...Integrating ERP, CRM, Supply Chain Management, and Smart Materials Dimitris N. Chorafas AUERBACH Library of Congress Cataloging-in-Publication Data Chorafas, Dimitris N. Integrating ERP, CRM, supply chain management, and smart materials / Dimitris N. Chorafas. p. cm. Includes bibliographical references and index. ISBN 0-8493-1076-8 (alk. paper) 1. Business logistics. 2. Customer relations. I. Title. HD38.5 .C44 2001 658.5—dc21 2001022227 This book contains information obtained from authentic and highly regarded sources. Reprinted material is quoted with permission, and sources are indicated. A wide variety of references are listed. Reasonable efforts have been made to publish reliable data and information, but the author and the publisher cannot assume responsibility for the validity of all materials or for the consequences of their use. Neither this book nor any part may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, microfilming, and recording, or by any information storage or retrieval system, without prior permission in writing from the publisher. The consent of CRC Press LLC does not extend to copying for general distribution, for promotion, for creating new works, or for resale. Specific permission must be obtained in writing from CRC Press LLC for such copying. Direct all inquiries to CRC Press LLC, 2000 N.W. Corporate Blvd., Boca Raton, Florida 33431. Trademark Notice: Product or corporate names may be trademarks...
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...Letter of Transmittal August 8, 2013 Dr. Md. Helal Uddin Ahmed Associate professor Course Instructor, MBA East West University Jahrul Islam City, Aftabnagar, Dhaka Dear Sir, Subject: Application for report submission on “Enterprise Resource Planning”. As you will see, our observation pointed to the Managerial application of information technology, and we took into consideration the Enterprise Resource Planning as well as Its implementation, The Evolution of ERP, Integrating SCM, CRM, AND ERP, Integration Tools, vendors, advantages and disadvantage . We collected the data from secondary sources, analyzed within our group, and finally formulated the outline of our study. We would like to say that this report helps us a lot to understand ERP system largely. Moreover, your kind acceptance of this report would be highly appreciated. Sincerely Yours 1. Ms. Rasheda Naima Jahan (2013-3-95-019) 2. Mr. Md. Rafiqul Islam (2013-3-95-063) 3. Mr. Shadesh Baishnab (2013-3-95-075) 4. Mr. Md. Asaduzzaman (2013-3-95-099) 5. Mr. Avijit Das (2014-1-95-038) Acknowledgements We always have the guidance & clear instructions from our course teacher Dr. Md. Helal Uddin Ahmed. He never showed any sign of impatience towards us. He made us very much clear about the project content & what exactly He expected from us. ...
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...Study 1: Campus ERP 1. Was the move from 20-year-old legacy systems at Stanford necessarily a good idea? Why or why not? It is a good idea because all the data throughout the new Enterprise Resource Planning (ERP) will be integrate in all departments and functions throughout the staff and students in Stanford, into a single IT system (or integrated set of IT systems) so that employees and students can make decisions based on the view of the enterprise-wide information in all business operations, semesters subjects, marks, human resources payments and many more. Here in this case all have to make changes according to the system the employees and the students too. 2. In your opinion, did Stanford spend too much time consulting the ERP vendors (Oracle and PeopleSoft) and not enough time consulting their own staff? I think Stanford did spend too much time for vendors, the management paid attention to installing the new ERP administration systems as PeopleSoft HR, Oracle and others but they did not involve the users (employees and students) in selecting the software changing requirements. They have not got the sufficient resources, they do not provide enough training and proper training for their staff, and they have poor quality of communication and cultural differences. Stanford does not implement all of this because of its tight budget and of the desire to be the first who will implement this ERP not paying attention on the following problems. 3. Can ERP systems work in...
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...inventory is also kept in spreadsheets which allows for many mistakes. In order to uphold their mission statement and compete with other night clubs, Ruben and Lisa must update their existing business system. The clientele of Club IT is the basis of the business. Making the customers happy and ensuring their return is extremely important to the survival of the business. Implementing a customer relationship management system (CRM) into the business would allow the ability to evaluate the clientele base and manage the relationship between the customer and Club IT. One of the problems with the current practices of Club IT is that the website is very basic. The website does not offer any interaction with the customer and there are not any effective marketing strategies. It is merely view only to the customer only allowing customers to see basic information about the club. Implementing CRM into Club IT would gain a successful advantage. CRM would not only consist of customer information but would also handle marketing of the club and its products to the club’s clientele. CRM would also allow for the customer interaction needed to...
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...Recently, Riordan executive management hired a new Chief Information Officer (CIO) to improve its infrastructure and to answer this question. While management wants to use more IS and IT solutions throughout the organization, it has had trouble finding the perfect fit in all aspects of its operations. Even though IS and IT costs have risen, the puzzle pieces still have not come together; the value and benefit has not been clear to the company. As we will see throughout this review, it is time to focus and find the value that technology and information brings to the organization. It is time to find the efficiencies and savings that the company needs to clearly see the value. With Enterprise Resource Planning (ERP), Customer Relationship Management (CRM), or Supply Chain Management (SCM) systems, there has got to be value in the way they are used. There has also got to be value in...
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...organization is its ability to value its costumers and make them happy. So in order to achieve profitability and long term benefits every organization should do customer focused business. Why would systems that enhance a company’s relationships with customers have such a big rate of failure? Surveys have shown that 50% of CRM projects did not produce the promised results. The system that is implemented in order to enhance the customer relationship has such a big rate of failure because of various reasons: · Lack of proper understanding of the system and insufficient preparation. · Manager’s inefficiency of not to try to solve new problem without even developing the business process changes and change management programs which are required for the effective implementation of CRM systems. · Implementation of the major system without the participation of its business stakeholders. · No any arrangements of training programs for employees to adopt the change. Refer to the Real World Case on Net Suite, Berlin Packaging, and Churchill Downs in the chapter. In this case how could CRM systems like those reviewed help a business that you know or deal with provide you with better service? Provide some examples other than those discussed in the...
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...elsevier.com/locate/jom The impact of enterprise systems on corporate performance: A study of ERP, SCM, and CRM system implementations Kevin B. Hendricks a,1, Vinod R. Singhal b,*, Jeff K. Stratman b,2 b Richard Ivey School of Business, The University of Western Ontario, London, Ont., Canada N6A-3K7 College of Management, Georgia Institute of Technology, 800 West Peachtree St., NW, Atlanta, GA 30332-0520, United States Available online 23 March 2006 a Abstract This paper documents the effect of investments in Enterprise Resource Planning (ERP), Supply Chain Management (SCM), and Customer Relationship Management (CRM) systems on a firm’s long-term stock price performance and profitability measures such as return on assets and return on sales. The results are based on a sample of 186 announcements of ERP implementations, 140 SCM implementations, and 80 CRM implementations. Our analysis of the financial benefits of these implementations yields mixed results. In the case of ERP systems, we observe some evidence of improvements in profitability but not in stock returns. The results for improvements in profitability are stronger in the case of early adopters of ERP systems. On average, adopters of SCM system experience positive stock returns as well as improvements in profitability. There is no evidence of improvements in stock returns or profitability for firms that have invested in CRM. Although our results are not uniformly positive across the different enterprise systems (ES)...
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...realize that they do not drive the networking and telecom environment; the customers’ strategic and tactical objectives drive it. If service providers wish to position at higher levels in the corporation, they must change the way they communicate. Such communication should not only show an understanding of the enterprise applications themselves but also an understanding of how the applications relate to the service providers’ product set. This paper will outline three (of the many) enterprise applications and business drivers service providers can use to differentiate themselves. We will examine the concepts of data warehousing and data mining for the purpose of effective enterprise resource planning (ERP), customer relationship management (CRM), and supply chain management (SCM). We will define the major aspects of each, examine the drivers and impacts of each, and consider...
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...To better understand erp systems and to be able to truly evaluate the most effective systems in the market today, you need to first ask the question, what’s an erp system? enterprise resource planning better known for its shortcut (erp)systems integrate internal and external management information across an entire organization, embracing finance/accounting, manufacturing, sales and service, customer relationship management, etc. ERP systems automate this activity with an integrated software application. The purpose of ERP is to facilitate the flow of information between all business functions inside the boundaries of the organization and manage the connections to outside stakeholders.[1] ERP systems can run on a variety of computer hardware and network configurations, typically employing a database as a repository for information. After extensive uses and application from thousands of corporation and companies both global and local from mid size to large , we were able to assess and evaluate the ten best current erp systems and they are in none specific order : First, Openbravo Open bravo is a web-based, open source ERP business solution for small and medium sized companies. Already in production, Open bravo ERP encompasses a broad range of functionalities such as finance, supply chain, manufacturing & much more. Open bravo ERP has been designed with broad business functionality to help businesses improve overall performance. It is based on a single, integrated database...
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...for a product as it passes from one entity to the next across the supply chain. Answer: True False 8) Supply chain execution systems enable the firm to generate demand forecasts for a product and to develop sourcing and manufacturing plans for that product. Answer: True False 9) To minimize the expense of implementing an enterprise system, businesses can opt to curtail the customization of an enterprise package and instead change business processes to match the software. Answer: True False 10) Implementing an enterprise application typically requires organizational change as well as adjustments to existing business processes. Answer: True False 11) In a push-based model of SCM...
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...and manufacturing applications. Its attempt to integrate all areas of the company function into a single system that can serve different department needs throughout the company. By integrating all business function it helps the company to function more efficiently in the business processes. With the integration of business processes ERP helps to reduce operation cost, such as production and inventory costs, it helps with budgeting, generating more accurate demand forecasts, bill of material, speed production cycles and enhance customer service. ERP system has been growing tremendously since it first introduction, according to a Gartner research in 2005, the total ERP application grew 5.2 percent annually as the market deal with mergers, on demand and technology advances with Europe having the largest segment of the market at 42 percent. The financial application also has an astounding 44 percent of the market, worldwide the market revenue grew 16.7% with a market value of over $20.7 billion although they saw a reduce in market growth to 5.5 percent due to the global recession but had a larger market value at $21.4 billion, it also so a decline of 6% in 2009. Some examples of ERP include SAP, People Soft, Oracle, Siebel,...
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...The Goal of this summary is to provide Riordan Manufacturing the ability to facilitate business needs for the four divisions within Riordan Manufacturing; Finance and Accounting, Internet Site, Sales and Marketing, Human Resources and Legal, and Operations. Finance and Accounting Presently, all four locations use finance and accounting systems to collect, analyze and generate financial data for the company’s sales and revenue reports. This requires the company to manually generate reports, re-enter data and convert this data to compatible formats for the corporate headquarters to process. Each manufacturing entity uses similar subsystems such as procurement, order entry, invoice and shipping. The invoice subsystem will need to interface with the accounts receivable component. These systems feed into the sales and purchasing history, accounts receivable and accounts payable. The procurement, accounts payable and accounts receivable then are provided to the general ledger. Payroll is a separate subsystem that connects to the general ledger. Procurement is the obtaining of the necessary raw materials and supplies and this system needs to keep track of what is on order and in house. The order entry system records all of the customer’s orders. Order entry then provides data to the invoice system for correct billing. Accounts payable keeps tabs on making payments obtained via the procurement system while accounts receivable records customer payments on their invoices. The general...
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...Erp 1. Definition 2. Erp’s relevance in shipping and logistics 3. Greece, Cyprus, Singapore, Thailand. 4. Market players, their relevant share globally and if possible then resp countries. 5. Market size globally and then regionally. 6. Major current trends, future outlook, potential. An organization that has no ERP will be running on many kinds of software that do not allow interaction. Customization also may be difficult it in some cases. This will negatively affect the optimized functioning of organization's business activities. The organization will be facing hardship in many areas of its functions. The engineering design of the software will be needed in order to improve the product, and to follow the client's behavior and choices since the first contact is quite important. Administration of the different receipts interdependence will be very complex, such as invoices regarding materials purchases, general expenditures or salaries. All of these things change when an ERP system is implemented. Information flows constantly and allows you to follow a client's processes at any moment, no matter which part of the process they are going through. Purchases and expenditures are registered in a centralized database which allows you to have close control over these activities. In this regard ERP helps you to prevent possible abuse. A powerfully integrated ERP system enables interactions of marketing, sales, quality control, products processes, supply...
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...management capabilities (University of Phoenix, 2011). After discussing the assessment outcome with Rueben and Lisa, it was agreed upon that three areas need improvement to bring Club IT information technology systems into the mainstream of club management. The areas are integration and collaboration of functional areas within Club IT, customer relationship with the business, and the method of supply management. The first business problem Club IT needs to consider is upgrading the business end of software. Specifically, implementing commercially available Enterprise Resource Planning Systems (ERP) software into daily operations would be a nice start. Integrating the planning, management, and use of Club ITs resources into a single functional area will enhance the business processes of the organization (Rainer & Turban, 2009). Sales and marketing are just a couple of the areas that would feed into the ERP system within Club IT. Sales, in the form of food and preparation time would benefit through the implementation of an ERP system. Currently customer’s orders are paper centric and Club IT employees must physically move requests from point to point to accomplish orders. An ERP system would allow employees to input the order into an electronic menu pad and transmit to the kitchen, eliminating the need to walk from dining area to kitchen just to initiate an order. Another advantage would be the capturing and sharing of data within Club ITs information...
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...Vermont Teddy Bear Management information systems – MBA 615 2014 Table of Contents Executive Summary 2 Current Situation 3 Business Situation 3 IT situation 3 Problem Statement 4 Proposed solutions and alternatives 4 Overview 4 ERP 6 Supply Chain Management Software 7 CRM 7 Data Warehouse 8 Localized upgrades 8 Comparative study 9 Ideal Infrastructure 10 Recommendations 11 References …………………………………………………………………………………………………………………………….. 13 Executive Summary Vermont Teddy Bears is a private company that specializes in the manufacture of novelty items based on an e-commerce business model. Company management aims to generate new revenue streams through modifications to the retail system and the underlying IT infrastructure. The current IT infrastructure is robust enough and can handle peak times, but is constituted of an amalgamation of off-the-shelf software and home developed middleware with no comprehensive documentation available. The company CIO is studying four plans to upgrade the existing infrastructure, replacing legacy systems with an ERP, implementing a CRM system, implementing an SCM system, and creating a data warehouse for business analytics purposed. Also proposed is a mix and match alternative whereas only the necessary upgrades are done. An ideal model for the VTB IT infrastructure is built and compared against the proposed alternatives. A final recommendation combining 2 alternatives with the objective of upgrading...
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