Atlantis Ibim Introductiontoopenerp 110323100413 Phpapp01

Why does my company need OpenERP?
OpenERP: Open Source Business Application

Alex Rayn Jerez 2011 Atlantis IBIM Program at the University of Deusto 29th of March 2011
Atlantis IBIM Program at the University of Deusto Why does my company need OpenERP?
Main objectives
Explain and detail why any given company should deploy an ERP information system within its organization Expose the main advantages of adopting an Open Source Business Application Brief review of OpenERP as a tool that improves the management of enterpresarial resources
Table of contents

Introduction to Information Systems Why does my company need and ERP solution? ERP implementation What is OpenERP? OpenERP project OpenERP community OpenERP technology How does OpenERP do business? Implementation approaches
Introduction to Information Systems

Organizational management
21st Century organization: coordinated decision-taking process any given employee must have access to any given resource withing the company We need an information system to make that possible A set of organized elements that receive information, process it and generate a result that will later be used to achieve some of the established goals In the business management field, we will mainly be interested in business information systems (also known as management information systems) A business or management information system is a set of people, technologies and procedures that resolve business problems Compared to other information systems, these ones mainly focus in automatizing and giving support to the decision taking process They play a key role within organizations They channel information along different departments in the company

Components
Human component
Information
Information
Organizational component
Information
Technological component

Everything is about information
Intelligence
Data: gathered facts within the organization. They are raw data, this is, not processed yet Information: processed data and presented personalized to the end-user Knowledge: solutions for problems. Needed information and rules to resolve some given problems Wisdom: it simulates the behavior of an expert in a particular domain (expert systems, Data Mining, etc.)

History
ERP: 1990
Controlling Sales & Distribution Material management Financial accounting
MRP II: 1970
Sales & Operations Planning Simulation
Forecasting
Investment management Quality management Personal management Human Resource Management Plant maintenance
MRP: 1960
Master Production Schedule Material Requirements Planning Capacity Requirements Planning Execute capacity plans Execute material plans

Classification
Business Management Support systems (chronological order)
TPS: Transactional Processing Systems. Management of the information linked to the transactions within the organization A TPS must pass ACID test (Atomicity, Consistency, Isolation and Durability). Main characteristics: agile answer, reliability, not so flexible and controlled processing MIS: Managerial Information Systems. Solution for general business problems, mainly ones linked to C-level domain They are based in the information received from administrative reports (generally standardized), general statistics and some other less formal sources (buzzes, unofficial discussions, political trends, education, previous experiences, etc.). Nowadays, they are not so frequently used, since they are not so unbias

Classification (II)
OAS: Office Automation Systems. It helps for the classic office work that must be done within an organization. For example: office suites (OpenOffice, Microsoft Office, etc.), calendars (GCalendar, etc.), etc. ERP: Enterprise resource planning. Unified and coordinated management of all the resources used within the organization, taking advantage of the information generated across all the departments and functional areas Resource scheduling A set of functional modules Software architecture that eases the flow of information Management information system that supports the decision-taking process

Classification (III)
CRM: Customer Relationship Management. Integral management of customers' relationships, analyzing gathered data through external sources Look for patterns or profiles within clients (Behavioral targeting) i.e. SugarSugarCRM Open Source (Sugar Community Edition) based on LAMP (LinuxApache-MySQL-PHP) Personalized solutions developing own-modules (open source) Business model based on open source: Irontec
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Classification (IV)
SCM: Supply Chain Management. It helps the company in the way it receives raw material that later employs in the development of the product or the service, besides of the later distribution to the clients A nice management of the supply chain will consider every event related to the company and every aspect that could alter the supply The MIT Beer Game: http://beergame.mit.edu/ The management of the supply chains deals with these problems: Distribution network's set-up and configuration Distribution strategy Information Stock management
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Classification (V)
Support for decision-taking process (Business Intelligence) Knowledge generation based on data flows (manufacturing, enterprise scope, macroeconomic indicators, etc.) a company owns in order to gain a competitive advantage over main competitors Data gathering techniques: ELT: Extract, Load, Transform ETL: Extract, Transform, Load (the most used one) Through Business Intelligence solutions, we will achieve computer models for an optimum performance Is so profitable a Business Intelligence solution? It depends on the organizational expectations 7.500.000 results in Google entering business intelligence failure Main big software companies (IBM, Microsoft, Google, Accenture, SAP AG, HP, Yahoo!, etc.) are betting for BI tools
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Classification (VI)
Support for decision-taking process (Business Intelligence) DSS: Decision Support Systems. It helps analyzing key business variables in order to support decision-taking process EIS: Executive Information System. Focused on executive business management, it analyzes current situation and values business evaluation in order to ease decision-taking process. Goals: Inform about important management aspects Help in the decision-taking process in every step involved in the business life cycle, gathering information from them Offer a whole view of the business It exposes stakeholders' information (competitors, economic indicators, clients, etc.) to take decisions
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Classification (VII)
Support for decision-taking process (Business Intelligence) Datawarehousing: collection, storage and management of huge volumes of data OLAP: On-Line Analytical Processing. It helps data analysis through queries to multidimensional structures Datamining: advanced methods that allow explorations throughout huge volumes of data in order to find/generate implicit information, this is, not obvious business information. i.e. client behavior patterns (beers and diapers), product associations (mint and wine), game patterns (NBA), etc. Knowledge Management Systems (Expert systems): emulate the behavior of an expert in a specific domain, employing its knowledge
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Why does my company need an ERP?

Introduction to ERPs
A brief history of the Enterprise Resource Planning systems 1960 - 1970: tailor-made software 1970 - 1990: standard software 1990 - 2000: first ERPs From 2000 onwards: ERP, e-Business, s-Business?
Tailor-made software
Internet
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Improvements
Information access centralized database Process and resource management International operations supporting different tax systems, bank regulations, invoicing systems, currencies, languages, etc. (i.e. IFRS and Basilea regulations) It reduces paper documentation, since it just uses online documents, easily accessible and easy to update (Online business vs. Physical business) Some news backing the apparent improvements IDC report: 8,1% CAGR for the ERP market in 2011 Gartner Says Worldwide Enterprise Software Revenue to Surpass $232.000 million in 2010
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Improvements (II) Information management
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Improvements (III) Enterprise resource coordinated management
Internet
Internet
Internet
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Improvements (IV)
Enterprise resource coordinated management (cont) Modern global supply chains, experts say, mirror complex biological systems like the human body in many ways ERP is absolutely compulsory! The global flow of goods routinely adapts to all kinds of glitches and setbacks A supply breakdown in one factory in one country, for example, is quickly replaced by added shipments from suppliers elsewhere in the network i.e. When a volcano erupted in Iceland last spring, spewing ash across northern Europe and grounding air travel, supply-chain wizards were put to a test, juggling production and shipments worldwide to keep supplies flowing Consider computing and electronics In the early 1990s, virtually all 486-microprocessors were made at a single Intel factory near Jerusalem In 2011, production for major components (semiconductors, screens, microprocessors, etc.) is spread across several countries
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Improvements (V)
Enterprise resource coordinated management (cont) Apple, like all major companies these days, treats its supply-chain operations as a trade secret The field of buying and shipping supplies has been transformed in the last 20 years Globalization and technology have been the driving forces supply lines are longer and far more complex than in the past The ability to manage these complex networks, experts say, has become possible because of technology Sophisticated software for tracking and orchestrating the flow of goods worldwide
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Improvements (VI)
Aalsmer, Noord-Holland: the flower Capital of the world
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Productivity
Many studies have shown that the wider use of information and communication technologies (ICT) explains why the USA is more productive than the European Union Until the mid-1990s, EU productivity had been converging towards US productivity Since then, US growth has accelerated and the US-EU gap has widened The production and use of information and communication technologies (ICT) are much lower in the EU than in the US and that this explains much of the relative slowdown Why has the adoption of the new ICT been much slower in the EU? The adoption is associated with an increase in the variance of firm productivity For example, implementation of advanced business software like SAP and Oracle requires a new organizational structure and the outcome is inherently uncertain The variance of firm productivity is therefore relatively large in sectors that intensively use ICT
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What does it mean for me as a company? Analysis: client needs + projects' dimensions Methodology: it is more than a tool, since it allows to establish a management philosophy in the company organizational model Training: for employees and other companies
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DIKW Pyramid
Data
Data
Information
DIKW Pyramid
Knowledge
+ Intelligence
Evaluation
Data
Wisdom
Wisdom
Challenges
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ERP implementation
Chronological process
Chronological steps prior to being in production phase the ERP 1) Take the decision to implement an ERP 2) ERP selection 3) BPR (Business Process Reengineering) 4) Implementation 5) Entering to production 6) Success analysis
25
ERP implementation
Chronological process (II)
Why it is recommended to change business practice to suit the ERP software rather than customizing the software? Before implementing an ERP software the organization needs to: Analyze current processes Identify non-value adding activities Redesign the process to create value for the customer Then, develop an ERP system package to suit the organizations requirements A key contribution of ERP software is the bundled business process knowledge that comes along with ERP software These processes have evolved over the past two decades of ERP implementation in some of the most well-managed corporations around the world By adapting to those processes that have proved successful in some of the finest corporations around the world, an organization implementing ERP would get the advantage of these best of the breed practices consultant recommendations
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ERP implementation
1) Take the decision to implement an ERP
Do we already have clear that we need an ERP for our company? Fast technological changes have provoked companies not to demand specific solutions for their problems, but integrated solutions such as ERP When C-level managers realize that profits exceed costs when every single department is sharing information through an ERP, they ask a consulting firm to assess them in choosing and deploying an ERP solution Some questions to answer: Where is the company right now? Where does the company want to be? What is exactly what the company needs? Where exactly do we must start? Who is the responsible?
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ERP implementation
2) ERP selection
Prior to choose a specific solution, we must check that Every single functional aspect is properly covered Processes are properly integrated Lately deployed IT Are they compatible with the new solution? Customization capacity (specific software) and parametrization utilities Can the business absorb implicit cost? Is the ROI positive? (regarding also opportunity costs)
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ERP implementation
2) ERP selection (II)
Proprietary ERP software
Microsoft Dynamics NAV, Sage/API, SAP R/3, BAAN, Oracle EBusiness Suite y JD Edwards, Eurowin, etc.
Free and Open Source ERP software
OpenERP, Compiere, Open Bravo, Apache OFBix/opentaps, ERP5, OpenMFG, OpenPro, etc. List of ERP software packages
http://en.wikipedia.org/wiki/List_of_ERP_software_packages
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ERP implementation
2) ERP selection (III)
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ERP implementation
2) ERP selection (IV)
31
ERP implementation
2) ERP selection (V)
In 2010 (of over 1.600 companies)
Tier II solutions have increased their market share by 30% since 2008 SAP is still the benchmark in the ERP market Oracle eBusiness has been the most demanded solution Dynamics the most profitable one (payback and ROI) In almost 72% of the implementations, parameterizations were done, while in up to 24% of them almost full parameterizations Tier I solutions usually require more parameterizations than Tier II and III solutions Albeit 72% of the companies answer satisfactorily to the performance of its vendor, 55% of them expose how their solutions provided 30% or less of the expected profits
32
ERP implementation
2) ERP selection (VI)
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ERP implementation
2) ERP selection (VII)
The closest future CRM and SCM integration (OpenERP has some modules that already do it CRM & SRM) With GSI Deal, eBay Shifts to Big Retail: EBay, synonymous with second-hand wares, is seeking a new retail identity, from small power sellers to connect with large retailers (Toys R Us, Aropostale and Kenneth Cole, etc.). [03/29/2011] Web architecture instead of desktop (OpenERP offers both GTK client and web) Wireless technologies and progress in mobile technologies Why SAP Is Buying Sybase for $5.8 billion; SAP relies on Sybases strengths in transporting data to and from the smartphones of customers. [05/12/2011] Open Source ERPs are a down to earth solution (both on functionality and acceptance) Big corporations were the first ones to deploy ERPs But, recently, SME (95% of employment in Spain) are starting to grab market share SAP launches innovative new solution for U.S. SME businesses; While many SME have invested in multiple software applications, several report that they lack the ability to access the information they need, when they need it, to make critical decisions. [09/14/2011]
34
ERP Implementation
3) BPR (Business Process Reengineering)
It is a key pre-requirement to any implementation It emphasizes current system's drawbacks It stresses and tries to maximize the productivity restructuring and reorganizing human resources, departments, functions, etc. Basic principles: Understand Simplify Automate Tools: brain storming, previous complaints, interviews with the responsibles, job title definitions, etc.
35
ERP Implementation
4) Implementation
An ERP implementation it is a long process that implies two working groups: Parameterizing group: consulting firm Implementation group: within the organization or a consulting firm Classic question: how long will it take the implementation? Commercials usually say that 6 to up to maximum 9 months However, it usually takes between 18 and 24 months usually (a recent study to 1.600 ERP implementations over the world fiexed the average on 18 months) Problem: those are the months for the go-live (one the main phases, see next slide) This includes the implementation of the basic functionality, but it is just an initial step until the company really sees a Return On Investment (ROI)
Similar to what happens with the Social Media strategy How can I know that an ERP will be profitable for my company?
36
ERP Implementation
4)
Implementation (II)
37
ERP Implementation
4)
Implementation (III)
The Great Mystery of the ERP 10-Year Itch: Why Businesses Can't Seem to Stick with Their ERP Software for More Than 10 Years? Like most capital investments, CIOs and CFOs typically expect the investment in their new ERP software to last ten or more years Problem: technology fast changes that it is simply not feasible to remain too far behind the curve for too long What is new in 2011? SaaS, cloud-based and hosted ERP software Even if your software isn't outdated per se, there are enough ERP vendors developing compelling new solutions that make it tough to not at least think about replacing your current system In most cases, however, the software itself isn't the problem Most of the leading vendors in the marketplace have been around for 20 years or more, so you would think that their offerings would be keeping up to date with technology trends (JD Edwards from Oracle, BAAN from Infor, and Epicor)
38
ERP Implementation
4)
Implementation (IV)
It all comes back to misalignment between the business and the software itself
39
ERP Implementation
4)
Implementation (V)
The business is not going to stand still just because you don't want to deal with replacing your ERP software ERP vendor isn't going to create a custom application just for you that meets all of your evolving business needs First: do not stop upgrading your software. ERP vendors spend millions of dollars each year on making their software better, faster, and more robust to meet changing business needs, so the longer you wait to upgrade, the more you are exposing misalignments in the software Second: revisit your software on an ongoing basis. You may find that it's time to replace it with something new, but you may also find that some simple configuration changes to the software or business process improvements will close the gap between what it's doing now and what the business needs. It's unlikely you will delay the need for an ERP software selection indefinitely, but it will buy you more time and a higher ROI on the original investment in the meantime
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ERP Implementation
5) Entering to production
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ERP Implementation
6)
Success analysis
Profits and returns will arrive, but we must be patient Basic functionality of the Phase 1 just provides a 30 50% of the profits Some companies see how their expectations are not satisfied (perhaps the problem is that they had not established well their expectations). Perhaps, that is why 72% of them do not go over this initial phase The important fact is to step up next two phases: Phase 2: adding modules for report generation, exhaustive analysis, mobility, etc. Phase 3: Business Intelligence modules. Take advantage of the full potential of an ERP, this is, generate wisdom from it Just 28% of the companies arrive to this finish line :-( These ones are the phases for business processes' restructuring (Business Process Management, GexAP of Ibermtica, SAP Starter Kit) and change in organizational model
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ERP Implementation
6)
Success analysis (II)
So, if an ERP offers me competitive advantages and a ROI, how can I measure those returns? i.e. Panorama Consulting Group: ROI calculator
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ERP Implementation
6)
Success analysis (III)
Some of the main benefits of implementing and ERP solutions: More accurate information Tighter control of the costs Faster answer to our clients Tracking and monitoring activities Quick answer to technological and market changes Improvement of the interrelations in the value chain It allows to have a unique client database table for all the companies within the group It will make easier for the international operations It allows daily accounting Reduces paper documentation Reduces activity duplication
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ERP Implementation
6)
Success analysis (IV)
Some of the main benefits of implementing and ERP solutions (continuation) Better stock management Quality improvement Reliability in service dates Reduces operational costs
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ERP Implementation
6)
Success analysis (V)
Some of the main costs of implementing and ERP solutions Obvious costs (/$) Licensing (if applicable) Parameterizing and consulting firms Internal team hours, Learning courses Administration costs Resource and function adaptation Development of new functionalities Other maintenance costs (back-ups, updates, etc.)
46
ERP Implementation
6)
Success analysis (VI)
Some of the main costs of implementing and ERP solutions Less obvious costs (/$) Loss of clients when the system fails Operational delays Fails while parameterizing, defining, etc. Uncertainty risks when choosing software supplier Some employees' responsibilities Migration of databases Structural organizational problems are not fixed just by implementing and ERP They do not imply previous and later steps/phases if it is a partial implementation
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ERP Implementation
6)
Success analysis (VII)
The parameterizing of some ERPs is quite limited Some ERP are quite expensive (SAP Business One 20.000 + programmer for about 3.000 ) Some ERP are seen by the market as very stiff and hardly adaptable solutions for the organizational workflow and business process requirements (in OpenERP both workflow and business processes are quite intuitive)
http://doc.openerp.com/book/1/1_2_Guided_Tour/1_2_Guided_Tour_openerp.html#process-management
This latest argument is the most important one when refusing to implement an ERP in the organizations
And what about selecting an Open Source solution for my company?
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What is OpenERP?
A set of integrated solutions (all the pieces in the puzzle) for enterprise management It automates and organizes business processes What is a business process? Porter's value chain
Administration
Human Resources Research and Development Infrastructure
Internal logistics
Operations
External logistics
Sales and marketing
After-sales services
49
What is OpenERP? (II)

Free license, cross-platform and web and desktop clients
Integral: it makes possible to control all the business process of any given organization coordinating every functional area. Everything in the same software package Modular: functionality is divided into individual modules. Parameterization and configuration of modules based on the requirements of those functions. Modules: purchases, sales, stocks, accounting, Human Resources, CRM, SRM, etc.
Adaptable: Every company is a unique world. Configuration and parameterization of the business processes and models. It allows the development of modules
A-GPL License for the server + modules, GTK client and Koo client. OPL License (OpenERP Public license) for the web client (it is a MPL With some restrictions in the logos)
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OpenERP Project
2002: 1.0 version. Originally developed as an Open Source solution by Fabien Pinckaers as a specific solution for an auction house 2004: first versions of TinyERP. Fabien Pinckaers sets the Belgian company Tiny Sprl 2005: OpenERP founded by CEO Fabien Pinckaers. Fabien's vision was that Open Source provided a better way to meet customers' expectations. 2006: 3.0 version. First version of OpenERP implemented in Spain successfully 2007: SVN repository opened. Some successful implementations. 35 official modules and 120 extras 2008: code in launchpad/bazaar. Community participation is opened. TinyERP becomes OpenERP. First Spanish OpenERP Conference in Zaragoza
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OpenERP Project (II)

2009: OpenERP 5.0 is published. 114 official modules and 250 extras. It supposes the real launch of the OpenERP project. Implementations are done world wide. Second Spanish OpenERP Conference hold in Vilanova I La Geltru, Catalunya 2010: in July, OpenERP Early-Adopter Preview - 6.0-dev (alpha). Great community around the globle. It becomes the most reliable Open Source ERP. 500 published modules, 30 languages and presence in 80 countries. 3 million investment of venture capital to OpenERP. Third Spanish OpenERP Conference hold in the University of Deusto in Bilbao 2011: OpenERP has released its new version 6.0. More user-friendly, accessible, intuitive and ready to boost up a business. Response to the needs of customers, community and industries and the answer to todays market
52
OpenERP Project (III)

Partners: over 150 partners deploy our software and support our customers in over 37 countries Community: more than 1000 individuals contribute to improving the software every day Investors: OpenERP went through a first round of financing with Sofinnova a leading European Venture capital firm and Iliad managers Xavier Niel and Olivier Rosenfeld Employees: over 100 employees. Constantly reinforcing the team Careers: availabilities on the web site or by email jobs@openerp.com ;-)
53
OpenERP Community
More than 1000 individuals contribute to improving the software every day. Working groups: Expert Team Accounting https://launchpad.net/~openerpexpert-accounting/+members Services Management https://launchpad.net/~openerp-expert-service/ +members Manufacturing Industries https://launchpad.net/~openerp-expert-production/ +members Translators Team Developer Team Quality team Committee team Community team
Spain Openerp Spanish Localization Project

https://launchpad.net/openerp-spain
54
OpenERP Community (II)

Launchpad Community (https://launchpad.net) Supported by Canonical, it is a collaborative development platform that includes following tools:
Code hosting: branches. Managed by Bazaar Bug tracking: bugs y bugtracker Specifications monitoring: blueprints Collaborative translations: translations Documentation: sphinx y Bazaar
Management done depending on 3 profiles:

Projects Workteams Member
Many projects and work teams around OpenERP https://launchpad.net/openobject
55
OpenERP Community (III)

OpenERP community is very young Most of the teams, communication channels and collaborative tools have been set up along 2009 and 2010. They are still being defined and adjusting some of the processes for collaboration From 2010 February, exists the leader position, dedicated for the community The leader, it is the one that communicates the community with Enterprise needs, defining and documenting processes, etc.
More detailed information about OpenERP community http://www.slideshare.net/ejordi/comunidades-software-libre-comunidad-openerp
56
OpenERP Technology
All-in-one install kit GNU/Linux and Windows Multiplatform GNU/Linux, Windows, Mac (there is no native version http://devteam.taktik.be) Potent clients Web, GTK, Koo (Qt) MVC scheme Model: PostgreSQL View: XML (calendar, graphics, list, form) Controller: Python
PostgreSQL
Desktop client: Gtk, Koo XML-RPC NET-RPC
OpenERP Server
NET-RPC
Web client
eTiny
57
OpenERP Technology (II)

Gateways for connecting with other applications: Office suites: OOffice, MSOffice Virtual shops: Magento, OssCommerce, VirtueMart e-mail: Mozilla Thunderbird, Microsoft Outlook Report generators: Jasper Reports, Ooffice Launch cycles Small versions (bugfixes): once a month (first days of the month) Big versions (new functionalities): once a year (more or less)
58
How does OpenERP do business?

Some Frequently Asked Questions about OpenERP and business
Does my company really need an ERP? And OpenERP? How does OpenERP make business with an Open Source solution? And what about OpenERP decides to give up offering an ERP as Open Source? Will my company let by abandoned? After downloading by myself OpenERP package, will I not be able to install it by myself? Now that VAT has changed in Spain, will I be affected? Will OpenERP be able to adapt to my working style? Why do companies charge different tariffs for deploying OpenERP? Will I have many bugs/errors for choosing an Open Source solution? Will it stop working some day?
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Implementation approaches
Traditional ERP systems Independent applications that must later be integrated Dedicated information to every functional area Each application, own database, own execution and development environment, etc. Not easy control and maintenance of the ERP
60
Implementation approaches (II)

OpenERP Modular integration Wide variety of companies' functional areas (and if for any is not covered, it can always be extended) It eases the flow of information focused on the business processes Centralized database Processes' internal reviews promotion
61
Implementation approaches (III)

Analysis + Methodology + Training Analysis: Which problems do you want to be fixed for your company? Design: design of the most suitable solution Development + Integration Implementation: install, configuration, training, support, set-up and documentation
Analysis Design
Development
Integration
Implementation
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Implementation approaches (IV)

Main activities' implementations Minimum: invoicing and accounting Standard SMEs: invoicing, accounting, purchases, sales and stocks Standard Services: invoicing, accounting, purchases, sales, analytics and projects Standard Production: invoicing, accounting, purchases, sales, analytics and manufacturing Others: on-line shopping (oscommerce, magento, spree), etc.
Analysis
Design
Development
Integration
Implementation
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Implementation approaches (V)

Structural implementation (support activities) CRM and SRM Human Resource Management Documentary Management Email management: poweremail Reports: designer, jasper_reports, etc. Evolution in module quantity
Analysis
Design
Development
Integration
Implementation
64
Implementation approaches (VI)

Specific solutions
Vehicles: tracking, barcodes, quality documents, etc. Education: Standard SME + CRM + personalized education modules Renting: Standard SME + periodical invoicing Food: tracking (by national laws), etc. Catering: personalized modules Business Intelligence, Direct Marketing, etc.
Analysis
Design
Development
Integration
Implementation
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References
Web sites
Break on Through to the Other Side: Moving Beyond ERP "Go-Live" to Competitive Edge and ROI http://it.toolbox.com/blogs/erp-roi/break-on-through-to-the-other-side-moving-beyond-erp-golive-to-competitive-edge-and-roi-40982 ERP Implementation http://panorama-consulting.com/services/erp-software-implementation/ ERP ROI Calculator http://panorama-consulting.com/resource-center/erp-roi-calculator/ Tier I and Tier II ERP Comparison 2008 http://whatiserp.net/erp-comparison/erp-comparison-saporaclemicrosoft-and-tier-2/ ERP Market Share And Evaluation 2010 http://whatiserp.net/erp-comparison/erp-vendor-evaluation-2010/ The 2010 ERP Vendor Analysis Results Are In, and the Winner Is... http://www.backbonemag.com/Backblog/the-2010-erp-vendor-analysis-results-are-in-and-the-winner-is.aspx OpenERP: posicionamiento en el mercado http://www.slideshare.net/izquierdosusana/openerp-presentacion Comunidad OpenERP http://www.slideshare.net/ejordi/comunidades-software-libre-comunidad-openerp III Jornadas Estatales OpenERP http://www.slideshare.net/openerpsite/open-erp-jornadas-bilbao-2010-presentacin-carlos-libana-ting-y-ana-juaristi Analysis: Why SAP Is Buying Sybase for $5.8B http://gigaom.com/2010/05/12/analysis-why-sap-bought-sybase-for-5-8-billion/ SAP launches innovative new solution for US Small and Midsize Businesses http://www.sap.com/press.epx?pressID=2128 OpenERP http://www.openerp.com/ The Great Mystery of the ERP 10-Year Itch: Why Businesses Can't Seem to Stick with Their ERP Software for More Than 10 Years http://it.toolbox.com/blogs/erp-roi/the-great-mystery-of-the-erp-10year-itch-why-businesses-cant-seem-to-stick-with-their-erp-software-for-more-than-10 Gartner Says Worldwide Enterprise Software Revenue to Surpass $232 Billion in 2010 http://www.gartner.com/it/page.jsp?id=1437613 Why it is recommended to change business practice to suit the ERP software rather than customizing the software? http://www.eresourceerp.com/Why-it-is-recommended-to-change-business-practice.html Stress Test for the Global Supply Chain http://www.nytimes.com/2011/03/20/business/20supply.html?pagewanted=1&_r=1&seid=auto&smid=tw-nytimestec Employment protection and technology choice http://www.voxeu.org/index.php?q=node/6291 With GSI Deal, eBay Shifts to Big Retail http://dealbook.nytimes.com/2011/03/28/ebay-to-buy-gsi-commerce-for-2-4-billion-bid/?smid=twnytimes&seid=auto
Copyright (c) 2011 Alex Rayn Jerez This work (but the quoted images, whose rights are reserved to their owners*) is licensed under the Creative Commons Attribution-ShareAlike License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
* http://img.tecnologiapyme.com/2009/12/openerp2.jpg, http://1thought2many.files.wordpress.com/2010/02/word-paperclip.jpg, http://www.nytimes.com/imagepages/2010/07/05/technology/20100706-iphone-graphic.html?ref=technology,
Profesor: Ing. Alex Rayn Jerez Bilbao, March 2011 Facultad de Ingeniera, ESIDE Universidad de Deusto Departamento de Tecnologas Industriales, Facultad de Ingeniera, Universidad de Deusto Avda. de las Universidades, 24, 48007 Bilbao, Pas Vasco, Espaa Alex Rayn Jerez alex.rayon@deusto.es To contact me, so many other ways :-) http://alexrayon.es/alex-rayon-20/

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Why does my company need OpenERP?

OpenERP: Open Source Business Application

Introduction to Information Systems

Introduction to Information Systems

Introduction to Information Systems

Introduction to Information Systems

MRP II: 1970

Sales & Operations Planning Simulation

Introduction to Information Systems

Introduction to Information Systems

Introduction to Information Systems

Introduction to Information Systems

Introduction to Information Systems

Introduction to Information Systems

Introduction to Information Systems

Why does my company need an ERP?

Why does my company need an ERP?

Why does my company need an ERP?

Why does my company need an ERP?

Why does my company need an ERP?

Why does my company need an ERP?

Why does my company need an ERP?

Aalsmer, Noord-Holland: the flower Capital of the world

Why does my company need an ERP?

Why does my company need an ERP?

Why does my company need an ERP?

Success analysis (II)

Success analysis (III)

Success analysis (IV)

Success analysis (V)

Success analysis (VI)

Success analysis (VII)

Sales and marketing

What is OpenERP? (II)

OpenERP Project (II)

OpenERP Project (III)

Spain Openerp Spanish Localization Project

OpenERP Community (II)

Management done depending on 3 profiles:

OpenERP Community (III)

Desktop client: Gtk, Koo XML-RPC NET-RPC

OpenERP Technology (II)

How does OpenERP do business?

Implementation approaches (II)

Implementation approaches (III)

Implementation approaches (IV)

Implementation approaches (V)

Implementation approaches (VI)

* http://img.tecnologiapyme.com/2009/12/openerp2.jpg, http://1thought2many.files.wordpress.com/2010/02/word-paperclip.jpg, http://www.nytimes.com/imagepages/2010/07/05/technology/20100706-iphone-graphic.html?ref=technology,

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