This document discusses Enterprise Resource Planning (ERP) systems. It provides definitions and examples of ERP functionality and modules. It describes how ERP systems can be customized and expanded upon. It discusses factors to consider in the vendor selection process such as functionality, costs, and vendor support. It also summarizes key aspects of a successful ERP implementation including change management, process redesign, and realizing benefits through business process improvements rather than just technology changes.
A business process represents a specific business need or goal, such as hiring an employee, processing a sales order, or reimbursing a business expense. Business processes are broken down into logical steps called activities, each of which can comprise one or more tasks. Tasks are assigned roles that determine which participants will perform the tasks. The transitions between activities determine the order in which they are performed and the basic workflow for the process.
WorkSpace lets you interact with business processes based on your assigned roles within your company.
OpenERP - ERP(Enterprise Resource Planning) is a system which used by organization to streamline their all organizational process and provide it a centrally accessible platform. So across the organization the flow of information becomes faster and reliable. In the present scenario of world only those organizations can move faster who are equipped with central information system where all the organization data is stored in one central location because by this decision making become very fast and reliable. ERP System provides a facility to exchange of information between different departments. As we all know that all the activities in organization are independent of their monetary aspect effects the organization, so in that case all activities in an ERP system can be mentioned and the effect of that activity can be also measured.
BPM (Business Process Management) IntroductionIntegrify
An introduction to BPM for teams looking to improve business processes through business process management (BPM). This is an abridged version of the full BPM guide.
Business process management (BPM) is the discipline of improving a business process from end to end by analyzing it, modelling how it works in different scenarios, executing improvements, monitoring the improved process and continually optimizing it.
Project organisation and erp implementation methodGaurav Kumar
The Project Organization defines the human infrastructure of the project. This task is designed to define the project organization chart, the roles, and the relationships of the project team. The organizational structure clearly identifies roles and responsibilities of each position, augmenting the existing role definitions where necessary to cover all of the responsibilities. The Project Organization technique that is used in this step provides a standard set of roles and responsibilities which can be customized for a particular project. This should cover all personnel resources required, both full and part time.
A business process represents a specific business need or goal, such as hiring an employee, processing a sales order, or reimbursing a business expense. Business processes are broken down into logical steps called activities, each of which can comprise one or more tasks. Tasks are assigned roles that determine which participants will perform the tasks. The transitions between activities determine the order in which they are performed and the basic workflow for the process.
WorkSpace lets you interact with business processes based on your assigned roles within your company.
OpenERP - ERP(Enterprise Resource Planning) is a system which used by organization to streamline their all organizational process and provide it a centrally accessible platform. So across the organization the flow of information becomes faster and reliable. In the present scenario of world only those organizations can move faster who are equipped with central information system where all the organization data is stored in one central location because by this decision making become very fast and reliable. ERP System provides a facility to exchange of information between different departments. As we all know that all the activities in organization are independent of their monetary aspect effects the organization, so in that case all activities in an ERP system can be mentioned and the effect of that activity can be also measured.
BPM (Business Process Management) IntroductionIntegrify
An introduction to BPM for teams looking to improve business processes through business process management (BPM). This is an abridged version of the full BPM guide.
Business process management (BPM) is the discipline of improving a business process from end to end by analyzing it, modelling how it works in different scenarios, executing improvements, monitoring the improved process and continually optimizing it.
Project organisation and erp implementation methodGaurav Kumar
The Project Organization defines the human infrastructure of the project. This task is designed to define the project organization chart, the roles, and the relationships of the project team. The organizational structure clearly identifies roles and responsibilities of each position, augmenting the existing role definitions where necessary to cover all of the responsibilities. The Project Organization technique that is used in this step provides a standard set of roles and responsibilities which can be customized for a particular project. This should cover all personnel resources required, both full and part time.
The Business Process Management overview presentation is a comprehensive walkthrough of what Business Process Management is and how you implement it at your company or your customer company. for more detail keep updating here : http//www.wesrch.com
This session introduces some of the principles behind a proposed Business Process Management (BPM) reference model, equivalent to the Workflow Management Coalition (WfMC) Workflow Reference Model.
There is signifi cant holistic advantage in deriving the BPM reference model not from workflow or BPM technology, but from logical and architectural analysis of what it is to be a business process. The same model
can then support technology, operational process management and business transformation. The principles address fundamental questions like:
• What is a business process? Where does it start and stop? What are its logical components?
• How can one process control structure cover both manual and automated functionality?
• Where do rules fit in?
• How to ensure process models align with data models?
Does process thinking mean rethinking requirements analysis, solution design and IT engagement and delivery models?
Introduction to Business Process ManagementAlan McSweeney
Training Course - Introduction to Business Process Management
It is intended to be a good general and practical introduction to the subject. It covers the following topics:
1. Business Process Management
2. Process Modelling
3. Process Analysis
4. Process Design
5. Process Performance Management
6. Process Transformation
7. Process Management Organisation
8. Enterprise Process Management
9. Business Process Management Technologies
10. Business Process Management and Business Analysis
11. Business Process Management Technology Review
Introduction to Business Process Re-engineering. A practical guide to positive change. Jim Warner, managing partner at Monument Cloud Solutions, discusses the background and application of BPR using a simple framework.
In the computer industry, an enterprise is an organization that uses computers. A word was needed that would encompass corporations, small businesses, non-profit institutions, government bodies, and possibly other kinds of organizations. The term enterprise seemed to do the job. In practice, the term is applied much more often to larger organizations than smaller ones.
The Business Process Management overview presentation is a comprehensive walkthrough of what Business Process Management is and how you implement it at your company or your customer company. for more detail keep updating here : http//www.wesrch.com
This session introduces some of the principles behind a proposed Business Process Management (BPM) reference model, equivalent to the Workflow Management Coalition (WfMC) Workflow Reference Model.
There is signifi cant holistic advantage in deriving the BPM reference model not from workflow or BPM technology, but from logical and architectural analysis of what it is to be a business process. The same model
can then support technology, operational process management and business transformation. The principles address fundamental questions like:
• What is a business process? Where does it start and stop? What are its logical components?
• How can one process control structure cover both manual and automated functionality?
• Where do rules fit in?
• How to ensure process models align with data models?
Does process thinking mean rethinking requirements analysis, solution design and IT engagement and delivery models?
Introduction to Business Process ManagementAlan McSweeney
Training Course - Introduction to Business Process Management
It is intended to be a good general and practical introduction to the subject. It covers the following topics:
1. Business Process Management
2. Process Modelling
3. Process Analysis
4. Process Design
5. Process Performance Management
6. Process Transformation
7. Process Management Organisation
8. Enterprise Process Management
9. Business Process Management Technologies
10. Business Process Management and Business Analysis
11. Business Process Management Technology Review
Introduction to Business Process Re-engineering. A practical guide to positive change. Jim Warner, managing partner at Monument Cloud Solutions, discusses the background and application of BPR using a simple framework.
In the computer industry, an enterprise is an organization that uses computers. A word was needed that would encompass corporations, small businesses, non-profit institutions, government bodies, and possibly other kinds of organizations. The term enterprise seemed to do the job. In practice, the term is applied much more often to larger organizations than smaller ones.
O futuro de TI passa por compreender a transformação digital dos negócios e qual papel ela deve se desempenhar neste novo cenário cada vez mais próximo. A resposta para esta transformação passa pela Arquitetura Corporativa (EA).
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.
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With these key best practices, you can create strong ERP governance that will help you use your platform effectively, with an increased focus on the strategic objectives of your business.
Learn more - http://gt-us.co/1NJKpfZ
A Brief Introduction to Enterprise Architecture Daljit Banger
Presentation to Metropolitan University (London) on the 16th Feb 2017.
The purpose of the session was to introduce core basic concepts around Enterprise Architecture and discuss the role of the Enterprise Architect .
ERP implementation helps with all business processes and areas which includes : CRM, Inventory, Sales, Accounting, Purchase, Manufacturing, HR, Project Management.
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[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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5. Enterprise Resource Planning (ERP) is an integrated set of core
applications
• ERP’s run on a common database with standard reporting and
messaging
Product Planning &
Manufacturing
Procurement &
Inventory
Management
Finance
Human
Resources
Data Analysis
Warehouse
Management
Transaction Engine
Core software that manages the flow of
transactions among applications and handles
tasks such as security, data integrity and data
management
Order
Management
6. Standard ERP packages can serve as a platform upon which
more specialized functionality can be built
• Core Functionality ▪ Functionality Extensions
• Marketing ▪ Customer Relationship Management
• Forecasting ▪ Third Party Collaboration
• Order Entry ▪ Maintenance Management
• Procurement ▪ Service Management
• Inventory Management ▪ Advanced Planning And Scheduling
• Production Planning ▪ Transportation Management
• Shop Floor Control ▪ Product Data Management
• Shipping ▪ Data Warehouse
• Warehouse Management ▪ Telemarketing / Call Center Management
• Quality Management ▪ Business Intelligence
• Project Management ▪ Sales Force Automation
• Finance And Accounting ▪ Self Service HR
• Fixed Assets ▪ E-business
• Payroll
• Human Resources
7. ERP package pricing negotiations are typically a multi-stage
process and include many pricing components
• Focus on total cost of ownership not only software costs
• Review multiple vendors pricing for most competitive costs results
• Include pricing structure for future modules and functionality
• A critical and often overlooked part of the selection process is the
“vendors ecosystem”
8. A collaborative decision making process will assure that the key
factors have been evaluated
• Decide what counts:
•Functional
•Technical
•Operational
•Cost
•Vendor
• Determine the weighting of each 5 factors
• Consider resources, expected timelines, external factors
• Evaluate budget vs. costs
• Assess vendor partnership potential
•Strategy
•Alignment
• Evaluate functionality for today and future
9. Key factors in the vendor selection processes are functional,
technical, operational, cost and vendor specific
• Functional – the specific product functionality being sought based on
business requirements
• Vendor ability to meet high level requirements
• Technical
• Flexibility of product offering (e.g. module configuration, upgrades)
• Architecture conformance
• Operational
• Workflow & report writing
• Cost of Ownership – evaluates total cost of ownership including
acquisition, maintenance, support, integration services, skills, infrastructure
and de-acquisition costs
• Vendor – measures the ability of the vendor to support their offering, survive
in the marketplace, and keep up with changing technologies.
• Size and strength of company
• Reputation based on Consumer Packaged Goods distribution
experience/references
• Product direction, R&D capability
10. Typical ERP project pricing includes multiple components, one
time investments and recurring costs
• Software costs – application licensing fees
•License and maintenance fees
• Implementation support costs
•External: consulting fees
•Internal software support
•Configuration / customization
•Data conversion
•Interface development
•Database development
• Hardware and networking costs
•Ownership costs or outsourcing fees
•Application maintenance and support
• Education / Training
• Ongoing maintenance and support
11. The real payoff comes from business change rather than
technology change
• The key factor to effectively leverage ERP is the business change
required to create operational effectiveness.
• Behavioral change requires shifts in thinking, compensation,
accountability and authority
The people behavior constitutes the fundamental building blocks of the organization
• Changing the processes requires a change in people’s behavior, which is often the most
difficult challenge to the project during the implementation
• “The technical problems are the easy problems”
• An ERP system demands enterprise wide thinking, integration of
processes and cross functional teaming.
Scale and complexity
• Integration intensifies interdependencies
12. A successful transformation requires a holistic approach
• Focuses on organizational efficiencies and flow
• Looks at logical way of doing the task, not the historical
• Reshapes functions, responsibilities and organizations
• Requires distribution of decision making
• Develops new business processes
• Requires the organization to think as the whole, not the individual
components
• Requires standardized processes and roles
• Set limits to authority and develop escalation processes
• Set time boundaries for actions and non-actions
• Agree upon standardized reporting data and format
• Develop common metrics and measurements for
performance
• Develop standardized chart of accounts
13. The implementation of an ERP will impact the business
processes, people and technology of a company
• Process, People, Technology
While an integrated package will have a direct impact on the technological aspects of
the company, the package alone does not address the people or process issues
associated with a change of this magnitude. In these two areas it is the redesign
effort which must address the majority of issues
People
Process Technology
Addressed Primarily
By Organizational Change
Management
Addressed Primarily by
Business Process
Redesign
Addressed
Primarily by the
Standard
Package(s)
14. ERP standard functionality provides for rapid implementation to
gain significant business advantages
• Opportunity to fundamentally change the way the organization conducts
business
• Rapid acquisition of increased functionality to meet/beat the competition
• Opportunity to acquire imbedded best practices inherent in the software
capabilities or workflow
• Lower long term cost of maintenance and ownership
• Elimination of multiple sources of redundant data
• Facilitates migration to and leverage of new technical infrastructures
• Accelerates the movement from data to information to decision support
15. Companies’ processes (internal and external) benefit from ERP
implementation
• Internal
• Better access to data, more accurate data, one source of data
• Standardized reporting without reformatting
• Complete customer file and action visibility
• Vendor performance data for negotiations
• Workflow routing to overcome blockages and backlogs
• Standardized training in all modules
• End user customization of screen presentation
• Reduced overtime / casual time
• External – Customers and Suppliers
• Receive firm shipping dates and order confirmations
• Obtain promise date when order is placed
• Suppliers can see internal demand and changes
• Instantaneous messaging on order status changes
• Improved planning horizon and accuracy
16. The ERP EXPERIENCE
Machiavelli - Words of Wisdom
“It must be remembered that there is
nothing more difficult to plan, more
doubtful of success, nor more
dangerous to manage, than the
creation of a new system.”
“For the initiator has the enmity of all
who would profit by the preservation
of the old institutions and merely
lukewarm defenders in those who
would gain by the new ones.”
17. Companies who are successful implementing ERP recognize the
importance of strong change management and project
management
Why implementations fail:
42% Leadership
27% Organizational and
Culture Issues
23% People Issues
4% Technology Issues
Other – 4%
Source: Organization Dynamics,
Jim Markowsky
Change
Management
Focus
92% of implementations fail due to
poor change management .
Only 8% fail due to technology and
other issues
Organization
(people)
Info Driven
Organization
Process
Centric
Organization
Design
Change
Management
Process
IT enabled
processes
18. The ERP EXPERIENCE
Success factors
“ The best is the enemy of the good”.
“ Implementation is the start of Spiral Improvement Process”.
“Encouraged” the customer to own the change process.
We directed & used tactical SAP consultants as we needed.
“Pushed” the Steering Committee to support the process.
Had highly qualified end users to lead the project.
“This is a process project – not a systems project”
Reporting & reward system that encouraged team work.
Enforced team accountability via RAPP sessions
Established and hit aggressive due dates - “Faster is really better”.
Scope & package discipline is critical - minimal SAP changes.
Eliminated interfaces ASAP - minimize the number of systems.
Established a policy of keeping up with SAP releases.
Train before, during & continuously after the implementation.
“Best of Breed” excursions are subjected to rigorous value review
“If you are not having fun – go home!”
19. The ERP EXPERIENCE
The Project Team arrives
(Thank you – Gary Larson – Far Side)
Yeeeeehaaaaaa!!!!!!
20. The ERP EXPERIENCE
Design Process (see re-engineering section)
Define the scope of the
project
Document "AS-IS"
Do we need the process
Prototype
Implementation
Other Processes
Expected Benefits
and Costs
"AS-IS"
Documentation
Flow/Problems/Tools
Policies and
Procedures
Updated
Documentation
Flow/Problems/Tools
Scope
COMBINE NO
YES
Updated
Documentation
Flow/Problems/Tools
Revised Benefits
and Costs
Blue Sky
Continuous Improvement Process
Benchmark companies
QUICK FIX
21. The ERP EXPERIENCE
Life after being SAP’d
Start-up - most go screaming & kicking - team accountability is critical
6 months - grudging acceptance
1 year - many enthusiastic users - continuous training payoff
Continuous learning & improvement
22. Companies typically derive strategic and economic benefits from
implementing and ERP solution
Strategic Benefits:
• Enterprise integration and process
improvements
• New application infrastructure
• Customer responsiveness
• Information quality, access and use
• Reduced costs, increased productivity Economic Benefits:
• Financial management
• Personnel
• IT Costs
• Inventory
• Order management
• Supplier management
<< Support growth and
acquisition initiatives
23. The ERP EXPERIENCE
Accomplishments - Sampler
BEFORE AFTER
17 days to close books We choose to close in 2 days
Field material & assets not tracked Brazil saves $2.5M in consumables/year
US spare parts reduced $1.5M/year
US equipment tracked
On time - Order fill rate – 75%.
Penalties $10+M
Order Fill rate – 98+%
Penalties > $6M
Sales Order failures – 500 lines/day > 10 lines/day with 25% increase
Central systems and communication
equipment not tracked and planned
$200M/year of capital purchases
controlled within SAP
17,000 Journal Vouchers/month Less than 1,000 Journal Vouchers/month
58 Accountants needed to support
$500M business
40 Accountants needed to support $1B
business
24. The ERP EXPERIENCE
Life after being SAP’d
Business Systems
Focus shifted from traditional “programming” to business problem solving
Support more functionality with less staff
Staffing ratio changed from 1 analyst to 3 programmers to 2:1
SAP becomes “partial” outsourcer
Employees skill upgrade has led to corresponding pay increases
Pay particular to licensing arrangements
Stable client/server infrastructure is vital to success
(Thank you Scott Adams)
25. The ERP EXPERIENCE
Life after being SAP’d – Team Motto
(Thank you – Gary Larson – Far Side)
If we pull this off - we will eat like kings