The document discusses various options for developing enterprise resource planning (ERP) solutions, including building solutions using internal resources, adapting tailor-made ERP solutions, and developing custom ERP applications using external resources. It provides details on each option, such as execution phases, selection criteria, potential pitfalls, and critical success factors. Overall, the document serves as a guide for organizations to evaluate different approaches to implementing ERP systems.
The document discusses various options for building enterprise resource planning (ERP) solutions, including developing a custom solution internally or externally, or purchasing a commercial off-the-shelf package. It provides details on the steps involved in each option such as selecting software, conducting a gap analysis, customizing or parameterizing the software, training users, and post-implementation support. Key factors for success include top management support, clear requirements, strict schedules, and user involvement.
This document discusses key decisions in ERP system implementation including outsourcing ERP functions to application service providers, customizing systems, choosing a big bang or phased implementation approach, and selecting between a single or multiple software packages. It also covers the ERP implementation lifecycle and potential problems companies may face during project and post-go-live phases.
This document provides information about a project report submitted for a degree in computer science and engineering. The report focuses on creating awareness of enterprise resource planning (ERP) implementation and delegation of powers at Visakhapatnam Steel Plant in India. It discusses the introduction to VSP, ERP basics, necessary hardware, networking requirements, required software, and outlines a delegation of powers system to help employees understand their roles and responsibilities within the large ERP modules.
The document discusses iOrange Technology, an IT training company. It provides an overview of Oracle ERP solutions Oracle Applications 11i and R12. It describes iOrange Technology's workshops that include sessions on personality development, technical/functional knowledge improvement, and guidance on implementation projects through working with professionals on live projects.
The presentation is for anyone who want to understand what an ERP is? how to select an ERP Product? and how to implement ERP in an organization
This presentation is specially useful for senior management team members like CEO, CFO and Director Operations who make strategic decisions for the organization.
ERP Implementation Failure with example of Hershey and HPSamanway Bera
Enterprise resource planning or ERP implementation failure explanation with an example of Hershey and HP and general solution on the basis of that ERP implementation.
The document discusses drivers of ERP system performance success. It identifies that people, not just technology, drive ERP success. Key drivers include managing ERP as an investment, successful change management, measuring performance, empowering super users, and collaboration between IT and business teams. High performing organizations adopt best practices like executive oversight, continuous ROI measurement, and broad ERP training.
This document outlines an enterprise resource planning (ERP) project training plan for an organization. It discusses who will be trained, including employees, vendors, alumni and prospective students. It provides a timeline for financial and HR/payroll training and system implementation. It also describes the various training methods and materials that will be used, including end user training kits, web-based learning, documentation, and manuals. Responsibilities are defined for the ERP training team, functional team, departmental trainers, and academic business administrators. Classes will be designed based on roles and will incorporate different training techniques.
The document discusses various options for building enterprise resource planning (ERP) solutions, including developing a custom solution internally or externally, or purchasing a commercial off-the-shelf package. It provides details on the steps involved in each option such as selecting software, conducting a gap analysis, customizing or parameterizing the software, training users, and post-implementation support. Key factors for success include top management support, clear requirements, strict schedules, and user involvement.
This document discusses key decisions in ERP system implementation including outsourcing ERP functions to application service providers, customizing systems, choosing a big bang or phased implementation approach, and selecting between a single or multiple software packages. It also covers the ERP implementation lifecycle and potential problems companies may face during project and post-go-live phases.
This document provides information about a project report submitted for a degree in computer science and engineering. The report focuses on creating awareness of enterprise resource planning (ERP) implementation and delegation of powers at Visakhapatnam Steel Plant in India. It discusses the introduction to VSP, ERP basics, necessary hardware, networking requirements, required software, and outlines a delegation of powers system to help employees understand their roles and responsibilities within the large ERP modules.
The document discusses iOrange Technology, an IT training company. It provides an overview of Oracle ERP solutions Oracle Applications 11i and R12. It describes iOrange Technology's workshops that include sessions on personality development, technical/functional knowledge improvement, and guidance on implementation projects through working with professionals on live projects.
The presentation is for anyone who want to understand what an ERP is? how to select an ERP Product? and how to implement ERP in an organization
This presentation is specially useful for senior management team members like CEO, CFO and Director Operations who make strategic decisions for the organization.
ERP Implementation Failure with example of Hershey and HPSamanway Bera
Enterprise resource planning or ERP implementation failure explanation with an example of Hershey and HP and general solution on the basis of that ERP implementation.
The document discusses drivers of ERP system performance success. It identifies that people, not just technology, drive ERP success. Key drivers include managing ERP as an investment, successful change management, measuring performance, empowering super users, and collaboration between IT and business teams. High performing organizations adopt best practices like executive oversight, continuous ROI measurement, and broad ERP training.
This document outlines an enterprise resource planning (ERP) project training plan for an organization. It discusses who will be trained, including employees, vendors, alumni and prospective students. It provides a timeline for financial and HR/payroll training and system implementation. It also describes the various training methods and materials that will be used, including end user training kits, web-based learning, documentation, and manuals. Responsibilities are defined for the ERP training team, functional team, departmental trainers, and academic business administrators. Classes will be designed based on roles and will incorporate different training techniques.
This document discusses Enterprise Resource Planning (ERP) systems. It defines ERP as a way to integrate all data and processes of an organization into a single system using a unified database. The document outlines key components of ERP systems including integration of functions like finance, HR, supply chain etc. It describes advantages of ERP like improved productivity, data sharing and forecasting. Implementation challenges include significant changes required, long timelines and high costs.
A study on issues related to implementation of an Enterprise Resource Plannin...Rishi vyas
Dabur India Ltd implemented several ERP systems over time to integrate its fragmented systems and address data inconsistencies between departments. It first implemented the Baan ERP system in 1999 to automate manufacturing. This faced challenges with Dabur's sourcing practices. It then implemented the MFG/PRO system in 2001 to automate outward logistics, seeing benefits in sales and collections. In 2006, Dabur fully shifted to SAP ERP across all business units for centralized management. SAP improved Dabur's sales forecasting, supply chain management, and strategic decision making, helping it grow its leadership position in FMCG. Dabur's next challenge is linking SAP with its HR and payroll systems.
The document provides an overview of an Enterprise Resource Planning (ERP) implementation roadmap. It discusses SAP as the most popular ERP product and its modules. The implementation roadmap consists of 5 sequential phases: 1) project preparation, 2) business blueprints, 3) realization, 4) final preparation, and 5) go-live and support. Several large organizations in Pakistan that have implemented SAP ERP systems are also listed.
Enterprise resource planning (ERP) systems integrate core business functions like manufacturing, distribution, accounting, and human resources in a single system. ERP experienced rapid growth in the 1990s as companies replaced legacy systems. While ERP implementation at Cadbury improved efficiency, a failed implementation at Hershey cost the company $150 million due to order fulfillment issues. Lessons from failures show the importance of adequate testing and phased implementations.
The document provides an overview of SAP, the largest business software company in Europe. It discusses that SAP created one of the first Enterprise Resource Planning (ERP) systems, which integrated previously separate systems for finance, manufacturing, human resources, etc. into one software suite. The document outlines the history and components of SAP's ERP software, including SAP R/2, the first version, and SAP R/3, the popular client-server version. It describes how SAP ERP systems standardize business processes across modules and the challenges of customizing large ERP implementations.
The document provides an overview of enterprise resource planning (ERP) systems, including their purpose of integrating business transactions across functions, typical modules, benefits, and implementation process. ERP aims to address resource planning needs through a unified software solution that tightly integrates functions like finance, manufacturing, and distribution. The implementation process involves selecting a vendor, preparing the organization, installing the software, piloting the system, training users, and ongoing maintenance.
The document provides an overview of ERP (Enterprise Resource Planning) and SAP. It defines ERP as a system that integrates business functions like finance, manufacturing, supply chain, and human resources. SAP is an ERP software package that covers all enterprise business functions in an integrated manner. The document also discusses some key SAP modules like Sales and Distribution, Materials Management, Production Planning, Project Systems, CRM and SAP HR. It provides a brief introduction to various SAP concepts like client, three-tier architecture and ASAP methodology.
ERP Project: Implementation Failure in HPGunjan Kalita
Hewlett Packard implemented an ERP system in 2004 to consolidate multiple legacy systems, but the project failed due to technical and process issues. This led to delayed orders, lost revenue of $160 million, and loss of market share. HP learned that ERP implementations require careful planning, testing, change management, and contingency plans. In 2005, HP successfully implemented a new ERP system from SAP after addressing the lessons from the prior failure. The new system integrated business processes and helped HP better manage its global supply chain.
The document introduces DreamApps, a suite of browser-accessed business applications covering ERP, CRM, supply chain management, and portals. DreamApps is built on an Enterprise Operating System platform for assembling, maintaining, and running enterprise applications. It then describes DreamApps solutions for small/medium businesses, workplaces, mobile access, and point-of-sale. Key advantages include unlimited users/companies, accessibility from anywhere, no need for additional hardware/software, customizability, and scalability. DreamApps offers a comprehensive set of application modules and guarantees a 100% fit or refund.
Enterprise resource planning (ERP) is an integrated software solution that coordinates all resources, information, and activities needed to complete business processes. ERP aims to integrate core corporate functions like finance, manufacturing, distribution, human resources, etc. under a common database and software platform. ERP evolved from materials requirement planning (MRP) systems of the 1970s and manufacturing resource planning (MRP II) systems of the 1980s. A typical ERP package solution has modules for sales, marketing, distribution, manufacturing, finance, personnel, maintenance, purchase, and inventory management. ERP implementation promises benefits like seamless integration, order tracking, cost control, and competitive advantage but also risks like high costs and customization issues. Careful
Upgrading to 9.2 - Setting Yourself Up For SuccessCedar Consulting
Cedar Consulting provides their top 5 tips for a successful upgrade to PeopleSoft 9.2:
1. Simplify customizations and testing strategies before upgrading.
2. Review architecture and confirm hardware, software versions and environments.
3. Adopt the new Fluid user interface for responsive mobile access.
4. Leverage regular PeopleSoft Update Manager releases to get fixes and stay current.
5. Access new features like WorkCenters and plan post-upgrade optimizations over 3-5 years on the 9.2 platform.
Chinese retailer GOME implemented a new SAP ERP system across its 1,700 stores to replace an outdated decentralized system. It used HP LoadRunner to perform comprehensive performance testing on the new SAP system before going live to ensure it could handle the company's business needs. Load testing revealed the system could manage over 5,000 concurrent users and peak order volumes. This validation helped ensure a smooth transition to the new system with no disruptions to GOME's operations.
HP announced a 5% revenue decline in its Enterprise Servers and Storage segment due to issues migrating a North American division to a centralized ERP system. The ERP implementation at HP failed due to poor planning, improper testing, data integration issues, demand forecasting problems, and a lack of contingency planning. As a result, HP lost $400 million in revenue and $160 million spent on the failed implementation. The failure negatively impacted employees, customers, HP's reputation, and market share against competitors like IBM and Dell.
ERP software integrates all functions of an enterprise including finance, manufacturing, warehouse, and HR into a single system. Common ERP examples are SAP, Oracle, and PeopleSoft. ERP is driven by needs like improving customer satisfaction and facing competition. It provides benefits like integrated information systems and optimized data input. ERP has evolved from systems for just inventory control in the 1960s to encompassing all enterprise activities today. Choosing between in-house development or a packaged ERP solution involves tradeoffs around customization, best practices, and implementation effort.
The document discusses Oracle Apps, an integrated suite of applications. It provides an overview of Oracle Apps and its modules, implementation methodology, project experience with case studies, and services offered. Key points include that Oracle Apps provides fully integrated global applications across various functions like finance, SCM, manufacturing, and HR. It discusses the local/global approach, implementation methodology using AIM, delivered modules, services offered, and case studies of implementations in various industries.
The document describes two audio options for an upcoming webcast: voice streaming or teleconference. It provides details on how to dial in for each option. The rest of the document outlines the agenda and objectives for a webcast on releasing orders from Advanced Supply Chain Planning (ASCP) to Oracle Process Manufacturing (OPM). It describes the four approaches that can be used - manual, semi-automatic, automatic, and fully automatic. It also discusses how to reschedule or cancel existing batches in OPM.
Hindustan Unilever Limited (HUL), a leading Indian consumer goods company, implemented SAP solutions to streamline its business operations, integrate processes internally and with business partners, and meet the demands of modern retail. The two-phase implementation included SAP ERP, SAP NetWeaver Process Integration, and other SAP solutions. SAP NetWeaver PI allowed HUL to integrate legacy systems with SAP and exchange data seamlessly both internally and with partners regardless of their IT systems. This improved supply chain efficiency and HUL's ability to respond to customer demands.
ERP implementation Failure at Hershey Food CorperationOlivier Tisun
Hershey Foods implemented an ERP system in 1999 that led to major problems. The key issues were:
1) Modules were simultaneously implemented instead of sequentially, leading to integration problems.
2) Training and testing were inadequate.
3) Peak season was chosen for the implementation.
4) Top management lacked IT expertise and did not properly oversee the project.
5) Problems were exacerbated by the looming Y2K issue and demand from retailers.
The failed implementation resulted in delivery delays, lost revenue, and excess inventory. Hershey later took steps to stabilize the systems and implement improvements.
Hershey's implemented an enterprise-wide ERP system called Enterprise 21 to replace its legacy systems and prepare for Y2K. The $112 million project was rushed to meet an aggressive deadline, using a big bang approach. This led to major issues going live, including being unable to fulfill $100 million in orders for Halloween in 1999. Key mistakes included unrealistic timelines, a big bang implementation, integrating systems from multiple vendors, and a lack of oversight. Hershey's has since recovered through a slower, more thorough implementation of mySAP and investments to strengthen its logistics infrastructure.
The document discusses various options for implementing Enterprise Resource Planning (ERP) systems. It describes building custom ERP solutions using internal resources, adapting tailor-made ERP packages from external vendors, and developing custom ERP applications using external software developers. For each option, it outlines the key steps, considerations, potential pitfalls and critical success factors. Overall, the document provides an overview of different approaches for selecting and implementing an ERP system tailored to a company's specific needs and business processes.
The document discusses various options for implementing an Enterprise Resource Planning (ERP) system. It describes building an internal custom ERP system, purchasing a tailor-made commercial ERP package and customizing it, or hiring an external vendor to build a custom system. The key options are analyzed in terms of their advantages, challenges, and critical success factors. Implementing a commercial ERP package requires less time than a custom system but has higher hidden costs and less customization ability. Using an external vendor for a custom system has lower costs than commercial packages but higher risks. Overall, the document provides an overview of ERP strategies and considerations.
The document discusses various options for implementing an Enterprise Resource Planning (ERP) system. It describes building an internal custom ERP system, purchasing a tailor-made commercial ERP package and customizing it, or hiring an external vendor to build a custom system. The key options covered include adapting an existing package, tailoring business processes to fit the package, or customizing the package. Critical factors for success include management support, clear expectations, dedicated teams, and strict schedules.
This document discusses Enterprise Resource Planning (ERP) systems. It defines ERP as a way to integrate all data and processes of an organization into a single system using a unified database. The document outlines key components of ERP systems including integration of functions like finance, HR, supply chain etc. It describes advantages of ERP like improved productivity, data sharing and forecasting. Implementation challenges include significant changes required, long timelines and high costs.
A study on issues related to implementation of an Enterprise Resource Plannin...Rishi vyas
Dabur India Ltd implemented several ERP systems over time to integrate its fragmented systems and address data inconsistencies between departments. It first implemented the Baan ERP system in 1999 to automate manufacturing. This faced challenges with Dabur's sourcing practices. It then implemented the MFG/PRO system in 2001 to automate outward logistics, seeing benefits in sales and collections. In 2006, Dabur fully shifted to SAP ERP across all business units for centralized management. SAP improved Dabur's sales forecasting, supply chain management, and strategic decision making, helping it grow its leadership position in FMCG. Dabur's next challenge is linking SAP with its HR and payroll systems.
The document provides an overview of an Enterprise Resource Planning (ERP) implementation roadmap. It discusses SAP as the most popular ERP product and its modules. The implementation roadmap consists of 5 sequential phases: 1) project preparation, 2) business blueprints, 3) realization, 4) final preparation, and 5) go-live and support. Several large organizations in Pakistan that have implemented SAP ERP systems are also listed.
Enterprise resource planning (ERP) systems integrate core business functions like manufacturing, distribution, accounting, and human resources in a single system. ERP experienced rapid growth in the 1990s as companies replaced legacy systems. While ERP implementation at Cadbury improved efficiency, a failed implementation at Hershey cost the company $150 million due to order fulfillment issues. Lessons from failures show the importance of adequate testing and phased implementations.
The document provides an overview of SAP, the largest business software company in Europe. It discusses that SAP created one of the first Enterprise Resource Planning (ERP) systems, which integrated previously separate systems for finance, manufacturing, human resources, etc. into one software suite. The document outlines the history and components of SAP's ERP software, including SAP R/2, the first version, and SAP R/3, the popular client-server version. It describes how SAP ERP systems standardize business processes across modules and the challenges of customizing large ERP implementations.
The document provides an overview of enterprise resource planning (ERP) systems, including their purpose of integrating business transactions across functions, typical modules, benefits, and implementation process. ERP aims to address resource planning needs through a unified software solution that tightly integrates functions like finance, manufacturing, and distribution. The implementation process involves selecting a vendor, preparing the organization, installing the software, piloting the system, training users, and ongoing maintenance.
The document provides an overview of ERP (Enterprise Resource Planning) and SAP. It defines ERP as a system that integrates business functions like finance, manufacturing, supply chain, and human resources. SAP is an ERP software package that covers all enterprise business functions in an integrated manner. The document also discusses some key SAP modules like Sales and Distribution, Materials Management, Production Planning, Project Systems, CRM and SAP HR. It provides a brief introduction to various SAP concepts like client, three-tier architecture and ASAP methodology.
ERP Project: Implementation Failure in HPGunjan Kalita
Hewlett Packard implemented an ERP system in 2004 to consolidate multiple legacy systems, but the project failed due to technical and process issues. This led to delayed orders, lost revenue of $160 million, and loss of market share. HP learned that ERP implementations require careful planning, testing, change management, and contingency plans. In 2005, HP successfully implemented a new ERP system from SAP after addressing the lessons from the prior failure. The new system integrated business processes and helped HP better manage its global supply chain.
The document introduces DreamApps, a suite of browser-accessed business applications covering ERP, CRM, supply chain management, and portals. DreamApps is built on an Enterprise Operating System platform for assembling, maintaining, and running enterprise applications. It then describes DreamApps solutions for small/medium businesses, workplaces, mobile access, and point-of-sale. Key advantages include unlimited users/companies, accessibility from anywhere, no need for additional hardware/software, customizability, and scalability. DreamApps offers a comprehensive set of application modules and guarantees a 100% fit or refund.
Enterprise resource planning (ERP) is an integrated software solution that coordinates all resources, information, and activities needed to complete business processes. ERP aims to integrate core corporate functions like finance, manufacturing, distribution, human resources, etc. under a common database and software platform. ERP evolved from materials requirement planning (MRP) systems of the 1970s and manufacturing resource planning (MRP II) systems of the 1980s. A typical ERP package solution has modules for sales, marketing, distribution, manufacturing, finance, personnel, maintenance, purchase, and inventory management. ERP implementation promises benefits like seamless integration, order tracking, cost control, and competitive advantage but also risks like high costs and customization issues. Careful
Upgrading to 9.2 - Setting Yourself Up For SuccessCedar Consulting
Cedar Consulting provides their top 5 tips for a successful upgrade to PeopleSoft 9.2:
1. Simplify customizations and testing strategies before upgrading.
2. Review architecture and confirm hardware, software versions and environments.
3. Adopt the new Fluid user interface for responsive mobile access.
4. Leverage regular PeopleSoft Update Manager releases to get fixes and stay current.
5. Access new features like WorkCenters and plan post-upgrade optimizations over 3-5 years on the 9.2 platform.
Chinese retailer GOME implemented a new SAP ERP system across its 1,700 stores to replace an outdated decentralized system. It used HP LoadRunner to perform comprehensive performance testing on the new SAP system before going live to ensure it could handle the company's business needs. Load testing revealed the system could manage over 5,000 concurrent users and peak order volumes. This validation helped ensure a smooth transition to the new system with no disruptions to GOME's operations.
HP announced a 5% revenue decline in its Enterprise Servers and Storage segment due to issues migrating a North American division to a centralized ERP system. The ERP implementation at HP failed due to poor planning, improper testing, data integration issues, demand forecasting problems, and a lack of contingency planning. As a result, HP lost $400 million in revenue and $160 million spent on the failed implementation. The failure negatively impacted employees, customers, HP's reputation, and market share against competitors like IBM and Dell.
ERP software integrates all functions of an enterprise including finance, manufacturing, warehouse, and HR into a single system. Common ERP examples are SAP, Oracle, and PeopleSoft. ERP is driven by needs like improving customer satisfaction and facing competition. It provides benefits like integrated information systems and optimized data input. ERP has evolved from systems for just inventory control in the 1960s to encompassing all enterprise activities today. Choosing between in-house development or a packaged ERP solution involves tradeoffs around customization, best practices, and implementation effort.
The document discusses Oracle Apps, an integrated suite of applications. It provides an overview of Oracle Apps and its modules, implementation methodology, project experience with case studies, and services offered. Key points include that Oracle Apps provides fully integrated global applications across various functions like finance, SCM, manufacturing, and HR. It discusses the local/global approach, implementation methodology using AIM, delivered modules, services offered, and case studies of implementations in various industries.
The document describes two audio options for an upcoming webcast: voice streaming or teleconference. It provides details on how to dial in for each option. The rest of the document outlines the agenda and objectives for a webcast on releasing orders from Advanced Supply Chain Planning (ASCP) to Oracle Process Manufacturing (OPM). It describes the four approaches that can be used - manual, semi-automatic, automatic, and fully automatic. It also discusses how to reschedule or cancel existing batches in OPM.
Hindustan Unilever Limited (HUL), a leading Indian consumer goods company, implemented SAP solutions to streamline its business operations, integrate processes internally and with business partners, and meet the demands of modern retail. The two-phase implementation included SAP ERP, SAP NetWeaver Process Integration, and other SAP solutions. SAP NetWeaver PI allowed HUL to integrate legacy systems with SAP and exchange data seamlessly both internally and with partners regardless of their IT systems. This improved supply chain efficiency and HUL's ability to respond to customer demands.
ERP implementation Failure at Hershey Food CorperationOlivier Tisun
Hershey Foods implemented an ERP system in 1999 that led to major problems. The key issues were:
1) Modules were simultaneously implemented instead of sequentially, leading to integration problems.
2) Training and testing were inadequate.
3) Peak season was chosen for the implementation.
4) Top management lacked IT expertise and did not properly oversee the project.
5) Problems were exacerbated by the looming Y2K issue and demand from retailers.
The failed implementation resulted in delivery delays, lost revenue, and excess inventory. Hershey later took steps to stabilize the systems and implement improvements.
Hershey's implemented an enterprise-wide ERP system called Enterprise 21 to replace its legacy systems and prepare for Y2K. The $112 million project was rushed to meet an aggressive deadline, using a big bang approach. This led to major issues going live, including being unable to fulfill $100 million in orders for Halloween in 1999. Key mistakes included unrealistic timelines, a big bang implementation, integrating systems from multiple vendors, and a lack of oversight. Hershey's has since recovered through a slower, more thorough implementation of mySAP and investments to strengthen its logistics infrastructure.
The document discusses various options for implementing Enterprise Resource Planning (ERP) systems. It describes building custom ERP solutions using internal resources, adapting tailor-made ERP packages from external vendors, and developing custom ERP applications using external software developers. For each option, it outlines the key steps, considerations, potential pitfalls and critical success factors. Overall, the document provides an overview of different approaches for selecting and implementing an ERP system tailored to a company's specific needs and business processes.
The document discusses various options for implementing an Enterprise Resource Planning (ERP) system. It describes building an internal custom ERP system, purchasing a tailor-made commercial ERP package and customizing it, or hiring an external vendor to build a custom system. The key options are analyzed in terms of their advantages, challenges, and critical success factors. Implementing a commercial ERP package requires less time than a custom system but has higher hidden costs and less customization ability. Using an external vendor for a custom system has lower costs than commercial packages but higher risks. Overall, the document provides an overview of ERP strategies and considerations.
The document discusses various options for implementing an Enterprise Resource Planning (ERP) system. It describes building an internal custom ERP system, purchasing a tailor-made commercial ERP package and customizing it, or hiring an external vendor to build a custom system. The key options covered include adapting an existing package, tailoring business processes to fit the package, or customizing the package. Critical factors for success include management support, clear expectations, dedicated teams, and strict schedules.
The document discusses various options for implementing an Enterprise Resource Planning (ERP) system. It describes building an internal custom ERP system, purchasing a tailor-made commercial ERP package and customizing it, or hiring an external vendor to build a custom system. The key options are analyzed in terms of their advantages, challenges, and critical success factors. Implementing a commercial ERP package requires selecting the right product and partner while ensuring a good fit through gap analysis and customization. A custom-built system allows for a precise fit but has risks of delays and lack of testing. Proper planning and change management are essential to the success of any ERP implementation.
This document discusses various options for developing and implementing Enterprise Resource Planning (ERP) systems. It describes building ERP solutions using internal resources, adapting tailor-made ERP solutions, and developing ERP applications using external sources. For each option, it outlines the key steps, considerations, potential pitfalls, and critical success factors. The document provides an overview of ERP concepts and aims to help organizations evaluate which approach may best suit their needs and resources.
ERP and Business process engineering by Krisheed ImmadiKrisheed Immadi
This document provides an overview of enterprise resource planning (ERP) systems. It discusses ERP concepts, the current business environment that drives companies to adopt ERP, and the evolution of ERP over time. The document also outlines different options for building an ERP system, including using internal resources, tailoring a commercial ERP package, or developing a custom system with external resources. Key phases of ERP implementation like selection, preparation, production and post-implementation are also summarized.
The document discusses Enterprise Resource Planning (ERP). ERP is an integrated software solution that facilitates company-wide information sharing and processes across all departments. It aims to integrate and optimize business functions and processes. The document outlines the evolution of ERP, considerations for product selection such as functionality and costs, critical success factors like management support and training, and steps to build an ERP system using external resources.
The document discusses Enterprise Resource Planning (ERP) for Braebill, including:
- Braebill's current systems are inflexible legacy systems, so they plan to implement a 2-tier ERP for centralized management.
- A survey found 2-tier ERP offers cost savings and faster implementation over single-tier ERP.
- Braebill will implement a hybrid approach with a centralized tier-1 ERP for common functions and standardized tier-2 ERP for business units.
- Key steps in ERP selection and implementation include forming teams, selecting products and partners, and change management.
ERP is an enterprise-wide software solution that integrates all departments and functions of a company. It facilitates integrated information sharing across the entire organization to optimize resources, increase customer satisfaction, and ensure seamless integration between different functions. Implementing an ERP system provides benefits like reduced overheads and inventory, timely responsiveness to business needs, enhanced market share and image, and ability to keep up with technological changes.
Deploying an enterprise resource planning (ERP) system is an expensive proposition, not just in terms of licensing and maintenance, but in terms of dedicated resources and time. The implementation of ERP systems has helped small and mid-sized companies, significantly improve their business metrics by process optimization, improving the entire supply chain process, better inventory control, better reporting to take decisions, integration across functionalities and increasing transparency across the company. Purchase department can see the sales department data, Sales department can see inventory data, and top management can see any data on a click of single button.
Enterprise resource planning (ERP) systems integrate core business functions like finance, manufacturing, sales, and human resources by sharing common data across various departments. ERP implementation involves several phases including project planning, gap analysis, business process reengineering, configuration, testing, training, go-live, and post-implementation support. While ERP requires large upfront costs and time for implementation, it provides benefits like reduced costs, improved customer satisfaction, and increased flexibility through integrated business processes and data. Major ERP vendors include SAP, which is a market leader with various application modules used by over 80% of Fortune 500 companies.
This document provides an overview of enterprise resource planning (ERP) systems. It defines ERP as software that integrates business functions across an enterprise, discusses the history and evolution of ERP from separate systems in the 1960s-1980s to integrated ERP in the 1990s, and outlines the main components or modules of a typical ERP system, including accounting, human resources, manufacturing, project management, customer relationship management, and supply chain management. The document also covers ERP implementation options, vendors, advantages, disadvantages, examples of successful implementations, and reasons why ERP projects fail.
Enterprise resource-planning-erp-1218631405959212-8Pratik Van
The document discusses enterprise resource planning (ERP) systems. It defines ERP as software that integrates all functions of a business, including planning, manufacturing, sales, and marketing. It describes the typical ERP implementation process, which includes steps like project planning, gap analysis, configuration, testing, and training. The benefits of ERP systems are also outlined, such as reduced costs, improved customer satisfaction, and increased flexibility. Major ERP vendors like SAP are also introduced.
Enterprise Resource Planning is a Business Management Software Suite that integrates applications that automate back office functions related to technology, services and human resources. ERP integrates all operational functionalities such as Production, Planning, Finance, Sales, HR - in a single application, database and user interface. To know more visit us at https://lnkd.in/fucruSn
Coca-Cola Hellenic, one of the largest Coca-Cola bottlers worldwide, has started a three year long project to substitute all legacy systems with a SAP implementation called Wave 2, in order to maximize efficiencies in use of resources and apply common best practices and polices accross the group.
This document provides an overview of enterprise resource planning (ERP) systems. It defines ERP as a suite of integrated business applications that collect and manage data from core business processes. The goals of ERP are to acquire profitable customers, retain them longer, and help them spend more. While ERP offers benefits like integration and efficiency, implementing an ERP system is a complex process that requires outside consultants and can cost over $10 million. The document outlines the typical ERP modules and both the advantages and disadvantages of implementing an ERP system.
Enterprise resource planning (ERP) integrates all departments and functions within an organization into a single IT system. ERP serves as a cross-functional backbone that automates many internal business processes. The core components of most ERP systems include accounting and finance, production and materials management, and human resources. Extended ERP components focus more on external operations and include business intelligence, customer relationship management, supply chain management, and e-business. ERP provides benefits such as integrating financial and customer order information, standardizing manufacturing processes, and reducing inventory.
ERP Key Success Factors Series 2 presentation includes the following:
6) Effective Project Management
7) High Communication Standards
8) Scope Creep Management
9) Data & Approvals on Time
10) Education & Training
The document provides an overview of the Aditya Birla Group, a large multinational conglomerate based in India. It describes the Group's global operations and industries, including being the world's largest producer of viscose staple fibre and Asia's largest integrated aluminum producer. It also discusses the Group's success in employing over 100,000 people across 25 nationalities and generating over 50% of its revenues from international markets.
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.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
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4. ERP – General Concepts
What is ERP?
The Current Scenario
Why ERP?
Definition
Evolution
Expectations
BPR & ERP
BPR – The Steps
http://www.open-source-erp-site.com
5. What is ERP?
facilitates company-wide integrated
information systems, covering all
functional areas
performs core Corporate activities and
increases customer service augmenting
Corporate Image
ERP is a solution, which
http://www.open-source-erp-site.com
6. The Current Scenario
Islands of Information
Difficult to get timely & accurate information
Heterogeneous Hardware & Software
platforms & practices
Poor connectivity between different
organizational locations
Sticking with obsolete technology
Resist to change
Lack of proven man-power to develop
integrated software
http://www.open-source-erp-site.com
8. Why ERP?
For Management – to know what is happening
in the company
One solution for better Management
For cycle time reduction
To achieve cost control & low working capital
To marry latest technologies
To shun the geographical gaps
To satisfy the customers with high expectations
To be Competitive & for survival
http://www.open-source-erp-site.com
9. ERP - Definition
“Software solution that addresses the
Enterprise needs, taking a process view of
the overall organization to meet the goals,
by tightly integrating all functions and
under a common software platform”
http://www.open-source-erp-site.com
10. Evolution of ERP
1960’s - Systems Just for Inventory Control
1970’s - MRP – Material Requirement Planning
(Inventory with material planning & procurement)
1980’s - MRP II – Manufacturing Resources Planning
(Extended MRP to shop floor & distribution Mgnt.)
Mid 1990’s - ERP – Enterprise Resource Planning
(Covering all the activities of an Enterprise)
2000 onwards – ERP II – Collaborative Commerce
(Extending ERP to external business entities)
http://www.open-source-erp-site.com
11. ERP – Expectations
Integrating all the functions
Integrating the systems running in all the locations
Transparency of information using a single
data source across the organization
Software must be responsive
Modular
Flexible
Easy to add functionalities
Provide growth path
http://www.open-source-erp-site.com
12. BPR & ERP
Just automating the existing business practices
will not help ERP to achieve the anticipated results
because, OO + NT = EOO
Business Process Re-engineering [BPR] brings out the
deficiencies of the existing setup
BPR and ERP will give way to implement new
systems and the long pending improvements in the
existing systems
BPR may be time consuming but the scope can be
restricted & controlled by the Management
http://www.open-source-erp-site.com
13. BPR - Steps
Step 1 Step 2 Step 3
Understand Simplify/Improve Automate
Understand the
existing
systems
associated with
all the
functionalities
Draft & frame the
possibilities & ways
to simplify or
Improve or
eliminate the
processes
Implement
with the help
of ERP
http://www.open-source-erp-site.com
14. ERP – Options
OPTION 1 – MAKE [Using Internal resources]
Developing a custom-built ERP package, specific to the
requirements of the organization, with the help of the
in-house IT department
OPTION 2 - BUY
Going for Tailor-made ERP packages available in the market like
SAP, Oracle applications, Baan, PeopleSoft etc.
OPTION 3 – MAKE [using External resources]
Developing a custom-built ERP package, specific to the
requirements of the organization, with the help of a
software solution provider
http://www.open-source-erp-site.com
16. ERP – Building using Internal
resources – The Facts
Lack of adequate & qualified manpower
Not driven with clear focus on expectations,
time & cost
Poor software project management
Lack of seriousness with the Management & the
IT Team
High employee turnover
Lot of schedule gaps during Project execution
Normally project life is more
Frequent change in the scope with the approval
of the Management
http://www.open-source-erp-site.com
19. About
Generalized off the shelf application s/w packages
Modules based on rich functionalities for all business
functions
User tested with lot of installations
No lead time requirement for software development
Tuned for more users/networks with adequate & in-
built security
Parameterized for flexibility
Can sit on latest hardware & software platforms
Upgradation of functionalities with version control
http://www.open-source-erp-site.com
21. ERP Product selection Phase
ERP Team formation for selection
Appointment of Consultants [if needed]
Scoping study
Product selection
Implementation partners selection
Hardware/Communication cost estimation
http://www.open-source-erp-site.com
22. Product Selection - Parameters
Reputation of the ERP product
No.of installations in the geographical vicinity
% of the overall functional availability
Customization possibilities
After sales support
Your investment plan & budget
Implementation partner’s track record
http://www.open-source-erp-site.com
24. Preparation Phase
Framing ERP Implementation Strategies
Formation of Apex & Steering committees
Functional & IT team formation
Training on ERP functions & features
Scope finalization
GAP analysis
Action plan to resolve the gaps
http://www.open-source-erp-site.com
25. ERP product acceptance - options
1. Adapting directly, all the functions available in
the ERP Product [Applicable for startup companies]
2. Change the way the firm does the business to fit
the product [Compromising]
3. Customize the ERP product to suit the business
Processes. [Customization]
http://www.open-source-erp-site.com
26. GAP Analysis
This is the process to identity the gaps by mapping
the expectations of the company with the
capabilities of the ERP product
Results of Gap Analysis
Directly Supported
Workaround suggested
Extension required
Change in business process – suggested
Not full supported
Manual – not under the scope of ERP
http://www.open-source-erp-site.com
27. Production Phase
Installing the software & hardware
Tuning the software to meet the
customization needs
Master & Control data arrival as per
the Product data structures
Location & people specific roles & rights
allocation for module access & security
http://www.open-source-erp-site.com
28. Implementation Phase
Conference Room Pilot [Parallel run]
Resolving the Parallel run issues
Training the end users
Live run
http://www.open-source-erp-site.com
29. Post-Implementation Phase
Regular monitoring
Tuning [hardware/software] for patching
the performance issues
Maintenance
http://www.open-source-erp-site.com
30. Pitfalls & Points of concern
Costly comparing to custom-built options
Lot of hidden costs
Chances of cost & time overrun are high
The Level of customization/Indianization
Compulsion to pay for redundant modules/features
Vigorous involvement of all during implementation
Non-availability of special practices like Customer
Complaint, Logistics
Linking historical data – offline & painful
The requirement of Change Management is a must
Dependency on outsiders is high
IT department – Poor grip on the Implemented systems
http://www.open-source-erp-site.com
31. Critical Success Factors
The firm & optimistic approach of the Management
- on adapting the ERP product driven methodologies
- on customization
- on monetary commitments
The dedicated Team
Good Training
Strict adherence to the Project schedules
Right technical infra-structure
Change Management
http://www.open-source-erp-site.com
33. Building ERP using Ext.sources
About this option
The Principle!
The Steps
Why?
Points of Concern
Software Vendor selection
Critical Success factors
http://www.open-source-erp-site.com
34. About
Here the whole package is designed & built
by keeping a specific enterprise & its business
Practices in mind
by incorporating the improvements/additions
with due integration
without compromising or changing the current way
of doing the business and
providing flexibility to accommodate your business
fluctuations
http://www.open-source-erp-site.com
35. The Principle!
The best as seen elsewhere, need not be the
the best for you.
What is your best is what
can be successfully implemented
http://www.open-source-erp-site.com
36. The Steps
1. Software vendor selection
2. Detailed study by the vendor
3. Scope & platform finalization
4. Freezing the commercials
5. Development
6. Hardware addition/upgradation
7. Old master/transaction data migration
8. Parallel run with Integration & connectivity check
9. Implementation
10.Maintenance
http://www.open-source-erp-site.com
37. Why?
Very economical while comparing the cost of implementing
tailor-made ERP solutions
Less prone for hidden-cost hits
The company can opt for its choice of Hardware, Software &
communication platforms based on the skill availability
The company and the software vendor have the direct
relationship during the project execution. The proximity
would be high & convenient.
IT department has good control over the Project
What is required only would be considered under the scope –
No redundancy
http://www.open-source-erp-site.com
38. Why? - Cont.
The requisite flavor of E-Biz & work-flow components
can be embraced towards value edition
The existing practices & applications can be tuned and
linked with the proposed package
Maintenance & improvements are easy & less costlier.
Even IT team can maintain the setup after getting the
source code
http://www.open-source-erp-site.com
39. Points of Concern
Software development vendor selection
Requirement/scope finalization [high chances of
retaining the islands as it is]
Less chances of Value addition
Not time tested
Chances of Prolonged project duration
http://www.open-source-erp-site.com
40. The following traits should be considered while selecting
the software vendor for building the ERP application
Technical expertise
Domain knowledge
Adequate manpower
Project management skills
Long existence in the field
Extra skills [e-biz & workflow]
Software Vendor Selection
http://www.open-source-erp-site.com
41. The Critical Success Factors
• Clear Vision & support of the Management
• Capabilities of the software development vendor
• Scope & Expectations finalization towards
meeting the ERP concepts
• Strict implementation schedules & periodical
monitoring
• The involvement of the IT & functional teams
http://www.open-source-erp-site.com