企业资源管理ER

EnterpriseResourcePlanning-ERPKevinCowellNatthawutLertpitayakunIsabelleMerthaXiaoguangYou1WhatisERP?Thepracticeofconsolidatinganenterprise’splanning,manufacturing,salesandmarketingeffortsintoonemanagementsystem.1

Combinesalldatabasesacrossdepartmentsintoasingledatabasethatcanbeaccessedbyallemployees.2ERPautomatesthetasksinvolvedinperformingabusinessprocess.12EvolutionofERP3EmployeesManagersandStakeholdersHowDoERPSystemsWork?CentralDatabaseReportingApplicationsHumanResourceManagementApplicationsFinancialApplicationsManufacturingApplicationsInventoryAndSupplyApplicationsHumanResourceManagementApplicationsServiceApplicationsSalesandDeliveryApplicationsSalesForceAndCustomerServiceRepsCustomersBack-officeAdministratorsAndWorkersSuppliersSource:Davenport,Thomas,“PuttingtheEnterpriseintotheEnterpriseSystem”,HarvardBusinessReview,July-Aug.1998.4ERPComponentsFinance:modulesforbookeepingandmakingsurethebillsarepaidontime.Examples:GeneralledgerAccountsreceivableAccountspayableHR:softwareforhandlingpersonnel-relatedtasksforcorporatemanagersandindividualemployees.Examples:HRadministrationPayrollSelf-serviceHRManufacturingandLogistics:Agroupofapplicationsforplanningproduction,takingordersanddeliveringproductstothecustomer.Examples:ProductionplanningMaterialsmanagementOrderentryandprocessingWarehousemanagement5AnERPExample:BeforeERPCustomersCustomerDemographicFilesSalesDept.VendorOrdersPartsAccountingAccountingFilesPurchasingPurchasingFilesOrderisplacedwithVendorInvoicesaccountingInventoryFilesWarehouseChecksforPartsCallsback“Notinstock”“Weorderedtheparts”“WeNeedparts#XX”“Weorderedtheparts”SendsreportSendsreportSendsreportShipsparts6AnERPExample:AfterERPDatabaseCustomersSalesDept.PurchasingWarehouseAccountingVendorInventoryDataIfnoparts,orderisplacedthroughDBOrdersPartsOrderissubmittedtoPurchasing.PurchasingrecordorderinDBOrderisplacedwithVendorAndinvoicesaccountingFinancialDataexchange;BooksinvoiceagainstPOBooksinventoryagainstPOShipsparts7WhoarethemainERPvendors?BaanJDEdwardsOraclePeopleSoftSAP8ERPVendorsandIndustriesTheyServe9RevenueandProfitsofMajorERPVendors10RevenueandProfitsofMajorERPVendors11ERPMarketSource:AMRResearch,2001.12ERPInvestmentsSource:AMRResearchSurveyof686companieswithannualrevenuesrangingfrom<$50Mto>$1B,October2001.Roughly65%ofcompaniessurveyedalreadyhaveERPinplace.Ofthose,manyarestillactivelyspendingtoupgradeexistingsystemsandtotakeadvantageofnewweb-orientedfeatures.13ERPInvestmentsn=666n=232Source:AMRResearchSurveyof686companieswithannualrevenuesrangingfrom<$50Mto>$1B,October200114WhyERP?3MajorReasons:Tointegratefinancialdata.Tostandardizemanufacturingprocesses.TostandardizeHRinformation.15ERPProjectandTimeRealtransformationalERPeffortswillusuallyrunbetween1to3years,onaverage.Shortimplementations(3to6months):smallcompanies,implementationlimitedtoasmallareaofthecompany,orthecompanyonlyusedthefinancialpiecesoftheERPsystem.TheimportantthingisnottofocusonhowlongitwilltakebuttounderstandwhyyouneedERPandhowyouwilluseittoimproveyourbusiness.16TotalCostofOwnershipofERPTotalcostofownership(TCO)isamodeldevelopedbyGartnerGrouptoanalyzethedirectandindirectcostsofowningandusinghardwareandsoftware.TCOessentiallyhelpsacompanydeterminewhetheritwinsorlosesfromspecifictechnologyimplementations.Metagroupstudyamong63companiessurveyedshowedthat:theaverageTCOwas$15million(thehighestwas$300millionandlowestwas$400k),theaverageTCOperuserwas$53,320.17TotalCostofOwnershipofERPItalsofoundthat:ittook8monthsafterthesystemwasintoseeanybenefits,butthatthemedianannualsavingsfromthesystemwas$1.6millionperyear.18HiddenCostsofERPTrainingIntegrationandtestingDataconversionDataanalysisConsultantsReplacingbestandbrighteststaffafterimplementationImplementationteamscanneverstopWaitingforROIPost-ERPdepression19BenefitsofERPSystemsImprovingintegration,flexibilityFewererrorsImprovedspeedandefficiencyMorecompleteaccesstoinformationLowertotalcostsinthecompletesupplychainShortenthroughputtimesSustainedinvolvementandcommitmentofthetopmanagement20BenefitsofERPSystems(cont’d)ReducestocktoaminimumEnlargeproductassortmentImproveproductqualityProvidemorereliabledeliverydatesandhigherservicetothecustomerEfficientlycoordinateglobaldemand,supplyandproduction21RiskswithERPImplementationExpensive(cancosts100thousandstomillionsofdollars)Time-consuming(cantakemonthstoyears)GreatriskfortheorganizationTransferofKnowledgeAcceptancewiththecompany22CaseStudyNestlééUSA23NestlééBackgroundFoundin1866,Switzerland.World'slargestfoodcompany,#50inFortunemagazine’sGlobe500NestlééUSAwasincorporatedin1990;HomeOfficeinGlendale,CA.33manufacturingfacilities,6distributioncentersand17salesofficesaroundthecountry,17,300employeesnationwide.$11.1billioninSales(2001)“…America'smostadmiredFoodCompanyforthefourthconsecutiveyear”-FortuneMagazine,February200124Milkproducts,dieteticfoods,infantfoods,chocolateandconfections,refrigeratedandfrozenitems,icecream,andpetfoodsNestléé'sproductsandbrands25CompetitiveMarketUSAFoodMarketin200126OrganizationalChartJoeWellerChairman&CEOJeriDunnCIOOtherBoardmembersTomJamesDir.ofProcesschangeJoseIglesiasDir.ofISDickRamageVPofsupplychainBenWorthen,“Nestléé'sERPOdyssey””,May15,2002IssueofCIOMagazine27BusinessChallengesAfterthebrandswereunifiedandreorganizedintoNestleUSAin1991,.Divisionsstillhadgeographicallydispersed.Forexample,NestleUSA’sbrandswerepaying29differentpricesforvanilla-tothesamevendor.¹Ninedifferentgeneralledgersand28pointsofcustomersentry.Yearsofautonomousoperationprovidedanalmost““insurmountablehurdle”.“…Nestlewastheworld’sNO.1foodandbeveragecompany–butoneoftheleastefficient””²28ProjectScope––““BEST”FiveSAPModules––purchasing,financials,salesanddistribution,accountspayableandaccountsreceivableandManugistics’supplychainmoduleFromOctober1997to1stQuarterof2000.$210millionbudget50topbusinessexecutivesand10seniorITprofessionalsSource:Worthen,Ben,““Nestlé'sERPOdyssey””,May15,2002IssueofCIOMagazine.29ProjectObjectives-““OneNestle,underSAP”Transformingtheseparatebrandsintoonehighlyintegratedcompany.Internalalignedandunited,establishingacommonbusinessprocessarchitectureStandardizingmasterdataSource:Worthen,Ben,“Nestléé'sERPOdyssey””,May15,2002IssueofCIOMagazine.30ProcessofSAPImplementationThenewbusinessprocessconfusedmostofemployees,thenresistancegrewintorebellionin2000.ReconstructedinJune2000andcompletedin2001.Source:Worthen,Ben,“Nestléé'sERPOdyssey””,May15,2002IssueofCIOMagazine.31ConclusionofNestléCaseChangesandsuccessCommondatabaseandbusinessprocessesleadtomoretrustworthydemandforecast.Acomprehensiveaccountplanningtool.Nestlecannowforecastdowntotheredistributioncenterlevel.Nestlehasimprovedforecastaccuracyby2%Higherfactoriesutilizationfewerfactories=biggainsinfactoriesUtilizationReduceinventorylevel32ConclusionofNestléCase586371Saved$$$-WithERPinpractice,$371millionhasbeensaveduntil2001.33ConclusionofNestléCaseLessonslearnedbyNestlééDon’’tstartaprojectwithadeadlineinmind.Updateyourbudgetprojectionatregularintervals.ERPisn’tonlyaboutthesoftware.“Nomajorsoftwareimplementationisreallyaboutthesoftware.””FormerNestléCIOJeriDunnsays,““Youarechallengingtheirprinciples,theirbeliefsandthewayhavedonethingsformanymanyyears”Keepthecommunicationlinesopen.Remembertheintegrationpoints.Source:Worthen,Ben,“Nestlé'sERPOdyssey””,May15,2002IssueofCIOMagazine.34NestléintheFutureTheGlobalBusinessExcellenceProgramSupportedbySAP,contractedinJune2000andbyIBMinJuly2002.Tobecompletedbytheendof2005TosavecostaroundCHF3billion,withbenefitsrealizedfrom2003.35CaseStudy36WhatisAgilentTechnologies?AgilentTechnologiesistheworld'sleadingdesigner,developer,andmanufacturerofelectronicandopticaltest,measurementandmonitoringsystems.SeparatedfromHewlettPackardandbecameapubliccompanyin1999WorldHQinPaloAlto,CASource:,viewed,viewedNovember3,2002.37AroundtheWorldAgilenthasfacilitiesinmorethan40countriesanddevelopsproductsatmanufacturingsitesintheU.S.,China,Germany,Japan,Malaysia,Singapore,AustraliaandtheU.K.Approximately37,000employeesthroughouttheworld38ProductsandServicesAgilentoperatesinthreebusinessgroups:TestandMeasurementTestinstrumentsandsystems,automatedtestequipment.SemiconductorProductsSemiconductorsolutionsforwiredandwirelesscommunications,informationprocessing.ChemicalAnalysisLifesciencesandanalyticalinstrumentsystems.39Agilentrevenuefor2001TestandMeasurement:$5.4billionSemiconductorProducts:$1.9billionChemicalAnalysis:$1.1billionTotalrevenue:$8.4billionSource:,viewedNovember3,2002.40Agilent’sCustomersServedcustomersinmorethan120countriesaroundtheworld1ElectroniccomponentmanufacturersPharmaceuticalcompaniesChemicalcompaniesCommunicationcompanies24142ProjectScopeOracle’’sliE-BusinessSuitesoftwareStartedSeptember2000till2004Budgetroughly100OracleconsultantstoinstalltheprogramSource:Songini,MarcL.,““ERPeffortsinksAgilentrevenue”Computerworld,Framingham,August26,2002.43ERPProjectObjective“OneIT”organizationSupplychaincapability;forexample,-Suppliers-CustomersMigrating2,200legacyapplicationsthatitinheritedfromHPtoOracleSource:Gaither,Chris,““WatchingOracleForSignsOfStrength””BostonGlobe,Boston,Mass.,September16,2002.44OneITProject(Before)ITspendwas8-10%ofsales80%forbusinessoperations20%maint.&upgradinglegacysystemsFurtherautonomyovertheITportfoliowouldhaveledto50%costincrease45OneITProjectMartyChuck,CIO,developedaVisionforOneITorganizationinAugust2000Movedmorethan2,500ITprofessionalsinthedifferentsite,regionalanddivisionalITorganizations46OneITProjectObjectiveToconsolidatealargenumberofindependentoperatinggroupsintoasingleworldwideITfunctionToshareinformationquicklyandefficientlyTodrivetheoperationalcostsdownbymorethan20%TocombineallITbudgets47ChangesinSupplyChainProcess:SupplierMigratingfromallexistingERPsystemstoasingleOracle-basedinfrastructuresystemTheuseofbarcodeformaterialsreceivedfromsuppliersTheuseofEvaluatedReceiptSettlement(ERS)48TheprocessofmigratingERP

systemstoOracle49EvaluatedReceiptSettlement(ERS)AnautomatedinvoiceandpaymentsystemHowdoesERSwork?50ChangesinSupplyChainProcess:CustomersReal-timeinformationaboutinventoryandorderstatusEasiertounderstandinvoicingandpricingImprovedvisibilityonproductdeliveryleadtime51TroubleswithProjectEverestBecauseoftheconsolidationofits2,200softwaresystemstounder20,confusionmeantlostorderandrevenue.An$88millionreductioninthird-quarterordersOfthat,$38millionwaslostand$50millionwillbepulledthroughthefourthquarter.$105millioninlostrevenueand$70millioninoperatingprofitSource:Shah,JenniferB.,“Agilent’sERPRolloutExpensiveGlitches””EBN;Manhasset,August26,2002.52TroubleswithProjectEverestCFOAdrianDillonsaidtheproblemwastwofold:Softwarebug“Aswebegantohitsortofa50percentrampofnormalcapacity,webegantogetconflictsinprioritiesofsystemsinstructions.Whenwehadthoseconflictsthatinevitablyshutthesystemdown.””53TroubleswithProjectEverestMistakesconvertingbacklog.“Theotherproblemwehadwasconvertingbacklogfromlegacytonewsystems,especiallyforourhighlyconfiguredproductsinourtestandmeasurementoperation.”Extra$35milliontocovercostsofERPandCRMrollout.54LessonsLearnedbyAgilentERPimplementationsarealotmorethansoftwarepackages.People,processes,policiesandcultureareallfactorsthatshouldbetakenintoconsiderationwhenimplementingamajorenterprisesystem.ERPdisastersareoftencausedbyausercompanyitself.Source:Songini,MarcL.,“ERPeffortsinksAgilentrevenue”Computerworld,Framingham,August26,2002.55LessonsLearnedbyAgilentStudyERPwellbeforeimplementation“Thedisruptionsaftergoingliveweremoreextensivethanweexpected””–CEONedBarnholtSource:Songini,MarcL.,“ERPeffortsinksAgilentrevenue”Computerworld,Framingham,August26,2002.56BestPracticesandwhatERPholdsfortheFuture57ERPImplementationBiggestITprojectthatmostcompanieseverhandle,Changestheentirecompany,andHasrepercussionsinalldepartmentsanddivisionsoftheorganization.Itisessentialthatallthekeyplayersunderstandthescopeoftheproject.ThisisanIT-RelatedProject.58BestPracticesofERPImplementationABusinessStrategyalignedwithBusinessProcessesTop-DownProjectSupportandcommitmentChangeManagementExtensiveEducationandTrainingDataCleanupandDataIntegrityImplementationisviewedasanongoingprocess59BestPracticesofERPImplementationABusinessStrategyalignedwithBusinessProcessesBusinessstrategythatwillgiveyouacompetitiveadvantageAnalyzeandmapyourcurrentbusinessprocessesDevelopyourobjectivesEvaluateyourbusinessstrategyandERPplanbeforeyoucommittosoftwareacquisitionandinstallation.60BestPracticesofERPImplementationTop-DownProjectSupportandcommitmentCEO1supportimplementationcostschampiontheproject,anddemandfullintegrationandcooperation.Mostknowledgeableandvaluablestaff261BestPracticesofERPImplementationChangeManagementChangesinbusinessprocedures,responsibilities,

workload.1Asaresult,ERPimplementationsaretimesofhighstress,longhours,anduncertainty.1Mid-levelmanagersmust2facilitatecontinualfeedbackfromemployees,providehonestanswerstotheirquestions,andhelpresolvetheirproblems.Sources:1.Yakovlev,I.V.,““AnERPImplementationandBusinessProcessReengineeringataSmallUniversity”,EducauseQuarterly,Number2,2002;2.Umble,M.Michael,““AvoidingERPImplementationFailure”,IndustrialManagement,Jan/Feb2002.62BestPracticesofERPImplementationExtensiveEducationandTrainingGeneraleducationabouttheERPsystemforeveryone.Massiveamountofenduserstrainingbeforeandduringimplementation.Follow-uptrainingaftertheimplementation.10to15%oftotalERPimplementationbudgetfortrainingwillgiveanorganizationan80%chanceofasuccessfulimplementation.Source:Umble,M.Michael,“AvoidingERPImplementationFailure””,IndustrialManagement,Jan/Feb2002.63BestPracticesofERPImplementationDataCleanupandDataIntegrityClean-updatabeforecut-over.1“Nearenoughisnolongergoodenough.”2Tocommandtrust,thedatainthesystemmustbesufficientlyavailableandaccurate.3Eliminatetheoldsystems,includingallinformalsystems.364BestPracticesofERPImplementationImplementationisviewedasanongoingprocessOngoingneedfortrainingandsoftwaresupportafterimplementation.Ongoingneedtokeepincontactwithallsystemusersandmonitortheuseofthenewsystem.Ongoingprocessoflearningandadaptationthatcontinuallyevolvesovertime.Source:Umble,M.Michael,“AvoidingERPImplementationFailure”,