Enterprise resource planning

From Wikipedia, the free encyclopedia

Jump to: navigation, search
This article needs additional citations for verification.
Please help improve this article by adding reliable references. Unsourced material may be challenged
and removed. (January 2011)

Enterprise resource planning (ERP) integrates internal and external management information
across an entire organization, embracing finance/accounting, manufacturing, sales and service,
etc. ERP systems automate this activity with an integrated software application. Its purpose is to
facilitate the flow of information between all business functions inside the boundaries of the
organization and manage the connections to outside stakeholders.[1]
ERP systems can run on a variety of hardware and network configurations, typically employing a
database to store data.[2]
ERP systems typically include the following characteristics:
• An integrated system that operates in (next to) real time, without relying on periodic
updates.[citation needed]
• A common database, that supports all applications.
• A consistent look and feel throughout each module.
• Installation of the system without elaborate application/data integration by the
Information Technology (IT) department.[3]

Contents
[hide]
• 1 Functional areas
• 2 History
○ 2.1 Origin of "ERP"
○ 2.2 Expansion
• 3 Components
• 4 Best practices
• 5 Modularity
• 6 Connectivity to plant floor information
• 7 Implementation
○ 7.1 Process preparation
○ 7.2 Configuration
○ 7.3 Customization
 ○ 7.4 Extensions
○ 7.5 Data migration
○ 7.6 Consultants
• 8 Comparison to special–purpose applications
○ 8.1 Advantages
○ 8.2 Disadvantages
• 9 See also
• 10 References
• 11 Further reading

[edit] Functional areas

Finance/Accounting
General ledger, payables, cash management, fixed assets, receivables, budgeting,
consolidation
Human resources
payroll, training, benefits, 401K, recruiting, diversity management
Manufacturing
Engineering, bill of materials, work orders, scheduling, capacity, workflow management,
quality control, cost management, manufacturing process, manufacturing projects,
manufacturing flow, activity based costing, Product lifecycle management
Supply chain management
Order to cash, inventory, order entry, purchasing, product configurator, supply chain
planning, supplier scheduling, inspection of goods, claim processing, commissions
Project management
Costing, billing, time and expense, performance units, activity management
Customer relationship management
Sales and marketing, commissions, service, customer contact, call center support
Data services
Various "self–service" interfaces for customers, suppliers and/or employees
Access control
Management of user privileges for various processes
[edit] History
[edit] Origin of "ERP"
In 1990 Gartner Group first employed the acronym ERP[4] as an extension of material
requirements planning (MRP), later manufacturing resource planning[5][6] and computer-
integrated manufacturing. Without supplanting these terms, ERP came to represent a larger
whole, reflecting the evolution of application integration beyond manufacturing.[7] Not all ERP
packages were developed from a manufacturing core. Vendors variously began with accounting,
maintenance and human resources. By the mid–1990s ERP systems addressed all core functions
of an enterprise. Beyond corporations, governments and non–profit organizations also began to
employ ERP systems.[8]
[edit] Expansion
ERP systems experienced rapid growth in the 1990s because the year 2000 and the Euro
disrupted legacy systems. Many companies took this opportunity to replace such systems with
ERP. This rapid growth in sales was followed by a slump in 1999 after these issues had been
addressed.[9]
ERP systems initially focused on automating back office functions that did not directly affect
customers and the general public. Front office functions such as customer relationship
management (CRM) dealt directly with customers, or e–business systems such as e–commerce,
e–government, e–telecom, and e–finance, or supplier relationship management (SRM) became
integrated later, when the Internet simplified communicating with external parties.[citation needed]
"ERP II" was coined in the early 2000s. It describes web–based software that allows both
employees and partners (such as suppliers and customers) real–time access to the systems.
"Enterprise application suite" is an alternate name such systems.[citation needed]
[edit] Components
• Transactional database
• Management portal/dashboard
• Business intelligence system
• Customizable reporting
• External access via technology such as web services
• Search
• Document management
• Messaging/chat/wiki
• Workflow management
[edit] Best practices
Best practices are incorporated into most ERP systems. This means that the software reflects the
vendor's interpretation of the most effective way to perform each business process. Systems vary
in the convenience with which the customer can modify these practices.[10] Companies that
implemented industry best practices reduced time–consuming project tasks such as
configuration, documentation, testing and training. In addition, best practices reduced risk by
71% when compared to other software implementations.[11]
The use of best practices eases compliance with requirements such as IFRS, Sarbanes-Oxley, or
Basel II. They can also help comply with de facto industry standards, such as electronic funds
transfer. This is because the procedure can be readily codified within the ERP software and
replicated with confidence across multiple businesses who share that business requirement.[citation
needed]

[edit] Modularity
Most systems are modular to permit automating some functions but not others. Some common
modules, such as finance and accounting are adopted by nearly all users; others such as human
resource management are not. A service company for example likely has no need a
manufacturing module. Other companies already have a system they believe to be adequate.
Generally speaking, the greater the number of modules selected, the greater the integration
benefits, but also the increase in costs, risks and changes involved.[citation needed]
[edit] Connectivity to plant floor information
ERP systems connect to real–time data and transaction data in a variety of ways. These systems
are typically configured by systems integrators, who bring unique knowledge on process,
equipment, and vendor solutions.
Direct integration—ERP systems connectivity (communications to plant floor equipment) as
part of their product offering. This requires the vendors to offer specific support for the plant
floor equipment that their customers operate. ERP vendors must be expert in their own products,
and connectivity to other vendor products, including competitors.
Database integration—ERP systems connect to plant floor data sources through staging tables
in a database. Plant floor systems deposit the necessary information into the database. The ERP
system reads the information in the table. The benefit of staging is that ERP vendors do not need
to master the complexities of equipment integration. Connectivity becomes the responsibility of
the systems integrator.
Enterprise appliance transaction modules (EATM)—These devices communicate directly
with plant floor equipment and with the ERP system via methods supported by the ERP system.
EATM can employ a staging table, Web Services, or system–specific program interfaces (APIs).
The benefit of an EATM is that it offers an off–the–shelf solution.
Custom–integration solutions—Many system integrators offer custom solutions. These systems
tend to have the highest level of initial integration cost, and can have a higher long term
maintenance and reliability costs. Long term costs can be minimized through careful system
testing and thorough documentation. Custom–integrated solutions typically run on workstation
or server class computers.
Standard protocols—Communications drivers are available for plant floor equipment and
separate products have the ability to log data to staging tables. Standards exist within the industry
to support interoperability between software products, the most widely known being OPC[12]
[edit] Implementation
ERP's scope usually implies significant changes to staff work practices.[13] Generally, three types
of services are available to help implement such changes—consulting, customization, and
support.[13] Implementation time depends on business size, number of modules, customization,
the scope of process changes, and the readiness of the customer to take ownership for the project.
Modular ERP systems and can be implemented in stages. The typical project for a large
enterprise consumes about 14 months and requires around 150 consultants.[14] Small projects can
require months; multinational and other large implementations can take years.[citation needed]
Customization can substantially increase implementation times.[14]
Implementing ERP software can overwhelm inexperienced technicians. As a result, hiring
professionally trained consultants to implement these systems is common.[citation needed] Consulting
firms typically provide three areas of professional services: consulting, customization, and
support. The client organization can also employ independent program management, business
analysis, change management, and UAT specialists to ensure their business requirements remain
a priority during implementation.[citation needed]
[edit] Process preparation
Implementing ERP typically requires changing existing business processes.[15] Poor
understanding of needed process changes prior to starting implementation is a main reason for
project failure.[16] It is therefore crucial that organizations thoroughly analyze business processes
before implementation. This analysis can identify opportunities for process modernization. It
also enables an assessment of the alignment of current processes with those provided by the ERP
system. Research indicates that the risk of business process mismatch is decreased by:
• linking current processes to the organization's strategy;
• analyzing the effectiveness of each process;
• understanding exising automated solutions.[17][18]
ERP implementation is considerably more difficult (and politically charged) in decentralized
organizations, because they often have different processes, business rules, data semantics,
authorization hierarchies and decision centers.[19] This may require migrating some business units
before others, delaying implementation to work through the necessary changes for each unit,
possibly reducing integration (e.g. linking via Master data management) or customizing the
system to meet specific needs.[citation needed]
A potential disadvantage is that adopting "standard" processes can lead to a loss of competitive
advantage. While this has happened, losses in one area often offset by gains in other areas,
increasing overall competitive advantage.[20][21]
[edit] Configuration
Configuring an ERP system is largely a matter of balancing the way the customer wants the
system to work with the way it was designed to work. ERP systems typically build many
changeable parameters that modify system operation. For example, an organization can select the
type of inventory accounting—FIFO or LIFO—to employ, whether to recognize revenue by
geographical unit, product line, or distribution channel and whether to pay for shipping costs
when a customer returns a purchase.[citation needed]
[edit] Customization
When the system doesn't offer a particular feature, the customer can rewrite part of the code, or
interface to an existing system. Both options add time and cost to the implementation process
and can dilute system benefits. Customization inhibits seamless communication between
suppliers and customers who use the same ERP system uncustomized.[citation needed]
Key differences between customization and configuration include:
• Customization is always optional, whereas the software must always be configured
before use (e.g., setting up cost/profit center structures, organisational trees, purchase
approval rules, etc.)
• The software was designed to handle various configurations, and behaves predictably any
allowed configuration.
• The effect of configuration changes on system behavior and performance is predictable
and is the responsibility of the ERP vendor. The effect of customization is less
predictable, is the customer's responsibility and increases testing activities.
• Configuration changes survive upgrades to new software versions. Some customizations
(e.g. code that uses pre–defined "hooks" that are called before/after displaying data
screens) survive upgrades, though they require retesting. Other customizations (e.g. those
 involving changes to fundamental data structures) are overwritten during upgrades and
must be reimplemented.
Customization can be expensive and complicated, and can delay implementation. Nevertheless,
customization offers the potential to obtain competitive advantage vis a vis companies using only
standard features.
[edit] Extensions
ERP systems can be extended with third–party software. ERP vendors typically provide access to
data and functionality through published interfaces. Extensions offer features such as:[citation needed]
• archiving, reporting and republishing;
• capturing transactional data, e.g. using scanners, tills or RFID
• access to specialized data/capabilities, such as syndicated marketing data and associated
trend analytics.
[edit] Data migration
Data migration is the process of moving/copying and restructuring data from an existing system
to the ERP system. Migration is critical to implementation success and requires significant
planning. Unfortunately, since migration is one of the final activities before the production
phase, it often receives insufficient attention. The following steps can structure migration
planning:[22]
• Identify the data to be migrated
• Determine migration timing
• Generate the data templates
• Freeze the toolset
• Decide on migration-related setups
• Define data archiving poicies and procedures
[edit] Consultants
Many organizations do not have sufficient internal skills to implement ERP. Typically, an
outside consulting team is responsible for the ERP implementation including selecting the
vendor, planning, training, configuring/customizing, testing, implementation, delivery.[citation needed]
Examples of other services include writing process triggers and custom workflows; specialist
advice to improve how the ERP is used in the business; system optimization; custom reports;
complex data extracts or implementing Business Intelligence.[citation needed]
For mid–sized companies, the cost of the implementation typically ranges from 1–2x the
software's list price. Large companies, and especially those with multiple sites or countries, may
spend 3–5x.[citation needed]
Unlike most single–purpose applications, ERP packages typically include source code and a
vendor–supported development environment for customizing and extending the delivered code.
[citation needed]

[edit] Comparison to special–purpose applications

[edit] Advantages
The fundamental advantage of ERP is that integrating the myriad processes by which businesses
operate saves time and expense. Decisions can be quicker and with fewer errors. Data becomes
visible across the organization. Tasks that benefit from this integration include:[citation needed]
• Sales forecasting, which allows inventory optimization
• Order tracking, from acceptance through fulfillment
• Revenue tracking, from invoice through cash receipt
• Matching purchase orders (what was ordered), inventory receipts (what arrived), and
costing (what the vendor invoiced)
ERP systems centralize business data. Benefits of this include:
• Eliminates synchronizing changes between multiple systems—consolidation of finance,
marketing and sales, human resource, and manufacturing applications
• Enables standard product naming/coding.
• Provides comprehensive enterprise view (no "islands of information"). Makes real–time
information available to management anywhere, anytime to make proper decisions.
• Protects sensitive data by consolidating multiple security systems into a single structure.
[23]

[edit] Disadvantages
• Customization is problematic.
• Re–engineering business processes to fit the ERP system may damage competitiveness
and/or divert focus from other critical activities
• ERP can cost more than less integrated and/or less comprehensive solutions.
• High switching costs increase vendor negotiating power vis a vis support, maintenance
and upgrade expenses.
• Overcoming resistance to sharing sensitive information between departments can divert
management attention.
• Integration of truly independent businesses can create unnecessary dependencies.
• Extensive training requirements take resources from daily operations.
[edit] See also
• List of ERP software packages
• List of ERP vendors
• Accounting software
• Advanced planning and scheduling
• APICS
• Bill of materials (BOM)
• Business process management
• Configurable BOM (CBOM)
• Data migration
 • Enterprise feedback management (EFM)
• Enterprise system
• E-procurement
• ERP modeling
• ERP for IT
• ERP system selection methodology
• Information technology management
• List of project management software
• Management information system
• Manufacturing operations management
• Modular BOM (MBOM)
• Order to cash
• Service management
• Software as a service
• Supply chain management
• Warehouse management system
[edit] References
1. ^ Bidgoli, Hossein, (2004). The Internet Encyclopedia, Volume 1, John Wiley & Sons, Inc. p.
707.
2. ^ Khosrow–Puor, Mehdi. (2006). Emerging Trends and Challenges in Information Technology
Management. Idea Group, Inc. p. 865.
3. ^ Sheilds, Mureell G., E-Business and ERP: Rapid Implementation and Project Planning. (2001)
John Wiley and Sons, Inc. p. 9-10.
4. ^ L. Wylie, "A Vision of Next Generation MRP II", Scenario S-300-339, Gartner Group, April
12, 1990
5. ^ Anderegg, Travis. "MRP/MRPII/ERP/ERM — Confusting Terms and Definitions for a Murkey
Alphabet Soup". http://www.wlug.org.nz/EnterpriseSpeak. Retrieved 2007-10-25
6. ^ "ERP". http://www.erp.com/component/content/article/324-erp-archive/4407-erp.html.
Retrieved 2009-10-07.
7. ^ Sheilds, Mureell G., E–Business and ERP: Rapid Implementation and Project Planning. (2001)
John Wiley and Sons, Inc. p. 9.
8. ^ Chang, SI; Guy Gable; Errol Smythe; Greg Timbrell (2000). "A Delphi examination of public
sector ERP implementation issues". International Conference on Information Systems. Atlanta:
Association for Information Systems. pp. 494–500. ISBN ICIS2000-X.
http://portal.acm.org/citation.cfm?id=359640.359793. Retrieved September 9, 2009.
9. ^ Monk, Ellen; Wagner, Bret (2006). Concepts in Enterprise Resource Planning (Second ed.).
Boston: Thomson Course Technology. ISBN 0619216638
10.^ Monk, Ellen and Wagner, Brett."Concepts in Enterprise Resource Planning" 3rd.ed.Course
Technology Cengage Learning.Boston, Massachusetts.2009
 11.^ "Enhanced Project Success Through SAP Best Practices – International Benchmarking Study".
ISBN 1-59229-031-0.
12.^ OPC is managed by the OPC Foundation.
13.^ a b What is ERP?, http://www.tech-faq.com/erp.shtml
14.^ a b http://carl.sandiego.edu/gba573/critical_issues_affecting_an_erp.htm CRITICAL ISSUES
AFFECTING AN ERP IMPLEMENTATION
15.^ Turban et al. (2008). Information Technology for Management, Transforming Organizations in
the Digital Economy. Massachusetts: John Wiley & Sons, Inc., pp. 300–343. ISBN 978-0-471-
78712-9
16.^ Brown, C., and I. Vessey, "Managing the Next Wave of Enterprise Systems: Leveraging
Lessons from ERP," MIS Quarterly Executive, 2(1), 2003.
17.^ King. W., "Ensuring ERP implementation success," Information Systems Management,
Summer 2005.
18.^ Yusuf, Y., A. Gunasekaran, and M. Abthorpe, "Enterprise Information Systems Project
Implementation: A Case Study of ERP in Rolls-Royce," International Journal of Production
Economics, 87(3), February 2004.
19.^ "Requirements Engineering for Cross-organizational ERP Implementation: Undocumented
Assumptions and Potential Mismatches" (PDF). University of Twente. http://www.vital-
project.org/papers/Daneva-Wieringa-Camera-Ready-RE-Paper.pdf. Retrieved 2008-07-12.
20.^ Turban et al. (2008). Information Technology for Management, Transforming Organizations in
the Digital Economy. Massachusetts: John Wiley & Sons, Inc., p. 320. ISBN 978-0-471-78712-9
21.^ Dehning,B. and T.Stratopoulos, 'Determinants of a Sustainable Competitive Advantage Due to
an IT-enabled Strategy,' Journal of Strategic Information Systems, Vol. 12, 2003
22.^ Ramaswamy V K (2007-09-27). "Data Migration Strategy in ERP".
http://research.ittoolbox.com/white-papers/backoffice/erp/data-migration-strategies-in-erp-4620/.
Retrieved 2008-04-08.
23.^ Walsh, Katherine (January 2008). "The ERP Security Challenge". CSOonline. CXO Media Inc.
http://www.csoonline.com/article/216940/The_ERP_Security_Challenge. Retrieved 2008-01-17.

[edit] Further reading

This article's further reading may not follow Wikipedia's content policies or
guidelines. Please improve this article by removing excessive, less relevant or many
publications with the same point of view; or by incorporating the relevant publications
into the body of the article through appropriate citations. (August 2010)
• Grant, David; Richard Hall, Nick Wailes, Christopher Wright (March 2006). "The false
promise of technological determinism: the case of enterprise resource planning systems".
New Technology, Work & Employment 21 (1): 2–15. doi:10.1111/j.1468-
005X.2006.00159.x.
• Loh, Tee Chiat; Lenny Koh Siau Ching (September 2004). "Critical elements for a
successful ERP implementation in SMEs". International Journal of Production Research
42 (17): 3433–3455. doi:10.1080/00207540410001671679.
• Shaul, Levi; Tauber Doron (September 2010). "Hierarchical examination of success
factors across ERP life cycle". MCIS 2010 Proceedings.: 79.
http://aisel.aisnet.org/mcis2010/79/.
 • Head, Simon (2005). The New Ruthless Economy. Work and Power in the Digital Age.
Oxford UP. ISBN 0195179838.
• Waldner, Jean-Baptiste (1992). Principles of Computer Integrated Manufacturing.
Chichester: John Wiley & Sons Ltd. ISBN 047193450X.
• Waldner, Jean-Baptiste (1990). Les nouvelles perspectives de la production. Paris:
DUNOD BORDAS. ISBN 9782040198206.
• Lequeux, Jean-Louis (2008). Manager avec les ERP, Architecture Orientée Services
(SOA). Paris: EDITIONS D'ORGANISATION. ISBN 9782212540949.
• CIO Magazine's ABCs of ERP
• History Of ERP
• Clemons, E.K.; Kimborough (1986). "IS for Sustainable Competitive Advantage".
Information & Management 11 (3): 131–136. doi:10.1016/0378-7206(86)90010-8.
Retrieved from "http://en.wikipedia.org/wiki/Enterprise_resource_planning"
Categories: ERP software | Production and manufacturing | Supply chain management
Hidden categories: Articles needing additional references from January 2011 | All articles
needing additional references | All articles with unsourced statements | Articles with unsourced
statements from August 2010 | Articles with unsourced statements from September 2009 |
Articles with unsourced statements from August 2007 | Articles with unsourced statements from
December 2008 | Articles with unsourced statements from December 2007 | Articles with
unsourced statements from January 2011 | Articles with unsourced statements from December
2009 | Wikipedia further reading cleanup | Wikipedia spam cleanup from August 2010
Personal tools
• Log in / create account
Namespaces
• Article
• Discussion
Variants
Views
• Read
• Edit
• View history
Actions
Search
Top of Form
Special:Search

Search

Bottom of Form
Navigation
• Main page
 • Contents
• Featured content
• Current events
• Random article
• Donate to Wikipedia
Interaction
• Help
• About Wikipedia
• Community portal
• Recent changes
• Contact Wikipedia
Toolbox
• What links here
• Related changes
• Upload file
• Special pages
• Permanent link
• Cite this page
Print/export
• Create a book
• Download as PDF
• Printable version
Languages
• ‫العربية‬
• Boarisch
• Български
• Català
• Česky
• Dansk
• Deutsch
• Español
• Euskara
• ‫فارسی‬
• Français
• Galego
• 한국어
• िहनदी
• Bahasa Indonesia
• Italiano
• ‫עברית‬
• ລາວ
• Lietuvių
• Magyar
• മലയാളം
• Nederlands
• 日本語
• Norsk (bokmål)
• Polski
• Português
• Română
• Русский
• Slovenčina
• Српски / Srpski
• Suomi
• Svenska
• தமிழ்
• తలుగు
• ไทย
• Türkçe
• Українська
• Tiếng Việt
• ‫יִידיש‬
• 中文
• This page was last modified on 17 February 2011 at 14:47.
• Text is available under the Creative Commons Attribution-ShareAlike License;
additional terms may apply. See Terms of Use for details.
Wikipedia® is a registered trademark of the Wikimedia Foundation, Inc., a non-profit
organization.
• Contact us
• Privacy policy
• About Wikipedia
 • Disclaimers

•
B est m atches f or e nterprise r esource p lanning s ystems

E RP s ystems e xperienced r apid g rowth i nt he 1 990s b

ecause t he y ear 2 000 a nd t he E uro d isrupted l egacy s

ystems. M any c ompanies t ook t his o pportunity t o... J ump t ot

ext »