1. Enterprise Applications and Business Process Integration
Chapter 11
Enterprise Applications and Business Process Integration

2. Management Information Systems
Chapter 11 Enterprise Applications and Business Process
Integration
OBJECTIVES
Assess how enterprise systems provide value for businesses and describe how they work
Assess how supply chain management systems provide value for businesses and describe how they work
Assess how customer relationship management systems provide value for businesses and describe how they work

3. Management Information Systems
Chapter 11 Enterprise Applications and Business Process
Integration
OBJECTIVES (Continued)
Explain how enterprise applications can be used in platforms for new cross-functional services
Identify the challenges posed by enterprise applications and management solutions

4. Enable a single view of corporate customers
Management Information Systems
Chapter 11 Enterprise Applications and Business Process
Integration
PNC Bank Case
Challenge: develop a single view of corporate and private banking customers; overcome historic segmentation of customers by product and location
Solutions: develop a customer relationship management system (CRM) and data warehouse to integrate customer data from diverse legacy systems
Enable a single view of corporate customers
Illustrates the role of enterprise systems in developing a holistic view of customers and achieving higher customer loyalty and profitability
Legacy: تراث
Holistic: فلسلفه

5. How Enterprise Systems Work
Management Information Systems
Chapter 11 Enterprise Applications and Business Process
Integration
ENTERPRISE SYSTEMS
How Enterprise Systems Work
Enterprise Systems:
Enterprise Resource Planning (ERP) systems
Interdependent software modules with a common central database that support basic internal business processes for finance and accounting, human resources, manufacturing and production, and sales and marketing

6. What Are Enterprise Systems?
Management Information Systems
Chapter 11 Enterprise Applications and Business Process
Integration
ENTERPRISE SYSTEMS
What Are Enterprise Systems?
Enterprise System Architecture
Figure 11-1

7. How Enterprise Systems Work (Continued)
Management Information Systems
Chapter 11 Enterprise Applications and Business Process
Integration
ENTERPRISE SYSTEMS
How Enterprise Systems Work (Continued)
Enterprise Systems: (Continued)
Enables data to be used by multiple functions and business processes for precise organizational coordination and control.

8. Process Map for Procuring New Equipment
Management Information Systems
Chapter 11 Enterprise Applications and Business Process
Integration
ENTERPRISE SYSTEMS
Process Map for Procuring New Equipment
Figure 11-2

9. Business Value of Enterprise Systems
Management Information Systems
Chapter 11 Enterprise Applications and Business Process
Integration
ENTERPRISE SYSTEMS
Business Value of Enterprise Systems
A more uniform organization
More efficient operations and customer-driven business processes
Firmwide information for improved decision making

10. A more uniform organization
Management Information Systems
Chapter 11 Enterprise Applications and Business Process
Integration
ENTERPRISE SYSTEMS
A more uniform organization
Company can use enterprise system to support organizational structures that were not previously possible or to create a more disciplined organizational Culture.
Example: use ER to create a more disciplined organizational culture across geographic or business unit

11. More efficient operations and customer-driven business processes
Management Information Systems
Chapter 11 Enterprise Applications and Business Process
Integration
ENTERPRISE SYSTEMS
More efficient operations and customer-driven business processes
ER can help create the foundation for a more customer-driven organization. By integrating discrete business processes in sales, production, finance, and logistics, the entire organization more efficiently respond to customer requests for products or information, forecast new products, and build and deliver them as demand requires,

12. Firmwide information for improved decision making
Management Information Systems
Chapter 11 Enterprise Applications and Business Process
Integration
ENTERPRISE SYSTEMS
Firmwide information for improved decision making
ER create a single, integrated repository of data for the entire firm, The data have common, standardized definitions and formats that are accepted by the entire organization.
ER software includes analytical tools for using data captured by the system to evaluate overall organizational performance.

13. The Supply Chain Supply chain:
Management Information Systems
Chapter 11 Enterprise Applications and Business Process
Integration
SUPPLY CHAIN MANAGEMENT SYSTEMS
The Supply Chain
Supply chain:
Network of organizations and business processes for procuring raw materials, transforming into products, and distributing them to customers
Materials, information, and payments flow through the supply chain in both directions.

14. The Supply Chain (Continued) Supply chain management:
Management Information Systems
Chapter 11 Enterprise Applications and Business Process
Integration
SUPPLY CHAIN MANAGEMENT SYSTEMS
The Supply Chain (Continued)
Supply chain management:
Coordination of business processes to speed information, product, and fund flows up and down a supply chain to reduce time, redundant effort, and inventory costs

15. A Supply Chain Management Information Systems Figure 11-3
Chapter 11 Enterprise Applications and Business Process
Integration
SUPPLY CHAIN MANAGEMENT SYSTEMS
A Supply Chain
Figure 11-3

16. Supply Chain Processes
Management Information Systems
Chapter 11 Enterprise Applications and Business Process
Integration
SUPPLY CHAIN MANAGEMENT SYSTEMS
Supply Chain Processes
SCOR (Chain Operations Reference Model) identifies five major supply chain processes:
Plan: Balancing demand and supply to meet sourcing, production, and delivery requirements
Source: Procurement of goods and services needed to create a product or service

17. Supply Chain Processes (Continued)
Management Information Systems
Chapter 11 Enterprise Applications and Business Process
Integration
SUPPLY CHAIN MANAGEMENT SYSTEMS
Supply Chain Processes (Continued)
Make: Processes that transform a product into a finished state
Deliver: Processes to manage order transportation and distribution
Return: Processes associated with product returns and post delivery customer support

18. Supply Chain Processes (Continued) Logistics:
Management Information Systems
Chapter 11 Enterprise Applications and Business Process
Integration
SUPPLY CHAIN MANAGEMENT SYSTEMS
Supply Chain Processes (Continued)
Logistics:
Planning and control of all factors that have an impact on the supply chain

19. Key Supply Chain Management Processes
Management Information Systems
Chapter 11 Enterprise Applications and Business Process
Integration
SUPPLY CHAIN MANAGEMENT SYSTEMS
Key Supply Chain Management Processes
Figure 11-4

20. Information and Supply Chain Management Just-in-time strategy :
Management Information Systems
Chapter 11 Enterprise Applications and Business Process
Integration
SUPPLY CHAIN MANAGEMENT SYSTEMS
Information and Supply Chain Management
Inaccurate or untimely information causes inefficiencies in supply chain, such as shortages, excessive inventory
Just-in-time strategy :
Scheduling system for minimizing inventory by having components arrive exactly at the moment they are needed and finished goods shipped as soon as they leave the assembly line

21. Information and Supply Chain Management (Continued) Bullwhip effect:
Management Information Systems
Chapter 11 Enterprise Applications and Business Process
Integration
SUPPLY CHAIN MANAGEMENT SYSTEMS
Information and Supply Chain Management (Continued)
Bullwhip effect:
Distortion of information about the demand for a product as it passes from one entity to the next across the supply chain

22. The Bullwhip Effect Management Information Systems Figure 11-5
Chapter 11 Enterprise Applications and Business Process
Integration
SUPPLY CHAIN MANAGEMENT SYSTEMS
The Bullwhip Effect
Figure 11-5

23. Supply Chain Management Applications
Management Information Systems
Chapter 11 Enterprise Applications and Business Process
Integration
SUPPLY CHAIN MANAGEMENT SYSTEMS
Supply Chain Management Applications
Supply chain management systems: Automate flow of information between company and supply chain partners
Supply chain planning systems: Generate demand forecasts for a product (demand planning) and help develop sourcing and manufacturing plans for that product

24. Supply Chain Management Applications (Continued)
Management Information Systems
Chapter 11 Enterprise Applications and Business Process
Integration
SUPPLY CHAIN MANAGEMENT SYSTEMS
Supply Chain Management Applications (Continued)
Supply chain execution systems:
Manage the flow of products through distribution centers and warehouses to ensure that products are delivered to the right locations in the most efficient manner

25. Supply Chain Performance Measurement
Management Information Systems
Chapter 11 Enterprise Applications and Business Process
Integration
SUPPLY CHAIN MANAGEMENT SYSTEMS
Supply Chain Performance Measurement
Metrics for measuring supply chain performance:
Fill rate (the ability to fill orders by the due date)
Average time from order to delivery
The number of days of supply in inventory
Forecast accuracy
The cycle time for sourcing and making a product

26. Supply Chain Management and the Internet
Management Information Systems
Chapter 11 Enterprise Applications and Business Process
Integration
SUPPLY CHAIN MANAGEMENT SYSTEMS
Supply Chain Management and the Internet
Intranets and Extranets for Supply Chain Management
Figure 11-6

27. Internet-based supply chain management applications:
Management Information Systems
Chapter 11 Enterprise Applications and Business Process
Integration
SUPPLY CHAIN MANAGEMENT SYSTEMS
Internet-based supply chain management applications:
Provide standard set of tools
Facilitate global supply chains
Reduce costs
Enable efficient customer response
Allow concurrent supply chains

28. Management Information Systems
Chapter 11 Enterprise Applications and Business Process
Integration
SUPPLY CHAIN MANAGEMENT SYSTEMS
Push-based model:
Production master schedules based on forecasts of demand for products, and products are “pushed” to customers (build-to-stock)
Pull-based model:
Supply chain driven by actual customer orders or purchases (build-to-order)

29. Push- versus Pull-Based Supply Chain Models
Management Information Systems
Chapter 11 Enterprise Applications and Business Process
Integration
SUPPLY CHAIN MANAGEMENT SYSTEMS
Push- versus Pull-Based Supply Chain Models
Figure 11-7

30. The Future Internet-Driven Supply Chain
Management Information Systems
Chapter 11 Enterprise Applications and Business Process
Integration
SUPPLY CHAIN MANAGEMENT SYSTEMS
The Future Internet-Driven Supply Chain
Figure 11-8

31. Business Value of Supply Chain Management Systems
Management Information Systems
Chapter 11 Enterprise Applications and Business Process
Integration
SUPPLY CHAIN MANAGEMENT SYSTEMS
Business Value of Supply Chain Management Systems
Improved customer service and responsiveness
Cost reduction
Cash utilization

32. Customer Relationship Management and Partner Relationship Management
Management Information Systems
Chapter 11 Enterprise Applications and Business Process
Integration
CUSTOMER RELATIONSHIP MANAGEMENT SYSTEMS
Customer Relationship Management and Partner Relationship Management
Customer Relationship Management (CRM):
Business and technology discipline for managing customer relationships to optimize revenue, profitability, customer satisfaction, and customer retention

33. CRM helps organization identify customers whose cost little to attract and to keep and who provide the greatest revenues for every marketing or customer service dollar spent.
The good customers represent about percent of a company’s profits, but the represent only 10 to 20 percent of the company’s customer bas.
CRM focuses on ways of retaining profitable customers and maximizing lifetime revenue from them.

34. Partner Relationship Management (PRM):
Management Information Systems
Chapter 11 Enterprise Applications and Business Process
Integration
CUSTOMER RELATIONSHIP MANAGEMENT SYSTEMS
Partner Relationship Management (PRM):
Automation of the firm’s relationships with its selling partners using customer data and analytical tools to improve coordination and customer sales
It provides a firm with tools to assess its partners’ performance so it can make sure its best partners receive the support they need to close more business.

35. Customer Relationship Management Applications
Management Information Systems
Chapter 11 Enterprise Applications and Business Process
Integration
CUSTOMER RELATIONSHIP MANAGEMENT SYSTEMS
Customer Relationship Management Applications
CRM systems:
Capture and integrate customer data from all over the organization
Consolidate and analyze the data
Distribute results to various systems and customer touch points across the enterprise
Consolidate: تعزيز، تقويه

36. Customer Relationship Management Applications (Continued)
Management Information Systems
Chapter 11 Enterprise Applications and Business Process
Integration
CUSTOMER RELATIONSHIP MANAGEMENT SYSTEMS
Customer Relationship Management Applications (Continued)
Touch point:
A method of interaction with a customer, such as telephone, , customer service desk, conventional mail, Web site, or retail store

37. CRM systems can provide a single enterprise view of customers that can be used for improving both sales and customer service. it can provide customers with a single view of the company regardless of what touch point the customer uses.

38. Customer Relationship Management (CRM) Software
Management Information Systems
Chapter 11 Enterprise Applications and Business Process
Integration
CUSTOMER RELATIONSHIP MANAGEMENT SYSTEMS
Customer Relationship Management (CRM) Software
Can range from niche tools to large-scale enterprise applications
Can link to other major enterprise applications, such as supply chain management
Can include modules for partner relationship management (PRM) and employee relationship management (ERM)

39. Typically include capabilities for
Management Information Systems
Chapter 11 Enterprise Applications and Business Process
Integration
CUSTOMER RELATIONSHIP MANAGEMENT SYSTEMS
Customer Relationship Management (CRM) Software (Continued)
Typically include capabilities for
Sales Force Automation (SFA)
Customer service
Marketing

40. Sales force automation (SFA): SAF modules in CRM systems help sales staff increase their productivity by focusing sales efforts on the most profitable customers, those who are good candidates for sales and services.
It provide sales prospect and contact information, product configuration capabilities, and sales quote generation capabilities.

41. Customer service: in this modules provide information and tools to make call centers, help desk, and customer support staff more efficient. they have capabilities for assigning and managing customer service request.

42. Marketing: CRM systems support direct-marketing campaigns by providing capabilities for:
capturing prospect and customer data
providing product and service information,
qualifying leads for targeted marketing, and
scheduling and tracking direct-marking mailings or .

43. CRM Software Capabilities
Management Information Systems
Chapter 11 Enterprise Applications and Business Process
Integration
CUSTOMER RELATIONSHIP MANAGEMENT SYSTEMS
CRM Software Capabilities
Figure 11-9

44. Customer Loyalty Management Process Map
Management Information Systems
Chapter 11 Enterprise Applications and Business Process
Integration
CUSTOMER RELATIONSHIP MANAGEMENT SYSTEMS
Customer Loyalty Management Process Map
Figure 11-10

45. Operational and Analytical CRM
Management Information Systems
Chapter 11 Enterprise Applications and Business Process
Integration
CUSTOMER RELATIONSHIP MANAGEMENT SYSTEMS
Operational and Analytical CRM
Operational CRM:
Customer-facing applications, such as sales force automation, call center and customer service support, and marketing automation
Examples: Campaign management, e-marketing, account and contact management, lead management, telemarketing, teleselling, e-selling, field sales

46. Management Information Systems
Chapter 11 Enterprise Applications and Business Process
Integration
CUSTOMER RELATIONSHIP MANAGEMENT SYSTEMS
Analytical CRM:
Applications that analyze customer data generated by operational CRM applications to provide information for improving business performance
Examples: Develop customer segmentation strategies and customer profiles; analyze customer or product profitability; identify trends in sales length cycle; analyze leads generated and conversion rates

47. Analytical CRM Data Warehouse
Management Information Systems
Chapter 11 Enterprise Applications and Business Process
Integration
CUSTOMER RELATIONSHIP MANAGEMENT SYSTEMS
Analytical CRM Data Warehouse
Figure 11-11
OLAP: online analytical processing
Legacy: تراث

48. Business Value of Customer Relationship Management Systems
Management Information Systems
Chapter 11 Enterprise Applications and Business Process
Integration
CUSTOMER RELATIONSHIP MANAGEMENT SYSTEMS
Business Value of Customer Relationship Management Systems
Increased customer satisfaction
More effective marketing and reduced direct marketing costs
Lower costs for customer acquisition and retention

49. Business Value of Customer Relationship Management Systems (Continued)
Management Information Systems
Chapter 11 Enterprise Applications and Business Process
Integration
CUSTOMER RELATIONSHIP MANAGEMENT SYSTEMS
Business Value of Customer Relationship Management Systems (Continued)
Increased revenue from identifying most profitable customers and segments for marketing, cross-selling, up-selling
Reduce churn rate:
Churn: ينتج بشكل كبير، يرغي
Number of customers who stop using or purchasing products or services from a company

50. The Importance of CRM Performance Measurement
Management Information Systems
Chapter 11 Enterprise Applications and Business Process
Integration
CUSTOMER RELATIONSHIP MANAGEMENT SYSTEMS
The Importance of CRM Performance Measurement
Successful CRM implementations require that financial and operation goals, and metric for evaluation, are clearly defined at outset of project
Metrics for CRM may include:
Cost per lead
Cost per sale

51. The Importance of CRM Performance Measurement (Continued)
Management Information Systems
Chapter 11 Enterprise Applications and Business Process
Integration
CUSTOMER RELATIONSHIP MANAGEMENT SYSTEMS
The Importance of CRM Performance Measurement (Continued)
Number of repeat customers
Reduction of churn
Sales closing rate
Customer Lifetime Value (CLTV): Difference between revenues and expenses minus the cost of promotional marketing used to retain an account

52. Service Platforms and Business Process Management
Management Information Systems
Chapter 11 Enterprise Applications and Business Process
Integration
ENTERPRISE INTEGRATION TRENDS
Service Platforms and Business Process Management
Service Platform:
Integration of multiple applications from multiple business functions, business units, or business partners to deliver a seamless experience for the customer, employee, manager, or business partner

53. Business Process Management:
Management Information Systems
Chapter 11 Enterprise Applications and Business Process
Integration
ENTERPRISE INTEGRATION TRENDS
Business Process Management:
A methodology for dealing with the organization’s need to change its business processes continually to remain competitive
Portals: Frameworks for building composite services, integrating information form enterprise applications and in-house legacy systems
Composite: مركب من عدة عناصر

54. Order-to-Cash Service
Management Information Systems
Chapter 11 Enterprise Applications and Business Process
Integration
ENTERPRISE INTEGRATION TRENDS
Order-to-Cash Service
Figure 11-12

55. Management Opportunities:
Management Information Systems
Chapter 11 Enterprise Applications and Business Process
Integration
MANAGEMENT OPPORTUNITIES, CHALLENGES AND SOLUTIONS
Management Opportunities:
Improvement of process coordination and management decision making
Reductions in inventory costs, order-to-delivery time, and more efficient customer response and higher product and customer profitability

56. Management Challenges:
Management Information Systems
Chapter 11 Enterprise Applications and Business Process
Integration
MANAGEMENT OPPORTUNITIES, CHALLENGES AND SOLUTIONS
Management Challenges:
High total cost of ownership
Organizational change requirements
Realizing strategic value

57. Look at business objectives first
Management Information Systems
Chapter 11 Enterprise Applications and Business Process
Integration
MANAGEMENT OPPORTUNITIES, CHALLENGES AND SOLUTIONS
Solution Guidelines:
Look at business objectives first
Attention to data and data management
Senior management commitment and employee support
Education and training