...in 1992 by Lu Qin. Since its inception Keda has been a growing leader in its industry and has seen exponential growth till the mid-2000s where they felt the internal and external pressure to implement a new ERP system. Need of being on board to be ahead As a growing established company Keda faced many issues which provoked them to look for a new ERP solution. I see five main reasons for Keda’s motivation to implement a new ERP system. * Making the decision making process more effective and efficient was a must do. With the new competitors making their way into the market Keda realized that they were falling back. Not been able to determine the cost of production, delaying important decision because of data not been readily available was some of the main reason they were falling behind the competitors which derived them to implement a new ERP. * At this time being one of the most innovative companies was rewarded by the Chines government. It was also an unofficial call by the government to all the big cooperation’s as a strategy to keep up with the international competition. * As the company was growing so did its inventory the number of where houses and also the number of inventory that is wasted and not managed properly. The ERP system was thought as a solution for this problem. * Keda was one of the most resourceful organization but the resources was not utilized properly. Compared to Japanese 90% utilization rate Keda’s was 24.6%. * Manufacturing Resource...
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...A Foundation for Understanding Enterprise Resource Planning Systems Abstract This paper is written to discuss Enterprise Resource Planning (ERP). The intent of the paper is to analyze four objectives. The first objective will be analyzing key strategies when implementing an ERP system. This report will explore planning an ERP implementation that can integrate with existing organizational systems or processes, what to develop in-house alongside your ERP process and what may work better for your organization from the outside. Additionally, this paper will discuss how an organization can maximize value in implementing an ERP system. Finally, this paper will attempt to define what it means to make an ERP system “the single source of truth”. Introduction The US economy is facing significant financial challenges. Most of those challenges are as a result of inefficient processes and redundancy of programs and government offices/agencies. According to a March 2011 article by the Washington Post, “the U.S. government has more than 100 programs dealing with surface transportation issues, 82 that monitor teacher quality, 80 for economic development, 56 for "financial literacy," 20 offices or programs devoted to homelessness and 17 grant programs for disaster preparedness”. Taxpayers suffer significantly by paying for irrelevant programs. According to the Government Accounting Office (GAO), one overlapping program in 2006 could have saved taxpayers $280 to $460 million; 30% of...
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...Milestone 1 Abstract The problem to be solved within this business is how to implement business strategies supported by information technology. Implementing CRM (customer relationship management), to improve the businesses’ customer relationship and chances of success in today’s competitive business market, an ERP (enterprise resource planning) system, to integrate and automate the businesses’ process and information systems, a BPR(business process reengineering) system, being a key management strategy in collaboration with implementing ERP. Also needed would be a MES (Manufacturing Execution System) is a multi-task software systems used in application of monitoring and tracking all aspects of the manufacturing process In order for Kelly‘s Machining Company to survive in today‘s business environment, it has to be customer focused and technologically functional. Company Background Kelly’s Machining is an industrial machine manufacturing and fabrication company, once very successful. It offered a large variety of services which included manufacturing of industrial machines and parts, machine repairs and/or machine fabrications, now they are unable to compete in today’s growing market and larger technological savvy companies. The machines are outdated and are manually operated. The Kelly’s have been in business for over 50 years, but had not decided to bring their business into the modern technological world, leaving them unable to compete in today’s technical, fast paced...
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...INTERNATIONAL JOURNAL OF COMPUTERS Issue 4, Volume 6, 2012 Strategic and tactical success factors in ERP system implementation K. Curko1, D. Stepanic2, M. Varga3 Abstract— In order to successfully implement an ERP system it is necessary to properly balance critical success factors. By researching what the critical success factors in ERP implementation are, why they are critical, and to what extent they are relevant to users, consultants and suppliers, this paper seeks to identify critical success factors in ERP implementation and to understand the impact of each factor on the success of ERP system introduction. This paper lists ten critical success factors (CSF) providing two points of view: strategic and tactical. These are: top management support, a business plan and vision, top management support, change management program, project management, implementation strategies, project team, business process modeling and minimal customizations, monitoring and performance evaluation, software development, testing and troubleshooting, legacy systems. Keywords— ERP implementation, critical success factors, IT project, management I. INTRODUCTION Complex IT projects, such as developing and especially implementing ERP systems often fail. Many studies indicate a small success rate in terms of exceeding the time limit, budget and poor functionality of the new system. Successful ERP projects bring great benefits to the company, but can also be devastating to organizations...
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...day business activities in that system. So that the organization can easily maintain all of business records and store that in database then access information whenever you need it. Starting in the late 1980s and the beginning of the 1990s new software systems known in the industry as enterprise resource planning (ERP) systems have surfaced in the market targeting mainly large complex business organizations. In many cases companies were forced to reengineer their business processes to accommodate the logic of the software modules for streamlining data flow throughout the organization. These software solutions, unlike the old, traditional in-house-designed company specific systems, are integrated multi-module commercial packages suitable for tailoring and adding “add-ons” as and when required. 2) Explain how organizations can plan for the ERP implementation to increase user acceptance and increase support for the new system. Many companies have realized impressive benefits by implementing ERP systems; however, the success of an ERP implementation is influenced by a great many factors. User involvement is one of the most cited, critical success factors in ERP implementation projects. Generally, when users are involved in the implementation, the end result will deliver a better fit in relation to...
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...ERP IN MANUFACTURING SECTOR Group :6 Anubhav Chaturvedi (15) Anirudh Mishra (36) Amol Singh (57) Rohit Patil (60) INTRODUCTION ERP systems have traditionally been used by capital-intensive industries such as manufacturing, Services etc. Manufacturing firms are facing new challenges and in order to stay competitive many manufacturing operations require to be regularly updated with the Information Technology solutions. The manufacturing sector is one of the main economic activities in most of the nations. The most important aspect to characterize IT adoption is the industry and its specific characteristics rather than the country the firms belong to. Different industries have different operating characteristics and environments, and the factors related to ERP use may differ accordingly. Given the complexity of manufacturing firms, we then decide which aspects of a firm influence the use of technological innovations. Most of the manufacturing companies rely on ERP software to manage the entire range of business activities from CRM, manufacturing inventory and processes, accounting software, manufacturing planning, purchasing, quality, and more. For implementing ERP in any manufacturing industry the research objectives revolve around the following parameters(Mainly cost and quality measurement) * To identify whether there is significant difference in performance measures like cost and quality in industries with well defined IT system and industries with not such well...
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...and increase its efficiency, solve problems and assure higher customer service. ERP systems benefit many corporations and companies deal with the supply chain, receiving, inventory management, customer order management, production design, delivery, book keeping, human resource management, and other business purposes. After implementing ERP systems, companies able to perform uniform maintenance, client server process, real time data with single and use common interfaces to achieve consistent business processes. ERP systems are intended to offer business profits in sales and distribution, production, costing, field service, and accounting. The major ERP vendors, including SAP, Oracle, and PeopleSoft, funding the major functional zones of the business, including trades order processing, buying, production planning, financial accounting, management accounting, and human resources. ERP implementation, which is the complete implementation of a vendor ERP system, is expensive and long but offers the benefits of total integration and re-engineering of business processes. Implementation of selected ERP components, such as the financial and accounting modules, is less costly and time-consuming but lacks the benefits of total integration of data across many functional zones of the business. This substitute is less costly but the profits are not as abundant. Introduction Enterprise resource planning (ERP) integrates core management information across the complete organization modules...
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...formulated based on the PIP discoveries. Inquiry Phase PB Family The PB family is made up of six facilities across the globe and is the third largest gelatin manufacturer in the world. Each PB facility thrives on creating value for customers at competitive prices and is committed to achieving the highest standards of product safety and quality. There are high expectations of close cooperation with customers while offering the necessary technical support to jointly search for solutions that fit customers’ needs in terms of product applications and technology. Possible Improvement Points within PB Each site was initially using its own Enterprise Resource Planning (ERP) system, which resulted in each site’s operations tracking financial and operational performance differently. As each individual company profits inversely based on its geographical market, economy, and availability of raw materials, there is one key issue that fails to meet organizational standards and that is corporate programming. This key issue is rendering operations and the administration from adhering to organizational...
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...Sales and Marketing department has a clear value; $50 million is sales to show of it. But how do we show the value for other departments within the organization such as Information Systems (IS) and Information Technology (IT) solutions? While the IS and IT costs and what Riordan pays for it are clear from looking at the financials, the value is not. This brings us to the question of what value does Riordan Manufacturing get out of its IS services and IT department. This question is the problem that Riordan Manufacturing has had for many years. Recently, Riordan executive management hired a new Chief Information Officer (CIO) to improve its infrastructure and to answer this question. While management wants to use more IS and IT solutions throughout the organization, it has had trouble finding the perfect fit in all aspects of its operations. Even though IS and IT costs have risen, the puzzle pieces still have not come together; the value and benefit has not been clear to the company. As we will see throughout this review, it is time to focus and find the value that technology and information brings to the organization. It is time to find the efficiencies and savings that the company needs to clearly see the value. With Enterprise Resource Planning (ERP), Customer Relationship Management (CRM), or Supply Chain Management (SCM) systems, there has got to be value in the way they are used. There has also got to be value in...
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...systems evolution and its historical role in organizations leading to systems integration and eventually Enterprise Resource Planning (ERP). Learn about ERP systems and their evolution, components and architecture. Understand the benefits and drawbacks of implementing ERP systems and how they can help an organization improve its efficiency and worker productivity. Have an overview of the implementation process (e.g., the ERP life cycle, business process reengineering, project management, and change management). Understand the role of staff, vendors, consultants, and the organization in making the ERP implementation process successful. Comprehend the ethical, global and security challenges while implementing an ERP system, as well as get an overview of ERP vendors and industry trends. CHAPTER OUTLINE: I. II. III. IV. V. Opening Case: Hershey’s Enterprise 21 Project Preview a) Enterprise Systems in Organizations b) Information Silos and Systems Integration c) Enterprise Resource Planning (ERP) Systems Enterprise Resource Planning Systems a) What is an ERP? b) Evolution of ERP c) Business Process and ERP d) ERP System Components e) ERP Architecture f) e-Business and ERP g) Benefits and Limitations of ERP ERP Implementation a) Business Process Management b) ERP Life Cycle c) ERP Implementation Strategies d) Software and Vendor Selection e) Operations and Post-Implementation People and Organization a) Project Management b) Role...
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...future. The goal of the ERP systems is to provide advantages to companies by using both mutual database and real time data. In fact, ERP system is not only the most complex, but also the most demanding information systems executed by many companies. Introduction The main factor in the development of both business operations and services for the past 20 years is the explosion in the use of enterprise resource planning systems all around the world. Some people don’t realize the benefits of the ERP systems in their lives. Some of the benefits of using ERP systems are: the ability to better track costs, manage inventory, and observe operations that has caused waste reduction in companies. Using this system helps theme to reduce price while keeping their profitability (Leoni, 2012). The origins of ERP system arise from relational data management theory and designed by Edgar F. Cod in 1969 that result in evolution, in 1970, of the idea relational database at IBM research lab. Based on this theory data is maintained in tables that are connected to each other by using a key to each table. One example can be a customer number that use to identify the customer in each transaction. In fact, by using the customer number in any transaction we don’t need to copy all the customers’ information. Therefore, we will be able to decrease the amount of data that has been kept and easily analyze historical data (Leoni, 2012). ERP Features Though to the fact that ERP systems result in higher...
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...Analyzing SAP ERP's success in TISCO The critical success factors of ERP systems mainly include proper implementation and usage. Beside this there are several other factors that decide the regular functioning of ERP in organizations. While many organizations have not incurred the necessary benefit in terms of money and other measures there are lots who have witnessed multiple profits. Studying them will help in understanding the critical success factors for ERP implementation. They will help in deciding ERP success. TISCO PROFILE This company founded and established in the year 1907 is known to be one of the leading steel giants in the country offering multiple products and successfully running many subsidiary corporations. Being a large entity does not stop things from being subject to scrutiny and internal audit. They are regularly implemented with the help of committees who report to the selected members from the senior management. The company is dedicated to providing laudable services to the stakeholders improve on the quality and as thrive for innovations and improvements constantly. BACKGROUND TATA steel is India’s largest integrated private sector steel company that started its corporate journey in the year 1907. Backed by captive iron ore and coalmines, Tata Steel runs state-of-the-art Cold Rolling Mill complex at Jamshedpur, Eastern India. The enterprise has undergone a modernization programme costing $2.3 billion, resulting in production of steel at...
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...Logistics Operations. • Currently associated with El Sewedy Electrometer, Hangzhou, China as Purchasing Manager. • Deft at gathering requirement and administering the sourcing & purchase operations for ensuring cost & time effectiveness of the processes. • Dexterous in ensuring availability and delivery of right quality materials at the right time, price and terms. • Adept at coordinating and following up with the stakeholders for facilitating smooth running of the operations. • Proficient at implementing stringent quality measures including preparation / maintenance of necessary documents to ensure compliance with the various standards & requirements. • Equipped with good project management skills coupled with the ability to identify issues, obtain mutual agreements and implement changes, as required. • An analytical thinker with exceptional communication, planning & problem solving skills. CORE COMPETENCIES Sourcing/Procurement/Purchase Management • Developing and implementing key strategies for purchasing materials from various sources. • Managing & monitoring the preparation of Purchase Orders. Supply Chain Management • Ensuring availability and delivery of right quality materials at the right time, price and terms. • Sustaining the existing network & managing the supply chain, ensuring timely distribution of the merchandise. Logistics Operations • Monitoring availability of...
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...Resources Planning (ERP). Perhaps we can still survive without technology, but without ERP, a company may fail to remain competitive as they fail to respond quickly to new practices and procedures. Indeed, a company who quest for competitive advantage in this era of intense competition where business entities compete for innovation, expanding customer’s expectation and internationalization of markets, a company regardless of their size must have a reliable ERP to support them. ERP has proven to be an effective tool for competitive advantage as ERP help to delivery products of the highest quality on time, as quickly as possible and at the best price. Davenport (1998, p.121) suggests that “ERP appear to be a dream comes true as these software promise the seamless integration of the information flowing through a company. Markus et al. (2000) defines ERP as commercial software package that enable the integration of transaction oriented data and business process throughout an organization. The purpose of this paper is to discuss facts about ERP, its benefits and the critical success factors in ERP implementation especially for small manufacturing companies, which is in this paper, will sometime refer to small and medium-sized enterprises (SMEs). The remainder of this paper is organises as follows. In Section 2, facts about ERP software is presents. The ERP and its relations to small manufacturing company are discusses in Section 3. Section 4 outlines the benefits of ERP, mainly for SMEs...
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...feasibility of implementing an ERP solutions, including SAP and the administrative information systems of Oracle ERP. The Bandon Group is a family owned office machine distributor, with four decentralized divisions in four different markets in the western United States, Portland, Oregon; Phoenix, Arizona; Salt Lake City, Utah; and Denver, Colorado (Sumner, 2005). The Bandon Group objective is to provide high quality equipment, excellent customer service, and excellent sales organization professional service organization at cost-effective prices. The Bandon Group initially distributed office machine such as copiers, electronic printers and faxes, but because of their exceptional growth in sales, reputation for quality and superior service, they began expanding into information systems consulting, digital imaging, color graphics, document outsourcing and management services. By 1994, the Bandon Group had outgrown its information systems and customers were requesting more streamlined operations such as web-based interface online meter readings, online invoicing, and e-business solutions. Also, there was a problem with integration among the four different sales prospecting/CRM environments and the central administrative information systems. Also, the administrative systems were not grounded with a relational database technology that would allow cross-functional integration (Sumner, 2005). Therefore the scope of this study is to evaluate the feasibility of implementing ERP...
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