3. Chapter 73

4. 4 ERP and Supply Chains It is comprised of a set of applications that automate routine back-end operations: such as financial management inventory management Scheduling order fulfillment cost control accounts payable and receivable, It includes front-end operations such as: POS Field Sales Service It also increases efficiency, improves quality, productivity, and profitability. ERP or enterprise systems control all major business processes with a single software architecture in real time. ESSENTIALS OF ENTERPRISE SYSTEMS AND SUPPLY CHAINS

5. Chapter 65 Functional Areas – Value Chain Perspective The value chain model, views activities in organizations as either primary ( reflecting the flow of goods and services ) or secondary ( supporting the primary activities ). The organizational structure of firms is intended to support both of these types of activities.

6. Chapter 66 Functional Areas in a Business

7. Chapter 77 ESSENTIALS OF ENTERPRISE SYSTEMS AND SUPPLY CHAINS

8. Chapter 78 Supply Chain زنجیره تامین زنجیرۀ تأمین : - جریان مواد، اطلاعات، پول و خدمات از تأمین کنندگان، موادخام، از طریق کارخانه ها و انبارها، به مصرف کنندگان - یک زنجیرۀ تأمین شامل سازما نها و فرایندهایی است که کار تولید و انتقال محصولات،اطلاعات و خدمات رسانی به مصرف کنندۀ نهایی را انجام می دهند. - خرید، جریان پرداخت ها، اداره مواد، برنامه ریزی و کنترل تولید، تدارکات و انبارداری، کنترل موجودی و توزیع و حمل و نقل

9. Supply Chain Management (SCM) سه جریان عمده زنجیرۀ تأمین : 1. جریان مواد. عبارت است از تمامی محصولات فیزیکی، مواد جدید، تجهیزات و... که در طول زنجیره جریان دارند. جریان مواد در برگیرنده جریان معکوس ( شامل محصولات برگشتی، محصولات بازیافت شده و مواد یا محصولات دورریز ) نیز می باشد. 2. جریان اطلاعات. عبارت است ازکلیه داده های مربوط به تقاضا، حمل و نقل ، سفارشات، برگشت یها، زمانبندی ها و تغییر در داده های مذکور. 3. جریا ن مالی. جریان مالی در برگیرنده تمامی نقل و انتقالات پولی، پرداختی ها،کارت های اعتباری، زمانبندی پرداخت ها، پرداخت های الکترونیکی و داده های مربوط به اعتبار Chapter 7

10. 10

11. Chapter 711 Supply Chain زنجیره تامین ساختار و اجزای زنجیرۀ تأمین :

12. Chapter 712 Supply Chain Automotive Supply Chain

13. استفاده از RFID برای بهبود زنجیره تامین

16. Chapter 716 ERP ( Enterprise Resource Planning) برنامه ریزی منابع سازمان

17. Chapter 717 چگونه می توان تمامی فرایند های اصلی کسب و کار را با یک معماری نرم افزاری به شکل بلادرنگ کنترل کرد؟. سئوال؟

18. Chapter 718 ERP ( Enterprise Resource Planning) ٍبرنامه ریزی منابع سازمان معمول ترین راه حل نرم افزاری یکپارچه برای این مشکل : برنامه ریزی منابع سازمان یا سیستم های سازمانی ویژگی ها : برنامه ریزی، مدیریت و استفاده از کلیه منابع در تمام سازمان به صورت یکپارچه. این نرم افزار شامل مجموعه ای از برنامه های کاربردی است که عملیات روزمرۀ واسط اجرائی ( نظیر امور مالی، مدیریت موجودی و زمان بندی ) را به منظور کمک به سازمان در ERP جهت انجام وظایفی مانند اجرای سفارش، خودکار می کند.

19. مزایای محسوس : کاهش موجودی کاهش کارمندان ارتقاء بهره وری بهبود مدیریت سفارش بهبود چرخۀ مالی بسته کاهش هزینه های فناوری اطلاعات، کاهش هزینۀ خرید، بهبود مدیریت نقدینگی، افزایش درآمد / سود، کاهش هزینۀ حمل و نقل تدارکات، کاهش هزینۀ نگهداری و بهبود تحویل فوری Chapter 719

20. مزایای نامحسو س : شفافیت اطلاعات فرایندهای نو / پیشرفته پاسخگویی به مشتری استانداردسازی انعطاف پذیری جهانی سازی و بهبود عملکرد کسب و کار Chapter 720

21. بخریم یا بسازیم؟ دو انتخاب : 1: خودمان، یک سیستم یکپارچه را با پیوند بسته های نرم افزاری کارکردی موجود یا با برنامه نویسی یک سیستم جدید و اختصاصی بسازیم. 2: از نرم افزارهای ERP موجود در بازار که سریع تر و ارزان تر است استفاده کنیم. Chapter 721

22. انواع ERP ERP نسل اول : فعالیت های اطلاعاتی و کامپیوتری هر سازمان به طور مستقل یا مرتبط به چند مجموعه دیگر ERP نسل دوم : توسعه فعالیت های اطلاعاتی به صورت یکپارچه به کل سازمان ERP نسل سوم : توسعه فعالیت های اطلاعاتی به صورت یکپارچه به کل سازمان Chapter 722

23. Chapter 723 CRM ( Customer Relationship Management) مدیریت ارتباط با مشتری

24. حرف CRM چیست؟ مشتریان هسته اصلی کسب و کار هستند موفقیت شرکت به مدیریت مؤثر روابط با مشتری وابسته است بهینه سازی ارزش در بلند مدت است. Customer is the King Chapter 724

25. Chapter 725 E-Commerce and Supply Chains Upstream Activities improve the upstream supply chain through e-procurement Internal Supply Activities from entering purchase orders, to recording sales, to order fulfillment, to tracking shipments, are usually conducted over a corporate intranet Downstream Activities enhance the activity downstream activities by providing online ordering Vertical exchanges combine upstream and downstream EC supply chain activities. These B2B exchanges, provide a medium where buyers and sellers can meet. A major role of EC is to facilitate buying and selling along all segments of the supply chain.

26. Chapter 726 E-Commerce and Supply Chains Continued

27. Chapter 727 There are many benefits to integrating functional systems. Tangible benefits: Inventory reduction Personnel reduction Productivity improvement Order management improvement Financial-close cycle improvements IT cost reduction Procurement cost reduction Cash management improvements Revenue/profit increases Transportation logistics cost reduction Maintenance reduction On-time delivery improvement. Supply Chains Benefits

28. Chapter 728 Intangible benefits: Information visibility New/improved processes Customer responsiveness Standardization Flexibility Globalization Business performance Reduction in duplication of entries controls and reconciliation are enhanced rapid assimilation of data into the organization Supply Chains Benefits Continued Systems can be integrated internally and externally. Internal integration refers to integration between applications inside a company, whereas external integration refers to integration of applications among business partners.

29. Chapter 729 Customer Relationship Management (CRM) CRM recognizes that customers are the core of a business and that a company’s success depends on effectively managing relationships with them. It focuses on building long–term and sustainable customer relationships that add value both for the customer and the company. Types of CRM Operational CRM Analytical CRM Collaborative CRM

30. Chapter 730 Customer Relationship Management (eCRM) CRM has been practiced manually by corporations for generations. However, Ecrm (electronic CRM) started in the mid-1990’s,when customers began using Web browsers, the Internet and other electronic touchpoints. THE SCOPE OF E-CRM. We can differentiate three levels of e-CRM: Foundational service. This includes the minimum necessary services such as Web site responsiveness (e.g., how quickly and accurately the service is provided), site effectiveness, and order fulfillment. Customer-centered services. These services include order tracking, product configuration and customization, and security/trust. These are the services that matter the most to customers. Value-added services. These are extra services such as online auctions and online training and education.

31. Chapter 731 Customer Relationship Management CRM Activities Customer Service on the Web Search and Comparison Capabilities Free Products and Services Technical and Other Information and Service Allowing Customers to Order Products and Services Online Letting Customers Track Accounts or Order Status Tools for Customer Service Personalized Web Pages FAQs Chat Rooms E-Mail and Automated Response Call Centers Troubleshooting Tools Wireless CRM

32. Chapter 732 Evolution Is Continuing

33. Chapter 733 MANAGERIAL ISSUES Ethical issues. Conducting a supply chain management project may result in the need to lay off, retrain, or transfer employees. Should management notify the employees in advance regarding such possibilities? And what about those older employees who are difficult to retrain? Other ethical issues may involve sharing of personnel information, which may be required for a collaborative organizational culture. How much to integrate? While companies should consider extreme integration projects, including ERP, SCM, and e-commerce, they should recognize that integrating long and complex supply chain segments may result in failure. Therefore, many times companies tightly integrate the upstream, inside-company, and downstream activities, each part by itself, and loosely connect the three. Role of IT. Almost all major SCM projects use IT. However, it is important to remember that in most cases the technology plays a supportive role, and the primary role is organizational and managerial in nature. On the other hand, without IT, most SCM efforts do not succeed.

34. Chapter 734 MANAGERIAL ISSUES Organizational adaptability. To adopt ERP, organization processes must, unfortunately conform to the software, not the other way around. When the software is changed, in a later version for example, the organizational processes must change also. Some organizations are able and willing to do so; others are not. Going global. EC provides an opportunity to expand markets globally. However, it may create long and complex supply chains. Therefore, it is necessary to first check the logistics along the supply chain as well regulations and payment issues. The Customer is king/queen. In implementing IT applications,management must remember the importance of the customer/end-user,whether external or internal. Set CRM policies with care. In practicing CRM, companies may give priority to more valuable customers (e.g. frequent buyers). This may lead to perceived discrimination.

35. Chapter 735 Chapter 7 Copyright © 2004 John Wiley & Sons, Inc. All rights reserved. Reproduction or translation of this work beyond that permitted in Section 117 of the 1976 United States Copyright Act without the express written permission of the copyright owner is unlawful. Request for further information should be addressed to the Permissions Department, John Wiley & Sons, Inc. The purchaser may make back- up copies for his/her own use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages, caused by the use of these programs or from the use of the information contained herein.