Enterprise resource planning

Diagram showing some typical ERP modules

Enterprise resource planning (ERP) is a category of business-management software—typically a suite of integrated applications—that an organization can use to collect, store, manage and interpret data from many business activities, including:

ERP provides an integrated view of core business processes, often in real-time, using common databases maintained by a database management system. ERP systems track business resources—cash, raw materials, production capacity—and the status of business commitments: orders, purchase orders, and payroll. The applications that make up the system share data across various departments (manufacturing, purchasing, sales, accounting, etc.) that provide the data.[1] ERP facilitates information flow between all business functions, and manages connections to outside stakeholders.[2]

Enterprise system software is a multibillion-dollar industry that produces components that support a variety of business functions. IT investments have become the largest category of capital expenditure in United States-based businesses over the past decade. Though early ERP systems focused on large enterprises, smaller enterprises increasingly use ERP systems.[3]

The ERP system is considered a vital organizational tool because it integrates varied organizational systems and facilitates error-free transactions and production. However, developing an ERP system differs from traditional system development.[4] ERP systems run on a variety of computer hardware and network configurations, typically using a database as an information repository.[5]

Origin

The Gartner Group first used the acronym ERP in the 1990s,[6] where it was seen to extend the capabilities of material requirements planning (MRP), and the later manufacturing resource planning (MRP II),[7][8] as well as computer-integrated manufacturing. Without replacing these terms, ERP came to represent a larger whole that reflected the evolution of application integration beyond manufacturing.[9]

Not all ERP packages developed from a manufacturing core; ERP vendors variously began assembling their packages with accounting, maintenance, and human-resource components. By the mid-1990s ERP systems addressed all core enterprise functions. Governments and non–profit organizations also began to use ERP systems.[10]

Expansion

ERP systems experienced rapid growth in the 1990s. Because of the year 2000 problem and introduction of the euro disrupted legacy systems, many companies took the opportunity to replace their old systems with ERP.[11]

ERP systems initially focused on automating back office functions that did not directly affect customers and the public. Front office functions, such as customer relationship management (CRM), dealt directly with customers, or e-business systems such as e-commerce, e-government, e-telecom, and e-finance—or supplier relationship management (SRM) became integrated later, when the Internet simplified communicating with external parties.

"ERP II" was coined in 2000 in an article by Gartner Publications entitled ERP Is Dead—Long Live ERP II.[12] It describes web–based software that provides real–time access to ERP systems to employees and partners (such as suppliers and customers). The ERP II role expands traditional ERP resource optimization and transaction processing. Rather than just manage buying, selling, etc.—ERP II leverages information in the resources under its management to help the enterprise collaborate with other enterprises.[13] ERP II is more flexible than the first generation ERP. Rather than confine ERP system capabilities within the organization, it goes beyond the corporate walls to interact with other systems. Enterprise application suite is an alternate name for such systems.

Developers now make more effort to integrate mobile devices with the ERP system. ERP vendors are extending ERP to these devices, along with other business applications. Technical stakes of modern ERP concern integration—hardware, applications, networking, supply chains. ERP now covers more functions and roles—including decision making, stakeholders' relationships, standardization, transparency, globalization, etc.[14]

Characteristics

ERP (Enterprise Resource Planning) systems typically include the following characteristics:

Functional areas of ERP

An ERP system covers the following common functional areas. In many ERP systems these are called and grouped together as ERP modules:

Components

Best practices

Most ERP systems incorporate best practices. This means the software reflects the vendor's interpretation of the most effective way to perform each business process. Systems vary in how conveniently the customer can modify these practices.[16] Companies that implemented industry best practices reduced time–consuming project tasks such as configuration, documentation, testing, and training. In addition, best practices reduced risk by 71% compared to other software implementations.[17]

Use of best practices eases compliance with requirements such as IFRS, Sarbanes-Oxley, or Basel II. They can also help comply with de facto industry standards, such as electronic funds transfer. This is because the procedure can be readily codified within the ERP software, and replicated with confidence across multiple businesses who share that business requirement.

Connectivity to plant floor information

ERP systems connect to real–time data and transaction data in a variety of ways. These systems are typically configured by systems integrators, who bring unique knowledge on process, equipment, and vendor solutions.

Direct integration—ERP systems have connectivity (communications to plant floor equipment) as part of their product offering. This requires that the vendors offer specific support for the plant floor equipment their customers operate. ERP vendors must be experts in their own products and connectivity to other vendor products, including those of their competitors.

Database integration—ERP systems connect to plant floor data sources through staging tables in a database. Plant floor systems deposit the necessary information into the database. The ERP system reads the information in the table. The benefit of staging is that ERP vendors do not need to master the complexities of equipment integration. Connectivity becomes the responsibility of the systems integrator.

Enterprise appliance transaction modules (EATM)—These devices communicate directly with plant floor equipment and with the ERP system via methods supported by the ERP system. EATM can employ a staging table, web services, or system–specific program interfaces (APIs). An EATM offers the benefit of being an off–the–shelf solution.

Custom–integration solutions—Many system integrators offer custom solutions. These systems tend to have the highest level of initial integration cost, and can have a higher long term maintenance and reliability costs. Long term costs can be minimized through careful system testing and thorough documentation. Custom–integrated solutions typically run on workstation or server-class computers.

Implementation

ERP's scope usually implies significant changes to staff work processes and practices.[18] Generally, three types of services are available to help implement such changes—consulting, customization, and support.[18] Implementation time depends on business size, number of modules, customization, the scope of process changes, and the readiness of the customer to take ownership for the project. Modular ERP systems can be implemented in stages. The typical project for a large enterprise takes about 14 months and requires around 150 consultants.[19] Small projects can require months; multinational and other large implementations can take years. Customization can substantially increase implementation times.[19]

Besides that, information processing influences various business functions e.g. some large corporations like Wal-Mart use a just in time inventory system. This reduces inventory storage and increases delivery efficiency, and requires up-to-date-data. Before 2014, Walmart used a system called Inforem developed by IBM to manage replenishment.[20]

Process preparation

Implementing ERP typically requires changes in existing business processes.[21] Poor understanding of needed process changes prior to starting implementation is a main reason for project failure.[22] The difficulties could be related to the system, business process, infrastructure, training, or lack of motivation.

It is therefore crucial that organizations thoroughly analyze business processes before they implement ERP software. Analysis can identify opportunities for process modernization. It also enables an assessment of the alignment of current processes with those provided by the ERP system. Research indicates that risk of business process mismatch is decreased by:

ERP implementation is considerably more difficult (and politically charged) in decentralized organizations, because they often have different processes, business rules, data semantics, authorization hierarchies, and decision centers.[25] This may require migrating some business units before others, delaying implementation to work through the necessary changes for each unit, possibly reducing integration (e.g., linking via Master data management) or customizing the system to meet specific needs.[26]

A potential disadvantage is that adopting "standard" processes can lead to a loss of competitive advantage. While this has happened, losses in one area are often offset by gains in other areas, increasing overall competitive advantage.[27][28]

Configuration

Configuring an ERP system is largely a matter of balancing the way the organization wants the system to work with the way it was designed to work. ERP systems typically include many settings that modify system operations. For example, an organization can select the type of inventory accounting—FIFO or LIFO—to use; whether to recognize revenue by geographical unit, product line, or distribution channel; and whether to pay for shipping costs on customer returns.[26]

Two tier enterprise resource planning

Two-tier ERP software and hardware lets companies run the equivalent of two ERP systems at once: one at the corporate level and one at the division or subsidiary level. For example, a manufacturing company uses an ERP system to manage across the organization. This company uses independent global or regional distribution, production or sales centers, and service providers to support the main company’s customers. Each independent center or subsidiary may have its own business models, workflows, and business processes.

Given the realities of globalization, enterprises continuously evaluate how to optimize their regional, divisional, and product or manufacturing strategies to support strategic goals and reduce time-to-market while increasing profitability and delivering value.[29] With two-tier ERP, the regional distribution, production, or sales centers and service providers continue operating under their own business model—separate from the main company, using their own ERP systems. Since these smaller companies' processes and workflows are not tied to main company's processes and workflows, they can respond to local business requirements in multiple locations.[30]

Factors that affect enterprises' adoption of two-tier ERP systems include:

Customization

ERP systems are theoretically based on industry best practices, and their makers intend that organizations deploy them as is.[34][35] ERP vendors do offer customers configuration options that let organizations incorporate their own business rules, but often feature gaps remain even after configuration is complete.

ERP customers have several options to reconcile feature gaps, each with their own pros/cons. Technical solutions include rewriting part of the delivered software, writing a homegrown module to work within the ERP system, or interfacing to an external system. These three options constitute varying degrees of system customization—with the first being the most invasive and costly to maintain.[36] Alternatively, there are non-technical options such as changing business practices or organizational policies to better match the delivered ERP feature set. Key differences between customization and configuration include:

Customization advantages include that it:

Customization disadvantages include that it:

Extensions

ERP systems can be extended with third–party software.[39] ERP vendors typically provide access to data and features through published interfaces. Extensions offer features such as:

Data migration

Data migration is the process of moving, copying, and restructuring data from an existing system to the ERP system. Migration is critical to implementation success and requires significant planning. Unfortunately, since migration is one of the final activities before the production phase, it often receives insufficient attention. The following steps can structure migration planning:[40]

Comparison to special–purpose applications

Advantages

The fundamental advantage of ERP is that integrated myriad business processes saves time and expense. Management can make decisions faster and with fewer errors. Data becomes visible across the organization. Tasks that benefit from this integration include:

ERP systems centralize business data, which:

Benefits

Disadvantages

Recognized ERP limitations have sparked new trends in ERP application development. Development is taking place in four significant areas: more flexible ERP, Web-enabled ERP, inter-enterprise ERP, and e-business suites.

See also

References

  1. ↑ Rouse, Margaret. "ERP (enterprise resource planning)". TechTarget. Retrieved July 14, 2015.
  2. ↑ Bidgoli, Hossein, (2004). The Internet Encyclopedia, Volume 1, John Wiley & Sons, Inc. p. 707.
  3. ↑ Rubina Adam, Paula Kotze, Alta van der Merwe. 2011. Acceptance of enterprise resource planning systems by small manufacturing Enterprises. In: Proceedings of the 13th International Conference on Enterprise Information Systems, edited by Runtong Zhang, José Cordeiro, Xuewei Li, Zhenji Zhang and Juliang Zhang, SciTePress. , p. 229 - 238
  4. ↑ Shaul, L. and Tauber, D. 2012. CSFs along ERP life-cycle in SMEs: a field study. Industrial Management & Data Systems, 112(3), 360-384.
  5. ↑ Khosrow–Puor, Mehdi. (2006). Emerging Trends and Challenges in Information Technology Management. Idea Group, Inc. p. 865.
  6. ↑ "A Vision of Next Generation MRP II", Scenario S-300-339, Gartner Group, April 12, 1990
  7. ↑ Anderegg, Travis. "MRP/MRPII/ERP/ERM â€” Confusing Terms and Definitions for a Murkey Alphabet Soup". Retrieved September 23, 2013.
  8. ↑ "ERP". Retrieved October 7, 2009.
  9. ↑ Sheilds, Mureell G. (2005). E-Business and ERP: Rapid Implementation and Project Planning. John Wiley and Sons, Inc. p. 9.
  10. ↑ Chang, SI; Guy Gable; Errol Smythe; Greg Timbrell (2000). A Delphi examination of public sector ERP implementation issues. International Conference on Information Systems. Atlanta: Association for Information Systems. pp. 494–500. Retrieved September 9, 2008.
  11. ↑ Thin Enterprise Resource Planning (Second ed.). Boston: Thomson Course Technology. 2006. ISBN 0-619-21663-8.
  12. ↑ "ERP: What you need to ask before you buy". projectauditors.com. Retrieved April 23, 2014.
  13. ↑ "The Bryan School of Business and Economics at UNCG—Exceptional Problem Solvers" (PDF). Uncg.edu. Retrieved November 8, 2012.
  14. ↑ Shaul, L. and Tauber, D. 2013. Critical Success Factors in Enterprise Resource Planning Systems: Review of the Last Decade. ACM Computing Surveys, 45(4), 35 pages.
  15. ↑ Sheilds, Mureell G., E-Business and ERP: Rapid Implementation and Project Planning. (2001) John Wiley and Sons, Inc. p. 9-10.
  16. ↑ Monk, Ellen and Wagner, Brett."Concepts in Enterprise Resource Planning" 3rd.ed.Course Technology Cengage Learning.Boston, Massachusetts.2009
  17. ↑ "Enhanced Project Success Through SAP Best Practices â€“ International Benchmarking Study". ISBN 1-59229-031-0.
  18. 1 2 "ERP (Enterprise Resource Planning)". Tech-faq.com. March 5, 2014. Retrieved July 14, 2015.
  19. 1 2 "Critical Issues Affecting an ERP Implementation". Information Systems Management. Auerbach Publications. 1999. p. 7. Retrieved January 10, 2013.
  20. ↑ "Wal-Mart slow to roll out new replenishment system". Arkansas: Thecitywire.com. January 8, 2014. Retrieved July 14, 2015.
  21. ↑ Turban et al. (2008). Information Technology for Management, Transforming Organizations in the Digital Economy. Massachusetts: John Wiley & Sons, Inc., pp. 300–343. ISBN 978-0-471-78712-9
  22. ↑ Brown, C., and I. Vessey, "Managing the Next Wave of Enterprise Systems: Leveraging Lessons from ERP," MIS Quarterly Executive, 2(1), 2003.
  23. ↑ King. W., "Ensuring ERP implementation success," Information Systems Management, Summer 2005.
  24. ↑ Yusuf, Y., A. Gunasekaran, and M. Abthorpe, "Enterprise Information Systems Project Implementation: A Case Study of ERP in Rolls-Royce," International Journal of Production Economics, 87(3), February 2004.
  25. ↑ Maya Daneva, Roel Wieringa. "Requirements Engineering for Cross-organizational ERP Implementation: Undocumented Assumptions and Potential Mismatches" (PDF). University of Twente. Retrieved July 12, 2008.
  26. 1 2 Thomas H. Davenport, "Putting the Enterprise into the Enterprise System", 'Harvard Business Review', July–August 1998.
  27. ↑ Turban et al. (2008). Information Technology for Management, Transforming Organizations in the Digital Economy. Massachusetts: John Wiley & Sons, Inc., p. 320. ISBN 978-0-471-78712-9
  28. ↑ Dehning,B. and T.Stratopoulos, 'Determinants of a Sustainable Competitive Advantage Due to an IT-enabled Strategy,' Journal of Strategic Information Systems, Vol. 12, 2003
  29. ↑ Ferdows, K. (1997). "Making the most of foreign factories," Harvard Business Review, 75(2), 73-88.
  30. ↑ Gill, R. (2011). "The rise of two-tier ERP." Strategic Finance, 93(5), 35-40, 1.
  31. ↑ "Technical Workflows". CEITON. Retrieved July 14, 2015.
  32. ↑ Montgomery, Nigel (2010)."Two-Tier ERP Suite Strategy: Considering Your Options." Gartner Group. July 28, 2010. Retrieved September 20, 2012.
  33. ↑ Kovacs, G. L., & Paganelli, P. (2003). "A planning and management infrastructure for large, complex, distributed projects â€” beyond ERP and SCM." Computers in Industry, 51(2), 165-165.
  34. ↑ Kraemmerand, P.; et al. (2003). "ERP implementation: an integrated process of radical change and continuous learning". Production Planning & Control 14 (4): 228–248.
  35. ↑ Vilpola, Inka Heidi (2008). "A method for improving ERP implementation success by the principles and process of user-centred design". Enterprise Information Systems 2 (1): 47–76.
  36. 1 2 Fryling, Meg (2010). "Estimating the impact of enterprise resource planning project management decisions on post-implementation maintenance costs: a case study using simulation modelling". Enterprise Information Systems 4 (4): 391–421.
  37. ↑ Yakovlev, I.V. (2002). "An ERP implementation and business process reengineering at a Small University". Educause Quarterly 2: 52–57.
  38. ↑ Fryling, Meg (2010). Total Cost of Ownership, System Acceptance and Perceived Success of Enterprise Resource Planning Software: Simulating a Dynamic Feedback Perspective of ERP in the Higher Education Environment. ProQuest Dissertations and Theses database. p. 403. ISBN 978-1-109-74428-6.
  39. ↑ Denton, Adam. "Ecount".
  40. ↑ Ramaswamy Nilesh V K (September 27, 2007). "Data Migration Strategy in ERP". Retrieved April 8, 2008.
  41. ↑ Walsh, Katherine (January 2009). "The ERP Security Challenge". CSOonline. CXO Media Inc. Retrieved January 17, 2008.
  42. ↑ O'Brien, James (2011). Management Information Systems(MIS). New York: McGraw-Hill, Irwin. p. 324.
  43. ↑ Young, Joanna. "AUDIO | Best-of-Breed vs. ERP: What’s Best for Higher Ed Today?". The EvoLLLution. Retrieved July 14, 2015.
  44. ↑ "The Minefied of Harmonising ERP". Cfo-insight.com. July 23, 2012. Archived from the original on July 27, 2012.

Bibliography

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