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Examples of enterprise systems. Core enterprise data: Mapping to application types As an alternative to pure integration for some classes of application.

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Presentation on theme: "Examples of enterprise systems. Core enterprise data: Mapping to application types As an alternative to pure integration for some classes of application."— Presentation transcript:

1 Examples of enterprise systems

2 Core enterprise data: Mapping to application types As an alternative to pure integration for some classes of application consolidation is chosen In some cases, the solution is a mix of integration and consolidation CRM, SCM and ERP are common examples of enterprise applications 2 Purchases Shipments Inventory Orders Customers Service Billing AccountingHR Marketing Planning Assets Project management Supply Chain Management Customer Relation ship management ERP

3 Example 1: ERP Systems

4 What is ERP? ERP stands for Enterprise Resource Planning, which is a software system that: Takes an enterprise approach to integrating and optimising business processes across departments (finance, HR, sales, etc). Provides consistent information for timely decision-making and performance measurement

5 5 ERP vendors and market The ERP market consolidated considerably leaving SAP and Oracle as leaders. Oracle acquired PeopleSoft who had acquired JD Edwards Typical of maturing technology markets which have 2 leaders and a few niche players There are also specialised vendors Infor (GEAC, SSA) – consolidator/vertical niches Microsoft Dynamics - SME Open source projects are not widely used Unclear if they will gain ground This lecture will cover general ERP issues but focus on SAP as an example. This is not an advert for SAP!

6 6 Example Requirement: Customer service Provide agent with a single point of access from which they can complete the order Check information (availability of items, pricing and credit) Request initiation of internal processes (manufacturing, delivery) Provide reliable information to the customer (delivery date, price) But associated data and processes relate to different functions within the organisation which may be in different systems.

7 7 Potential Solutions Integration of existing function based systems EAI is the solution Consolidation into a single application with a consistent set of process and data models ERP is the solution In most cases, an enterprise will combine both approaches Consolidate in some places Integrate in other places

8 8 Enterprise Resource Planning An ERP deployment consists of Integrated modules Common process and data models and definitions Common database Update one module, automatically updates others ERP is More about business process change than technology An approach to managing all resources and their use in the entire enterprise in a coordinated manner A set of integrated business applications, or modules which carry out common business functions such as general ledger, accounting, or order management An approach to supporting business through optimizing, maintaining, and tracking business functions Focused on value chains, rather than individual functions

9 9 Typical Technical Architecture N-tier architecture Database server with a single data model (multiple servers hosting a distributed database ) Application logic servers with process models (multiple servers, distributed ) Web/Internet server Presentation level (browsers) Provides an integration layer to enable integration of external systems into the ERP system.

10 10 Functionality of an ERP e.g. mySAP

11 11 Functionality of an ERP e.g. mySAP Portal Data Warehouse Technology to integrate people, information and business processes across technologies Integrate SAP systems

12 12 Functionality of an ERP e.g. mySAP Management of travel costs and expense claims Managing corporate liability Traditional ERP: Controlling areas of most expense Management of property etc HR: Workforce compensation

13 13 Functionality of an ERP e.g. mySAP Traditional ERP: All the well-known value chain processes: Order to cash etc.

14 14 Functionality of an ERP e.g. mySAP Human Capital Management: support of line management, retention/recruitment, global HR planning and management

15 15 Functionality of an ERP e.g. mySAP Financials: Automation of finance functions to minimise costs. Speed up the preparation of financial information. Compliance, better management of free cash resources

16 16 Functionality of an ERP e.g. mySAP Analytics: Optimisation and automation of planning, analysis of performance, management accounting support.

17 17 mySAP Business Suite Solutions lmySAP Insurance lmySAP Media lmySAP Mill Products lmySAP Mining lmySAP Oil & Gas lmySAP Pharmaceuticals lmySAP Public Sector lmySAP Retail lmySAP Service Providers lmySAP Telecommunications lmySAP Utilities Industry Solutions lmySAP Aerospace & Defense lmySAP Automotive lmySAP Banking lmySAP Chemicals lmySAP Consumer Products lmySAP Engineering & Construction lmySAP Financial Service Provider lmySAP Healthcare lmySAP High Tech lmySAP Higher Education & Research Cross-Industry Solutions lmySAP Workplace lmySAP CRM lmySAP SCM lmySAP Marketplace lmySAP E-Procurement lmySAP BI lmySAP PLM lmySAP HR lmySAP Financials lmySAP Mobile Business lmySAP Hosted Solutions l mySAP Services Infrastructure and Services lmySAP Technology Many variants of the horizontal ERP package are available for specific industy needs. There are also some niche ERP vendors focusing exclusively on individual industries.

18 18 The user view of an ERP: Login screen

19 19 The user view of an ERP: Choose your options

20 20 The user view of an ERP: Create a requisition

21 21 The user view of an ERP: Create a requisition (II) ERP implementations may contain 1,000s of screens ERP embeds knowledge of the organisation’s and industry’s terminology, processes and data

22 22 Benefits of ERP Common set of data Removes consistency and synchronisation issues Ready integration for decision support systems Inter-department integration for all departments using the ERP Library of available standard template processes and modules make integration easier Forces Business Process Reengineering

23 23 Potential Limitations of ERP Global ERP can be a never-ending project for large organisations No organisation exists in isolation There are always suppliers and clients who use different data models. This means that the need for integration cannot be removed. Inter-department integration relies on using the global ERP Causes problems with anomalous departments, recently required, geographically isolated or with different business processes. The software can drive the business rather than the other way around Templates tend to impose the standard business process rather than your organisations business process. This is okay for commoditised processes but not for all. Note: ERP requires similar types of organisational readiness as EAI Only technology readiness is not relevant as technology is being replace

24 24 ERP and organisational readiness ERP requires similar types of organisational readiness as EAI Only technology readiness is not relevant as technology is being replace Issues are more significant because Cost and impact of the project is greater Degree of process change is much more significant User interface and interaction is totally changed Impact on organisational and individual roles is greater

25 25 ERP Implementation Options Green field Create IS architecture from scratch ERP by Function Deploy one or a few ERP modules across all Business Units Risk: May never extend beyond original function. ERP by Business Unit Deploy fully integrated ERP suite in one or more Business Units Fully Integrated ERP Full scale deployment across the enterprise

26 26 ERP and integration capabilities All ERP implementations require integration with other systems Supplier or customer systems Legacy systems which cannot be retired. As part of an incremental transition to a global ERP system ERP Integration layers Provide SOA or EAI type capabilities Typically tightly coupled to the ERP and focus on integration into the ERP E.g. SAP NetWeaver Oracle Fusion

27 27 Example: SAP XI SAP Exchange Infrastructure (SAP XI) An integration server (EAI) Integrates SAP applications and 3 rd party applications Integration server Message routing Message mapping/transformation Integration adapters Protocol and data format conversion (into/out of XML)

28 Implementing an ERP system

29 Impact of an EAI project on the organisation ERP projects typically completely replace the existing applications Change the user interface and workflows Implements redesigned business processes impacting all aspects of the business using the new system ERP systems change the way the organisation operates ERP systems significantly impacts the work duties undertaken by individuals using the new system ERP systems change the reports and information available to senior management ERP systems replace existing ‘working applications’ While the new system should be an improvement, there is significant risk and inconvenience associated with the roll out of any new system 29

30 30 ERP is always a major project Any ERP project requires significant time and cost. It is likely to be disruptive and result in business process changes across the organisation. To be successful The project must have high priority and visibility within an organization. Senior management commitment with regular progress reviews at the appropriate levels of management. Risks Many companies are unclear on the likely total project cost or return. As with any enterprise level project, scope creep, organisational politics and change regularly cause failure. Implementing an ERP system

31 ERP readiness Most of the factors described as EAI readiness also apply to ERP projects Exception is technology readiness as the applications are being replaced Process readiness is particularly important for an ERP project The core of an ERP project is the redesign of existing business processes Processes TechnologyEmployees Culture Structure ©2001, IT Catalysts, Inc.

32 32 SAP‘s ASAP – Rapid Implementation Methodology Project Preparation Business Blueprint Realization Final Preparation Go Live & Support Continuous Change © SAP Five step approach to implementation of SAP to address the potential challenges and ensure effective project management Incorporates many standard concepts of project management

33 33 SAP‘s ASAP – Rapid Implementation Methodology Phase 1: Project Preparation Provides initial planning and preparation for project. Gather requirements Requirements workshops Requirements documentation and control processes Project success requires requirements gathering which Is inclusive with representation and engagement from all participants. Has clear and effective approval processes at senior management level. Phase 2: Business Blueprint Create the Business Blueprint detailed documentation of the results gathered during requirements workshops. documents the business process requirements of the company which creates a common understanding of how the company will operate.

34 34 Strengths/Weaknesses of Business Blueprints Strengths Share a common understanding with everyone on the project Formalises the agreement between The IT project team and business Different business departments Reduced level of communication required during implementation Supports impact analysis when requirement change occurs. Weaknesses Processes can be difficult to model Business process can be poorly defined Need to distinguish between real business process requirements and legacy “way we do business” Must balance need to perfect definitions and need to complete the project. Business processes can change rapidly

35 35 SAP‘s ASAP – Rapid Implementation Methodology Phase 3: Realization Implement all the business and process requirements based on the Business Blueprint. Configure the system step by step in two work packages, Baseline and Final configuration. Phase 4: Final Preparation Complete testing, end user training, system management and cutover activities to achieve go-live readiness. Final Preparation phase requires resolution of all critical open issues.

36 36 SAP‘s ASAP – Rapid Implementation Methodology Phase 5 Go Live and Support: Transition from a project-oriented, pre-production environment to live production operation. Continuous Change: Provide on-going support and assistance for post go-live. Provide solutions for standard minor tweaks and changes Provice solutions for evolution of the solution to support: Business changes Technology changes Changes in the user community or New business content. ASAP covers these activities

37 37 Supporting Continuous Change Market Technology Changes Project Preparation Business Blueprint Realiz- ation Final Preparation Go Live & Support New Analysis RequirementsNew Business Content Implementation Release 1 ASAP Implementation ASAP Continuous Change New Functionality Implementation Release 2 Implementation Release 3 Competitive Environment Changes

38 COMPARING EAI AND ERP 38

39 Comparing EAI and ERP:EAI EAI integrates primarily behind the scenes  Most of the user interaction is unchanged Process changes occur only for the integrated process 39 App1App 3App2App1App 3App2

40 Benefits of EAI based process automaton Integrates with existing process and data models – handling incompatibilities when necessary Allows the high value integration problem to be addressed without disrupting the other applications Integrates with existing process and data models – handling incompatibilities when necessary Minor/moderate changes to the user interaction causes minor/moderate changes to the business as a whole 40

41 Comparing EAI and ERP: ERP ERP changes both user interaction and applicaton  All user interaction, data/process models are changed 41 App1App 3App2 Module 1 Module 2 Module 3

42 Benefits of ERP based process automation Creates a set of processes and associated data models which are mutually compatible and comprehensive Equally effective at automation within a single department or across multiple departments ERP vendor typically provides ‘standard’/template processes already proven for a particular industry 42

43 Example Penguin’s Global ERP Strategy – an example of a consolidation strategy

44 44 The Globalization of Supply Chain Systems Anne Naramore Vice President International Technology Strategy Pearson plc Frankfurt Book Fair 28 th International Supply Chain Specialist Meeting

45 45 Agenda Pearson Supply Chain Environment Today Supply Chain Technology Strategy Case Study: Asia Summary

46 46 Pearson is a world leading education and information company, helping people of all ages to live and learn Sales: £4,096 M / $7,045 M +9% 2005 Adjusted Operating Profit: £509 M / $875 M +22% PEARSON A Good Read

47 47 Geographic Businesses Penguin: 20% £804 M / $1,383 M FT Group: 15% £629 M / $1,082 M Professional: 14% £589 M / $1,013 M Higher Education: 19% £779 M / $1,340 M School: 32% £1,295 M / $2,227 M North America: 66% £2,717 M / $4,673 M Europe: 24% £963 M / $1,656 M Asia Pacific: 7% £300 M / $516 M Rest of World: 3% £116 M / $200 M Main Businesses

48 New authors published by Penguin around the world 18 M U.S. school students learning English and Math with a Pearson programme 3.5 M Professionals who qualified in our testing centres Interesting Facts

49 M Readers reached by the Financial Times in print and online 0.5 BN People learning English with Longman materials 3.6 M College students in America using a Pearson online service Interesting Facts

50 50 Pearson’s business strategy and organization culture has yielded a relatively diverse, decentralized portfolio of ERPs implemented at the region/operating company level. Business process standardization within Pearson occurs largely at the region/operating company level due to market demands. Consequently, Pearson has adopted a decentralized IT strategy, with implementations occurring at the region/operating company level. Supply Chain: Environment Today Business processes: The life cycle of a product/title Editorial & Production Sales & Marketing Inventory Management Sales Order Processing Financials Distribution and Warehousing eCommerce Human Resources/Payroll Business Intelligence (analysis and reporting)

51 51 ERP Editorial & Production Sales & Marketing Inventory Mgmt Order MgmtFinanceDistributioneCommerceHR/Payroll Business Intelligence Oracle - Assessment SAP Penguin SAP 3.1i - School Vista - Canada Custom System - Higher Education Complex Environment: North America Supported by ERPNot supported by ERPLegend:

52 52 ERP Editorial & Production Sales & Marketing Inventory Mgmt Order MgmtFinanceDistributioneCommerceHR/Payroll Business Intelligence Vista - Dutch JDE - Spain Infos - Germany Exact - Poland Libris - France Oracle - Italy SAP UK Vista - UK Complex Environment: Europe Supported by ERPNot supported by ERPLegend:Not in scope for business

53 53 Complex Environment: Latin America ERP Editorial & Production Sales & Marketing Inventory Mgmt Order MgmtFinanceDistributioneCommerceHR/Payroll Business Intelligence JDE - Mexico Siscorp - Brazil Stradivarius - Argentina JDE - Colombia Saab - Chile Figaro - Uruguay Supported by ERPNot supported by ERPLegend:

54 54 Complex Environment: Pacific Rim ERP Editorial & Production Sales & Marketing Inventory Mgmt Order MgmtFinanceDistributioneCommerceHR/Payroll Business Intelligence IBS Bookmaster - Hong Kong - Singapore - Malaysia Epicor - Taiwan - Korea Custom System - Japan IBS Bookmaster - Australia Supported by ERPNot supported by ERPLegend:

55 55 Exercise What should Pearson do? Identify three strategies Identify business risks with each strategy

56 56 Supply Chain Technology: Strategy Pearson has adopted a decentralized strategy, with implementations occurring at the region/operating company level. While supporting all the operating companies from a single ERP is desirable, the cost to consolidate is high and difficult to justify, and the process standardization required could inhibit business performance. Pearson’s Roadmap sets a course to: Maintain a decentralized approach Allow ‘scope’ to meet regional /operating company requirements Upgrade as versions go end-of-life Govern introduction of new systems Consolidate and standardize when cost justified

57 57 Case Study: Asia September 2004: Consolidate business units into a single ERP instance NPV: $954.9 K | IRR: 37 % | Payback: 1.3 years Goals: Standardize business processes & operating procedures across the region Reduce long-term costs (IT, Customer Service, Finance) Improve utilization of IT systems & resources Provide standard system platform for operation Scope (Locations): Hong Kong, Taiwan, Korea, Japan, Singapore and Malaysia Hong Kong hosting location and support center MPLS connectivity for each country access

58 58 Case Study: Asia Consolidate business units into a single ERP instance Functionality: Editorial & Production processing Academic adoption management Sales Order processing Inventory management Procurement Distribution & warehousing Financials (GL, AP, AR) Royalty management Business intelligence (analysis and reporting)

59 59 Case Study: Asia Consolidate business units into a single ERP instance Rollout Timeline: Apr May Jun Jul 2006 Aug 2006 Sep 2006 Oct 2006 Nov De c Jan 2007 Feb 2007 Mar 2007 Apr 2007 May Jun 2007 Jul 2007 Aug 2007 Sep Singapore Malaysia Hong Kong Korea Taiwan (delayed 6 months) Japan

60 60 Case Study: Asia Consolidate business units into a single ERP instance Solution Provider: IBS Bookmaster Build upon existing implementation in Singapore Build upon existing relationship with vendor Singapore and Malaysia Pearson Australia South Africa (MML) Most cost effective solution Met majority of functionality needs

61 61 Case Study: Asia Consolidate business units into a single ERP instance What We Learned: Partnership with vendor Strong executive sponsorship and project governance Thorough functionality requirements Functionality gaps always found – accept it and manage closely Dedicated and skilled project managers (internal & vendor) Contingency: money, time and resources Don’t underestimate language barriers and cultural styles: slows process down Replicate Success and Learnings: Taking approach to Europe

62 62 Summary: Environment today

63 63 Summary: Future environment Long-term strategy | Time, Money, and Strong Partners


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