1. MIS 2101 Summer 2012 Final Review

2. Enterprise System Approach Integrated Database

3. Internally Focused Systems

4. Enterprise Resource Planning

5. Successful CRM Strategy

6. The Formula for Enterprise System Success 1.Secure executive sponsorship 2.Get help from outside experts 3.Thoroughly train users 4.Take a multidisciplinary approach to implementations

7. Tightly Integrated SCM vs. Portals Big 3 with Many Suppliers Elemica Dell with Many Customers

8. Comprehensive CRM 8

9. Transactional Data What is “transactional data”? Examples? Is integration of transactional data across functional areas important?

10. Overview of Fitter Snacker What does Fitter Snacker make? What are the names of the products? How many sales divisions does Fitter Snacker have? What are these sales divisions and who do they each sell to?

11. Sales Order Customers want delivery information when placing an order. How do they estimate delivery time? How do sales clerks get information regarding credit? Does this information reflect recent purchases, payments, or returns? How do integrated information systems solve this problem?

12. Whoops! Out of Stock What can they do when they accept an order and find out that they are out of stock for part of the order? How difficult is it to decide on the best option? How many people needed to make the decision? How do integrated information systems solve this problem?

13. Delivery What does “Delivery” mean in an SAP system? What does ATP stand for?

14. Core CRM Activities What is “One-to-One Marketing”? What is “Sales Force Automation (SFA)”? What is “Sales Campaign Management”?

15. Core CRM Activities What are “Marketing Encyclopedias”? What is “Call Center Automation”?

16. 16 SCM & Porter’s 5 Forces Can partnerships and investments in your supply chain give you a competitive advantage?

17. 17 The Five Forces Model – Evaluating Business Segments Reduce prices Increase quality Value added services ERP reduce costs CRM CAD/CAM improve quality Increased costs Reduced quality Electronic connections to more suppliers Product returns Lower market share Lost customers Decision support and business intelligence CAD product redesign Reduced prices Lost market share Better web presence Lower costs through ERP, supply chain, etc. Competition in price, distribution and service ERP to reduce costs and react more quickly

18. Production Problems in “Un- integrated” systems Communication InventoryAccounting What are some of these problems?

19. Making a Successful Business Case On what can we base a successful business case?

20. Demand Strategies If demand is greater than capacity… OptionResult Choose not to meet the demand Lost sales Reduce promotional expenditures Potential lost sales Use overtime to increase capacity Increased costs Build up inventory in earlier periods Increased costs and lost inventory

21. 21 How a Computer Virus is Spread

22. MRP and ERP What is MRP and what does it have to do with ERP?

23. 23 An integrated process Predicts future demand for products Break production plan down into smaller time increments Create production schedule based on production plan from demand management Uses the schedule to determine products and staffing Determines what company should produce Requires starting inventory levels and sales forecast based on capacity Determines amount and timing of raw material orders Takes quantity and timing information from MRP and creates orders for suppliers

24. Measuring Productivity

25. Strategizing: Five Types of Organizational Strategies What are “Organizational Strategies”? Can technology be leveraged to create value supporting these strategies?

26. Types of Accounting What is the purpose of “Financial Accounting”? What is the purpose of “Managerial Accounting”?

27. The General Ledger (GL) in an Integrated System What is the “General Ledger”? When is the general ledger updated with a non-integrated system? How about with an integrated system? SAP ModuleFeeds to GL Sales and Distribution (SD) - Sales to Customer Accounts Receivable (AR) Entries Materials Management (MM) - Purchase Orders made in Accounts Payable (AP) Entries Payroll Processing (HR)Expense Entries Financial Accounting (FI) - Manages the AR and AP items created in SD and MM GL accounts closed in FI at end of a fiscal period

28. Question What do we mean when we say a company has do “close its books”? How often does a company do this? How complicated is this?

29. Sarbanes-Oxley Act of 2002 Requires public company’s annual report contain management’s internal control report Must include documentation of controls An integrated information system provides tools to implement internal controls – Controls cannot necessarily prevent effort to circumvent standard processes Companies with ERP systems will have an easier time complying with Sarbanes-Oxley

30. Cybersquatting What is “Cybersquatting”? What protection do organizations have against cybersquatting?

31. Another Look: CRM Success and Failure CRM is often incorrectly viewed as a technology implementation driven by the IT department CRM should be viewed as a business strategy CRM tools can help identify the most profitable customers

32. 32 IS and Value Chain Analysis What are specific examples of how these IS functions add value and help create competitive advantages? Why might it be important for systems supporting these activities to function at an enterprise level?

33. Demand Strategies If demand is greater than capacity… OptionResult Choose not to meet the demand Lost sales Reduce promotional expenditures Potential lost sales Use overtime to increase capacity Increased costs Build up inventory in earlier periods Increased costs and lost inventory

34. Bill of Material What is a BOM?