendors to an external orientation,
increasing the importance of both Business-to-Business and front-office applications,
which have been traditionally “bolted on” to companies’ ERP backbones. The fortunes
of the leading ERP vendors changed along with the changing marketplace, and ERP
package sales significantly slowed down in 1999 (see Figure 3).18
Over the last quarter of
17
Ellison’s comments (The Economist, June 26, 1999) refer both to the leading ERP vendors and the
Client/Server Computing paradigm they follow.
18
In addition to the shift from ERP to E-Business, the slowdown was caused by the maturation of the ERP
market (by 1999, about half of the potential large-company ERP market had already been penetrated), as
well as by the Y2K problem, which caused IT managers to shy away from major new installations.
18. 18
1998 and for most of 1999, the stocks of traditional ERP vendors were in a tailspin, with
the exception of Oracle19
(see Figure 8). By January 2000, an investment in the ERP
companies in August 199820
would yield a gain of 44% for SAP and 678% for Oracle,
compared to losses of 20% for JD Edwards, 11% for PeopleSoft and 68% for Baan (the
S&P 500 Index gained 50% over the same period). The ERP package vendors promise to
broaden their offerings to fulfill the promise of E-Business, but only time will tell
whether they will manage to extend their architectures to satisfy the new demandsor
whether today’s ERP systems will become tomorrow’s legacy systems.
19
Recall that only a fraction of Oracle’s sales come from ERP and, further, Oracle correctly foresaw the
increased importance of the Internet, front-line applications and business-to-business connectionsand was
the first to act.
20
When SAP listed on the New York Stock Exchange.
Figure 8: Adjusted Stock Prices for ERP Vendors
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