Enterprise Systems

2
LearnIng DbjectIves
W ldenLlfy and glve examples Lo lllusLraLe Lhe followlng
aspecLs of cusLomer relaLlonshlp managemenL
enLerprlse resource managemenL and supply chaln
managemenL sysLems
8uslness processes supporLed
CusLomer and buslness value provlded
oLenLlal challenges and Lrends
3
nterprIse applIcatIons
W ysLems LhaL span funcLlonal areas
W focus on execuLlng buslness processes across Lhe
buslness flrm
W and lnclude all levels of managemenL
W LnLerprlse appllcaLlons help buslnesses become more
flexlble and producLlve by coordlnaLlng Lhelr buslness
processes more closely
4
W @here are Lhree ma[or enLerprlse appllcaLlons
CusLomer relaLlonshlp managemenL sysLems
upply chaln managemenL sysLems
LnLerprlse sysLems
5
CusLomer 8elaLlonshlp ManagemenL
6
:stomer FelatIonshIp |anagement
W lL uses lnformaLlon Lechnology Lo Lrack all of Lhe ways ln
whlch a company lnLeracLs wlLh lLs cusLomers
W @o opLlmlze revenue proflLablllLy cusLomer saLlsfacLlon
and cusLomer reLenLlon
7
W C8M sysLems
capLure and lnLegraLe cusLomer daLa from all over Lhe
organlzaLlon
consolldaLe Lhe daLa analyze Lhe daLa
and Lhen dlsLrlbuLe Lhe resulLs Lo varlous sysLems and
cusLomer Louch polnLs
W lL lncludes sofLware modules LhaL enable a buslness
lLs employees Lo provlde fasL convenlenL dependable
conslsLenL servlce
8
:stomer FelatIonshIp |anagement
W C8M
lnLegraLes and auLomaLes many of Lhe cusLomer servlng
processes
9
|ajor ApplIcatIon omponents
W ales force auLomaLlon (%
lL help sales sLaff lncrease Lhelr producLlvlLy by focuslng
sales efforLs on Lhe mosL proflLable cusLomers
ssembllng lasL purchase lnformaLlon sales forecasLlng
LerrlLory managemenL
lL provldes sales prospecL and conLacL lnformaLlon
producL lnformaLlon producL conflguraLlon capablllLles
and sales quoLe generaLlon capablllLles
10
|ajor ApplIcatIon omponents
W MarkeLlng
upporLlng dlrecLmarkeLlng campalgn
Campalgn channel promoLlon managemenL
deslgnlng producLs and servlces Lo saLlsfy speclflc
cusLomer needs and lnLeresLs
ldenLlfylng opporLunlLles for crossselllng upselllng and
bundllng
11
|ajor ApplIcatIon omponents
W CusLomer ervlce and upporL
lL makes call cenLers help desks and cusLomer supporL
sLaff more efflclenL
rovldes sofLware Lools realLlme access Lo Lhe common
cusLomer daLabase
Pelps creaLe asslgn manage requesLs for servlce from
cusLomers
12
|ajor ApplIcatIon omponents
W 8eLenLlon and LoyalLy rograms
Pelps Lhe company ldenLlfy reward and markeL Lo Lhelr
mosL loyal and proflLable cusLomers
13
%hree Phases of F|
W cqulre (new cusLomers%
8y dolng a superlor [ob of conLacL managemenL sales
prospecLlng selllng dlrecL markeLlng fulflllmenL
W Lnhance (cusLomer saLlsfacLlon%
8y supporLlng superlor servlce from a responslve
neLworked Leam of sales and servlce speclallsLs
W 8eLaln (your cusLomers%
Pelp ldenLlfy and reward your mosL loyal proflLable
cusLomers
14
enefIts
W llows a buslness Lo ldenLlfy lLs besL cusLomers
W Makes posslble realLlme cusLomlzaLlon of producLs
servlces based on cusLomer wanLs needs buylng
hablLs llfe cycles
W Lnables a company Lo provlde a conslsLenL cusLomer
servlce experlence
15
W allures
uue Lo lack of undersLandlng preparaLlon
C8M ls noL a sllver bulleL
16
:stomer FelatIonshIp |anagement
W @rends / sLages
CperaLlonal C8M (operaLlon level%
N ales force auLomaLlon servlce cenLre
nalyLlcal C8M (sLraLeglc level%
N reference analysls demand forecasLlng proflLablllLy
analysls
CollaboraLlve C8M (exLernal envlronmenL%
N CollaboraLlon wlLh suppllers buslness parLners
orLalbased C8M (Lo employees%
N ccesslng [ob relaLed lnformaLlon easlly
17
upply Chaln ManagemenL
18
$:pply chaIn
W @he supply chaln ls a neLwork of organlzaLlons and buslness
processes for
procurlng raw maLerlals
Lransformlng Lhese maLerlals lnLo lnLermedlaLe and
flnlshed producLs
and dlsLrlbuLlng Lhe flnlshed producLs Lo cusLomers
W lL llnks suppllers manufacLurlng planLs dlsLrlbuLlon cenLers
reLall ouLleLs and cusLomers Lo supply goods and servlces
from source Lhrough consumpLlon
19
lnformaLlon and upply Chaln ManagemenL
W lnefflclencles ln Lhe supply chaln such as
parLs shorLages
underuLlllzed planL capaclLy
excesslve flnlshed goods lnvenLory
Plgh LransporLaLlon cosLs
are caused by lnaccuraLe or unLlmely lnformaLlon
W @he cenLral ob[ecLlve of supply chaln managemenL sysLems
ls lnformaLlon vlslblllLyopen and rapld communlcaLlon and
lnformaLlon sharlng beLween members of Lhe supply chaln
20
$:pply haIn |anagement
W @hese sysLem helps suppllers purchaslng flrms
dlsLrlbuLors and loglsLlcs companles share lnformaLlon
abouL
orders producLlon lnvenLory levels and dellvery of
producLs and servlces so LhaL Lhey can source produce
and dellver goods and servlces efflclenLly
21
W upply chaln managemenL sysLems are one Lype of
lnLerorganlzaLlonal sysLem because Lhey auLomaLe Lhe
flow of lnformaLlon across organlzaLlonal boundarles
22
$:pply haIn |anagement
23
$:pply haIn |anagement
W upply chaln sofLware can be classlfled lnLo Lwo
caLegorles
upply chaln plannlng sysLems
N (demand forecasLlng manufacLurlng plannlng dlsLrlbuLlon
LransporLaLlon plannlng%
upply chaln execuLlon sysLem
N @o manage Lhe flow of Lhe producLs
N 8eplenlshmenL reverse dlsLrlbuLlon goods Lracklng eLc
24
$:pply haIn |anagement
W LlecLronlc daLa lnLerchange(Lul%
Lxchanglng buslness LransacLlon documenLs over Lhe
lnLerneL oLher neLworks beLween supply chaln Lradlng
parLners
Lg purchase orders lnvolces shlpplng noLlces eLc
Lul sofLware ls used Lo converL company's a own
documenL formaLs lnLo sLandardlzed Lul formaL
25
ush 8ased Mode|
u|| 8ased Mode|
26
lobal $| E nternet
W lnLerneL has made supply chaln lnLegraLlon posslble
beLween suppllers dlsLrlbuLors loglsLlcs provlders eLc
W LxLraneL weblnLerface webbased CM Lools
W ddlLlonal lssues such as
ddlLlonal CosL of LransporLaLlon lnvenLory local
Laxes/fee
CovL regulaLlon culLural dlfferences performance
sLandards
W lnLerneL has encouraged ouLsourclng of warehouse
mgL LransporLaLlon Lo Lhlrd parLy loglsLlcs provlders
27
enefIts
W rovlde fasLer more accuraLe order processlng
reducLlons ln lnvenLory levels
W qulcker Llme Lo markeL
W lower LransacLlon and maLerlals cosLs
W sLraLeglc relaLlonshlps wlLh suppllers
28
Problem ca:ses
W Lack of proper demand plannlng knowledge Lools and
guldellnes
W lnaccuraLe or overopLlmlsLlc demand forecasLs
W lnaccuraLe producLlon lnvenLory and oLher buslness
daLa
W Lack of adequaLe collaboraLlon
29
LnLerprlse 8esource lannlng
30
31
g rompton reaves' transformer
W Pad Lo do loL of coordlnaLlon beLween depL llke deslgnlng Leams
markeLlng manufacLurlng eLc
W @hese coordlnaLlon efforLs were redundanL Llmeconsumlng
W CosL of execuLlng Lhe producL process deslgn were much hlgher
Lhan oLher companles
W Cycle Llmes were longer Lhan oLher companles
W ueclslon maklng based on manual hard copy reporLs ofLen ouL of
daLe
W lL was really dlfflculL Lo undersLand whaL ls happenlng ln Lhe
buslness as a whole
32
g rompton reaves' transformer
W lL lmplemenLed @eamcenLre soluLlon from uC Lo lnLegraLe
depLs
W lf a sales represenLaLlve places order of Llre rlms sysLem
verlfles credlL llmlL schedules Lhe shlpmenL ldenLlfles Lhe
besL rouLe reserves Lhe lLems from lnvenLory
W lf lnvenLory ls noL enough lL schedules Lhe manufacLure of
lLems orderlng of needed maLerlals from suppllers
W updaLlng accounLs lmmedlaLely
W ueslgn cycle Llme reducLlon of 30 savlng overall cosL
33
olgatePalmolIve
W lmplemenLed 8/3 L8 sysLem Lo access more Llmely
and accuraLe daLa geL Lhe mosL ouL of worklng caplLal
and reduce manufacLurlng cosL
W l@ needed Lo coordlnaLe globally acL locally
W Clobal efflclencles ln purchaslng producL packaglng
sLandardlzaLlon
34
ontIn:e
W 8efore L8
lL Look one Lo flve days Lo acqulre an order
Cne Lo Lwo days Lo process Lhe order
ulsLrlbuLlon plannlng plcklng used Lo Lake four days
W now
Crder acqulslLlon processlng comblned Lakes four hours
dlsLrlbuLlon Lakes 14 hours
ln LoLal orderLodellvery Llme has been cuL Lo half
35
ontIn:e
W 8efore
CnLlme dellvery 913 of Lhe Llme
W now
lL ls 973 of Lhe Llme
W uomesLlc lnvenLorles have dropped by oneLhlrd
W 8ecelvables ouLsLandlng dropped Lo 224 days from 314
36
nterprIse Feso:rce PlannIng
W erves as a crossfuncLlonal enLerprlse sysLem LhaL
lnLegraLes auLomaLes many lnLernal buslness
processes and lnformaLlon sysLems
W L8 sofLware sulLes Lyplcally conslsL of lnLegraLed
modules of
ManufacLurlng
ulsLrlbuLlon
ales
ccounLlng
Puman 8esource ManagemenL
W Clves a company an lnLegraLed realLlme vlew of lLs core
buslness processes
37
nterprIse Feso:rce PlannIng
W 8eneflLs and Challenges
CuallLy and efflclency
N Pelps lmprove Lhe quallLy and efflclency of cusLomer servlce
producLlon dlsLrlbuLlon by creaLlng a framework for
lnLegraLlng and lmprovlng lnLernal buslness processes
uecreased CosLs
N 8educLlons ln LransacLlon processlng cosLs and hardware
sofLware and l@ supporL sLaff
38
nterprIse Feso:rce PlannIng
W ueclslon supporL
rovldes crossfuncLlonal lnformaLlon on buslness
performance Lo asslsL managers ln maklng beLLer
declslons
W LnLerprlse aglllLy
8esulLs ln more flexlble organlzaLlonal sLrucLures
managerlal responslblllLles and work roles
39
nterprIse Feso:rce PlannIng
W CosLs of L8
@he cosLs and rlsks of fallure ln lmplemenLlng a new L8
sysLemare subsLanLlal
40
ost of nterprIse Feso:rce PlannIng
41
a:ses of FP faIl:res
W underesLlmaLlng Lhe complexlLy of Lhe plannlng
developmenL and Lralnlng requlred
W allure Lo lnvolve affecLed employees ln Lhe plannlng
developmenL phases and change managemenL
programs
42
a:ses of FP faIl:res
W @rylng Lo do Loo much Loo fasL
W lnsufflclenL Lralnlng
W 8ellevlng everyLhlng Lhe sofLware vendors and/or
consulLanLs say
43
nterprIse Feso:rce PlannIng
W @rends
lexlble L8
Webenabled L8
lnLerenLerprlse L8
L8uslness ulLes
44
Isc:ssIon Q:estIons
W hould a company become a cusLomerfocused
buslness?
W Why would sysLems LhaL enhance a company's
relaLlonshlps wlLh cusLomers have such a hlgh raLe of
fallure?
45
Isc:ssIon Q:estIons (contIn:ed)
W Pow could some of Lhe specLacular fallures of L8
sysLems have been avolded?
W hould companles conLlnue Lo use Lul sysLems?
46
Isc:ssIon Q:estIons (contIn:ed)
W Pow can Lhe problem of overenLhuslasLlc demand
forecasLs ln supply chaln plannlng be avolded?
W WhaL challenges do you see for a company LhaL wanLs
Lo lmplemenL collaboraLlve CM sysLems?
47
Isc:ssIon Q:estIons (contIn:ed)
W hould companles lnsLall ebuslness sofLware sulLes or
besL of breed" ebuslness sofLware componenLs?
48
Feal World ase 1 - |Its:bIshI |otor $ales
W WhaL are Lhe key appllcaLlon componenLs of
MlLsublshl's C8M sysLem?
W WhaL ls Lhe buslness use of each of Lhose componenLs?
49
Feal World ase 1 (contIn:ed)
W WhaL are Lhe beneflLs Lo a buslness and lLs cusLomers of
a C8M sysLem llke MlLsublshl's?
W uo you approve of MlLsublshl's approach Lo acqulrlng
and lnsLalllng lLs C8M sysLem?
50
Feal World ase 1 (contIn:ed)
W Why have many C8M sysLems falled Lo provlde
promlsed beneflLs llke Lhose generaLed by MlLsublshl's
sysLem?
51
Feal World ase 2 - AgIlent %echnologIes E F:ss errIe
W WhaL are Lhe maln reasons companles experlence
fallures ln lmplemenLlng L8 sysLems?
W WhaL are several key Lhlngs companles should do Lo
avold L8 sysLems fallures?
52
Feal World ase 2 (contIn:ed)
W Why do you Lhlnk L8 sysLems ln parLlcular are ofLen
clLed as examples of fallures ln l@ sysLems developmenL
lmplemenLaLlon or managemenL?
53
Feal World ase 2 (contIn:ed)
W WhaL do you Lhlnk caused Lhe ma[or fallure of gllenL's
L8 lmplemenLaLlon?
W Why do you Lhlnk Lhey dld noL acL Lo avold Lhe reasons
you speclfled?
54
Feal World ase J - %aylor|ade olf E HDN nd:strIes
W Pow could movlng buslness lnformaLlon sysLems wlLh
suppllers and dlsLrlbuLors Lo Lhe Web resulL ln such
dramaLlc buslness beneflLs as experlenced by
@aylorMade Colf?
W Pow does PCn lndusLrles' new CM sysLem lmprove
Lhe efflclency of Lhelr supply chaln?
55
Feal World ase J (contIn:ed)
W WhaL oLher CM lnlLlaLlves would you recommend LhaL
@aylorMade or PCn lndusLrles lmplemenL Lo lmprove
Lhelr supply chaln performance and buslness value?
56
Feal World ase J (contIn:ed)
W WhaL are several ways a small buslness could use supply
chaln managemenL Lo lmprove Lhe efflclency and
buslness value of Lhelr supply chaln?
57
Feal World ase 4 - HP, astman hemIcal, E Dthers
W Why can boLh large and small buslnesses cuL cosLs and
lncrease revenues by movlng Lhelr supply chalns onllne?
58
Feal World ase 4 (contIn:ed)
W WhaL ls Lhe buslness value Lo LasLman Chemlcal and
WW Cralnger of Lhelr lnlLlaLlves Lo help Lhelr suppllers
and cusLomers do buslness onllne?
59
Feal World ase 4 (contIn:ed)
W Why are many small suppllers relucLanL Lo do buslness
onllne wlLh Lhelr large cusLomers?
W WhaL can be done Lo encourage small suppllers Lo geL
onllne?
60
Feal World ase 5 - Wal|art E |attel
W uo you agree LhaL WalMarL ls Lhe besL supply chaln
operaLor of all Llme"?
W Why or why noL?
61
Feal World ase 5 (contIn:ed)
W WhaL has MaLLel learned from WalMarL?
W Pow well are Lhey applylng lL Lo Lhelr own buslness?
62
Feal World ase 5 (contIn:ed)
W WhaL can oLher buslnesses learn from Lhe experlences
of WalMarL and MaLLel LhaL could lmprove Lhelr supply
chaln performance?