ERP Project Management - Part 1
Management and Implementation
- The Importance of a Positive Corporate Culture
Corporate Culture
- the Seeds of Failure
- The Right Attitude Can Make or Break a Project
Committing Management
- Gradually Encourage Corporate Ownership
Ownership Starts on Day One
- Finding and Keeping Project Enthusiasm
Increase Success by Avoiding Failure
- 12 Steps to Risk Reduction
Angels in the Executive Suite
- Working Miracles with the Right Manager's Support
The Importance of Technology
- Preparing for Your Company's Future Needs
It's Your Project and Your Project Manager
- Owning Implementation Keeps Credit and Blame In-House
Project Justification
- Honesty is the Best Policy
Using Consultants
- When and Why Managers Seek Help From the Outside
Who Are the Decision Makers?
- Seeking a Supportive Steering Committee
Link To ERP Project Management - Part 1
ERP Project Management - Part 2
The Vendor Relationship
- Balancing Benefits with Risk
Risk Goes With the Project
- Prepare to face the Danger
Implementation Will Hurt
- But Preparation Will Help Ease the Pain
Are You Ready for a New System?
- Determine Company Intentions and Commitment
How Important is Cost?
- Be True to the Budget
The Necessity of Functionality
- What Do You Want Your System to Do?
The Right Time for Reengineering
- The Truth Behind a Growing Concept
Implementing What You Need
- A Quick List for Corporate Success
Overcoming Resistance to Change and Managing Expectations
- The Key
Link To ERP Project Management - Part 2
Thursday, November 29, 2007
Including Organizational Change Management in your ERP Project Plan
A widely known critical success factor for effective ERP or large IT projects is organizational change management. But what exactly is change management, and what key activities should you include in your project plan?
Organizational change management means a lot of different things to different people. It is a broad topic that encompasses everything from ensuring employee buy-in to organizational design to communications and training. It might include cultural assessments, organizational assessments, executive alignment, and many other topics.
A common reality of ERP projects, however, is that there is not an unlimited budget or resources to implement a huge amount of change management activities. While organizational change management is very important to successful IT projects, some aspects of change are more important than others and have a more immediate impact. I typically advise focusing on organizational change activities that are going to have tangible results on the success of the implementation.
Here are just a few activities that should be considered when planning for a successful project:
1) Define your "as-is" business processes for each location, as well as what the
"to-be" operating model will be across locations. This is an opportunity to standardize your operating model, if it isn't already. This documentation will also help you identify how your organization and processes will change after ERP.
2) Define key stakeholders and change agents from each plant to ensure you have sufficient involvement and representation from each area. These people will also help identify change activities that will work for their specific work locations.
3) Define performance measures at the plant level, which then link back to your high-level business case and ROI analysis. This will "operationalize" your business case and assign accountability to people at the factory level to ensure you realize measurable business improvements as a result of ERP.
4) Measure baseline, pre-implementation measures and define performance targets to quantify how ERP will improve your business. Just as importantly, plan to conduct a post-go-live audit to measure performance after your implementation to ensure you are realizing your projected business benefits.
5) Ensure you have project subject matter experts and core team members who understand your operations from all key locations. These people will be instrumental in helping implement business process and organizational changes.
6) Identify the impact that ERP will have on employees' jobs, and develop a change management, communications, and training program that focuses on those employee groups with the largest impacts
This is just a starting list of some of the key activities I recommend
considering during an implementation as part of an effective IT organizational change management program.
Eric Kimberling
Panorama Consulting Group LLC
Organizational change management means a lot of different things to different people. It is a broad topic that encompasses everything from ensuring employee buy-in to organizational design to communications and training. It might include cultural assessments, organizational assessments, executive alignment, and many other topics.
A common reality of ERP projects, however, is that there is not an unlimited budget or resources to implement a huge amount of change management activities. While organizational change management is very important to successful IT projects, some aspects of change are more important than others and have a more immediate impact. I typically advise focusing on organizational change activities that are going to have tangible results on the success of the implementation.
Here are just a few activities that should be considered when planning for a successful project:
1) Define your "as-is" business processes for each location, as well as what the
"to-be" operating model will be across locations. This is an opportunity to standardize your operating model, if it isn't already. This documentation will also help you identify how your organization and processes will change after ERP.
2) Define key stakeholders and change agents from each plant to ensure you have sufficient involvement and representation from each area. These people will also help identify change activities that will work for their specific work locations.
3) Define performance measures at the plant level, which then link back to your high-level business case and ROI analysis. This will "operationalize" your business case and assign accountability to people at the factory level to ensure you realize measurable business improvements as a result of ERP.
4) Measure baseline, pre-implementation measures and define performance targets to quantify how ERP will improve your business. Just as importantly, plan to conduct a post-go-live audit to measure performance after your implementation to ensure you are realizing your projected business benefits.
5) Ensure you have project subject matter experts and core team members who understand your operations from all key locations. These people will be instrumental in helping implement business process and organizational changes.
6) Identify the impact that ERP will have on employees' jobs, and develop a change management, communications, and training program that focuses on those employee groups with the largest impacts
This is just a starting list of some of the key activities I recommend
considering during an implementation as part of an effective IT organizational change management program.
Eric Kimberling
Panorama Consulting Group LLC
Wednesday, November 28, 2007
Implementing an ERP System
Your organization has decided to implement an Enterprise Resource Planning (ERP) system. Whether the driver for change is that the current Legacy system is out-of-date, cannot handle the volume or is causing customer service issues, it is imperative that your organization not fall into the trap that plagued hundreds early ERP adopters. Here are a number of steps to a successful implementation as well as issues to avoid which may lead to failure.
Steps to Success
1. Create an Implementation Team
This team should be composed of 10-15 people in the organization that are identified as the best people in each area. Quite often Jim from Marketing is not put on the team because he is ‘too busy’ with driving sales, so John, a recent hire, is put on the team for fill this role.
John, of course, is still learning how the company operates and is not the best candidate for the team as he has limited knowledge of processes within the Marketing area. The implementation team should report to a steering committee in the organization, which is a group of the highest level executives that have authority and responsibility for the success of the project. The steering committee should act as a guide to ensure that the timelines and objectives of the implementation are being met and to remove any roadblocks that the implementation team experiences.
2. Document Processes in all Functional Areas
The implementation team should then document all functional areas that will be on the ERP system. This includes Finance, Sales / Marketing, Operations and Human Resources. The team should create a process map for each area. In addition, ask employees in different areas what they like best about the current process, what they dislike and what would make things better. Not only is valuable information gained by this process, but it also involves employees and creates a shared responsibility to make the process work after the software is implemented.
3. Select the Software
The implementation team should undergo a software selection phase where its goal is to match the best software package to its core business processes. It is highly unlikely that it will find a 100% match. The goal is to find software that will best mirror the organization’s business processes. If the software can match to 80% of the processes, then two things must happen to get to the other 20%; either the process must be modified or the software must be customized. The decision on which option is suitable rests on whether or not the process is a core process of the organization (a core process is defined as a process that is vital to the organization and its customers).
4. Begin Implementation
Once the software has been selected it is time to begin the planning for the implementation. The implementation team should develop a project plan using a project planning tools (gnatt charts, etc.). Some of the main components of the process are: ensuring that the data transfer is ‘clean’ and that no data is lost during the transformation; creating a change management process for modifying business processes; creating a testing and approval methodology; approving the system and sign-off; and developing training processes. The implementation team should work with the supplier consultants to help them with technical issues during the implementation.
Common ERP Implementation Issues to Avoid
* Underestimating the Cost of Implementation
Many organizations did not realize the full extent of implementing all of the modules in an ERP system. By nature, the ERP system is highly process-oriented, and if your organization does not have all of its processes documented, you have your work cut out for you. For example, not including the cost of process mapping, will increase implementation costs and lead to frustration when the budget is increased for the project.
* Cutting the Budget Too Soon
As a result of increasing the budget for the ERP implementation, once the ‘core’ elements were in place, ancillary modules are not all turned on as they were not part of the main processes. Thus, the full benefit of the ERP system is undermined as this causes ‘work arounds’ that short-circuits the full value of the system. In addition, training becomes one of the first areas to suffer budget cuts. This creates problems as users have no-where to turn for help and go back to the ‘old way’ of doing things.
* Branding the implementation as an IT Project
As this is a software implementation, many organizations believe that the Information Technology (IT) function should be responsible for the implementation. This creats a dis-connect from all of the other functional areas such as Finance, Sales / Marketing and Operations who are all stakeholders but do not give adequate input into the selection decision. This results in IT making assumptions on what the business requirements were, which are almost always incorrect.
* Not having Proper Metrics
The first ERP implementations were a result of the Y2K bug. Rather than pay to upgrade a Legacy system, some organizations opted to install a shiny, brand-new ERP system, without calculating its Return on Investment (ROI). Each functional area in the organization should estimate what the benefits of an ERP system are; whether its eliminating redundant activities, improving order fill rates or increasing supply chain flexibility, there must be a metric that management can follow to ensure it receives the benefits of the ERP system after implementation, as well as track its progress as the modules are being implemented. Remember, you cannot manage what you cannot measure.
By ensuring that your organization spends time understanding its processes and involving representatives of key areas, it will ensure that it has a high likelihood of success for the implementation. These efforts will pay dividends when the implementation is underway.
Source : http://logistics.about.com/od/implementinganerpsystem/a/erp_implement.htm
Steps to Success
1. Create an Implementation Team
This team should be composed of 10-15 people in the organization that are identified as the best people in each area. Quite often Jim from Marketing is not put on the team because he is ‘too busy’ with driving sales, so John, a recent hire, is put on the team for fill this role.
John, of course, is still learning how the company operates and is not the best candidate for the team as he has limited knowledge of processes within the Marketing area. The implementation team should report to a steering committee in the organization, which is a group of the highest level executives that have authority and responsibility for the success of the project. The steering committee should act as a guide to ensure that the timelines and objectives of the implementation are being met and to remove any roadblocks that the implementation team experiences.
2. Document Processes in all Functional Areas
The implementation team should then document all functional areas that will be on the ERP system. This includes Finance, Sales / Marketing, Operations and Human Resources. The team should create a process map for each area. In addition, ask employees in different areas what they like best about the current process, what they dislike and what would make things better. Not only is valuable information gained by this process, but it also involves employees and creates a shared responsibility to make the process work after the software is implemented.
3. Select the Software
The implementation team should undergo a software selection phase where its goal is to match the best software package to its core business processes. It is highly unlikely that it will find a 100% match. The goal is to find software that will best mirror the organization’s business processes. If the software can match to 80% of the processes, then two things must happen to get to the other 20%; either the process must be modified or the software must be customized. The decision on which option is suitable rests on whether or not the process is a core process of the organization (a core process is defined as a process that is vital to the organization and its customers).
4. Begin Implementation
Once the software has been selected it is time to begin the planning for the implementation. The implementation team should develop a project plan using a project planning tools (gnatt charts, etc.). Some of the main components of the process are: ensuring that the data transfer is ‘clean’ and that no data is lost during the transformation; creating a change management process for modifying business processes; creating a testing and approval methodology; approving the system and sign-off; and developing training processes. The implementation team should work with the supplier consultants to help them with technical issues during the implementation.
Common ERP Implementation Issues to Avoid
* Underestimating the Cost of Implementation
Many organizations did not realize the full extent of implementing all of the modules in an ERP system. By nature, the ERP system is highly process-oriented, and if your organization does not have all of its processes documented, you have your work cut out for you. For example, not including the cost of process mapping, will increase implementation costs and lead to frustration when the budget is increased for the project.
* Cutting the Budget Too Soon
As a result of increasing the budget for the ERP implementation, once the ‘core’ elements were in place, ancillary modules are not all turned on as they were not part of the main processes. Thus, the full benefit of the ERP system is undermined as this causes ‘work arounds’ that short-circuits the full value of the system. In addition, training becomes one of the first areas to suffer budget cuts. This creates problems as users have no-where to turn for help and go back to the ‘old way’ of doing things.
* Branding the implementation as an IT Project
As this is a software implementation, many organizations believe that the Information Technology (IT) function should be responsible for the implementation. This creats a dis-connect from all of the other functional areas such as Finance, Sales / Marketing and Operations who are all stakeholders but do not give adequate input into the selection decision. This results in IT making assumptions on what the business requirements were, which are almost always incorrect.
* Not having Proper Metrics
The first ERP implementations were a result of the Y2K bug. Rather than pay to upgrade a Legacy system, some organizations opted to install a shiny, brand-new ERP system, without calculating its Return on Investment (ROI). Each functional area in the organization should estimate what the benefits of an ERP system are; whether its eliminating redundant activities, improving order fill rates or increasing supply chain flexibility, there must be a metric that management can follow to ensure it receives the benefits of the ERP system after implementation, as well as track its progress as the modules are being implemented. Remember, you cannot manage what you cannot measure.
By ensuring that your organization spends time understanding its processes and involving representatives of key areas, it will ensure that it has a high likelihood of success for the implementation. These efforts will pay dividends when the implementation is underway.
Source : http://logistics.about.com/od/implementinganerpsystem/a/erp_implement.htm
ERP technical team lays groundwork for successful implementation
Clearly visible from the windows of the Enterprise Resource Planning (ERP) team offices on Manning Drive is the ongoing construction of UNC-Chapel Hill’s new North Carolina Cancer Hospital. Although not as visible as the towering shell of a building next door, the work the team is doing inside ITS Manning is pretty impressive, as well.
Have you met BRICE?
Don’t tell Kim Jackson that the ERP project is just your everyday software implementation. BRICE has shown her otherwise.
A term brought to the ERP team by their implementation partners from Deloitte, BRICE is an acronym for Bolt-ons, Reports, Interfaces, Conversions and Enhancements. Simply put, BRICE is an inventory of all the potential product changes required to tightly align the ERP PeopleSoft software with UNC’s student-related business processes. From there, members of the ERP functional and technical teams work together to determine where product development or process redesign is appropriate during implementation.
Jackson, a technical analyst on the ERP team, and her colleagues have spent the last few months developing and continually refining the BRICE as the project continues to move toward the implementation phase. What makes this project different from others she’s worked on is the continuous high level of interaction between the technical and functional sides of the project.
“This is a truly functionally driven project unlike any other I’ve seen,” said Jackson, who has more than 25 years of industry experience. “Technology is supposed to make people’s lives easier, but a lot of times technical folks aren’t given the time or resources to actually find out what’s going on out in the trenches. That’s not been the case with the ERP project.”
Form follows functionality
The technical team’s introduction to the day-to-day life of their functional colleagues began this summer, as team members learned firsthand the ins and outs of the University’s student-related business processes from nearly 200 staff members in admissions, financial aid, student financials and student records.
The team used what they learned at these business process review workshops – and the knowledge they have from supporting legacy applications – to develop “as is” models, or graphic representations of UNC’s current processes. The team then set about determining where these processes interact with the PeopleSoft software (developing the BRICE). Although it came as a surprise to nobody, the sheer number of interactions was daunting.
“Our initial list had more than 1,100 interfaces alone in the BRICE,” said David Langham, ERP interfaces/conversion lead. “We’ve gotten that number down to 184, and I expect it will go down even more.”
Langham attributes the progress to a combination of factors: the diligence of the ERP functional and technical analysts, the PeopleSoft expertise of the Deloitte team and the ongoing cooperation from student services personnel across campus.
“It’s been a true team effort,” he added.
Next steps
ERP team members are now following up with their campus colleagues on the “as is” models they developed this summer after the business process review workshops. These sessions, called “to be” walkthroughs, offer affected UNC staff to see how their business process might look in a PeopleSoft environment.
Far from offering a set-in-stone vision of what is to come, the walkthroughs are more of a test drive of PeopleSoft – allowing functional staff to kick the software’s tires, check under its hood and ask critical questions about its capabilities.
Once the walkthroughs conclude, project leaders – specifically UNC Assistant Vice Chancellor for ERP Stephanie Szakal and her Deloitte counterpart Geoff Creaghan – will use the information gleaned from these sessions and throughout the planning phase to finalize the technical scope and timeline of the initial student systems rollout.
“With a project this big and complex, you start with a certain degree of ambiguity,” said Szakal, who has experience with campus-wide implementations at University of Texas at Austin, the University of Virginia, Carnegie Mellon University, George Washington University and Johns Hopkins. “Then you start answering those questions one by one and the picture starts to gain some focus.”
Szakal said the implementation phase project plan will be released in early 2008 and that she and her team will continue to work with faculty, staff and students to ensure the project rollout meets the critical needs of the campus community.
Where is all this great technology going to live?
One faction of the ERP technical team has been less visible on campus during the project’s planning phase, but that certainly does not mean they haven’t been busy. On the contrary, Infrastructure Lead Bob Lesser and his team have been hard at work creating a reliable, state-of-the-art hardware environment to support the ERP project’s vast and vital data. The team will utilize machine rooms at both ITS Manning and ITS Franklin to separate servers and other equipment in a way that should drastically reduce service disruptions.
About ERP at UNC-Chapel Hill
5 Steps To Successful ERP Implementation
Type of content: White Paper
Format: Adobe Acrobat (.pdf) (40 kb)
Length: 7 pages
By: Sean W. O’Donnell, President, Datacor, Inc.
Introduction
Tougher competition in the marketplace is generating the need to better optimize resources, improve profitability and keep customers satisfied. Companies are increasingly implementing Enterprise Resource Planning (ERP) software solutions to improve operations and provide faster customer response.
Choosing an ERP solution that meets your specific business requirements will enable you to have a smoother implementation. If the software package is written for your industry, you won’t have to custom design a solution. Customized solutions are time consuming to implement and add unnecessary cost. One of the top reasons ERP implementations fail is because the software doesn’t meet basic industry specific business requirements. However; purchasing an ERP application is only half the battle. A well designed implementation plan is the key to success.
Here are 5 Steps To Successful ERP Implementation
1. Strategic Planning
2. Procedure Review
3. Data Collection and Clean-Up
4. Training and Testing
5. Go Live and Evaluation
Read This White Paper
Format: Adobe Acrobat (.pdf) (40 kb)
Length: 7 pages
By: Sean W. O’Donnell, President, Datacor, Inc.
Introduction
Tougher competition in the marketplace is generating the need to better optimize resources, improve profitability and keep customers satisfied. Companies are increasingly implementing Enterprise Resource Planning (ERP) software solutions to improve operations and provide faster customer response.
Choosing an ERP solution that meets your specific business requirements will enable you to have a smoother implementation. If the software package is written for your industry, you won’t have to custom design a solution. Customized solutions are time consuming to implement and add unnecessary cost. One of the top reasons ERP implementations fail is because the software doesn’t meet basic industry specific business requirements. However; purchasing an ERP application is only half the battle. A well designed implementation plan is the key to success.
Here are 5 Steps To Successful ERP Implementation
1. Strategic Planning
2. Procedure Review
3. Data Collection and Clean-Up
4. Training and Testing
5. Go Live and Evaluation
Read This White Paper
5 STEPS TO A SUCCESSFUL ERP SOFTWARE IMPLEMENTATION
Type of content: White Paper
Format: Adobe Acrobat (.pdf) (139 kb)
Length: 4 pages
By: Wayne Wilson
Over View
“Over 50% of Enterprise Resource Planning (ERP) software implementations fail to accomplish their intended business objectives.”
Over the years, I have heard numerous versions of the above purported truth. Like all “urban legends,” it contains an element of truth though not necessarily “the whole truth and nothing but the truth.” According to The Standish Group’s Chaos Report, only 15% of over 13,000 information technology (IT) projects surveyed were classified as “out-and-out failures” while 34% were rated unqualified successes. The remaining “. . . 51 percent of all IT projects . . [experienced challenges] with cost overruns, time overruns, and projects not delivered with the right functionality to support the business.”
Academic studies have focused primarily on IT projects at large companies2 rather than the smallto medium-sized enterprises (SMEs) where industry specific, off-the-shelf ERP software packages can provide enormous business benefit. One study focused primarily on SMEs found that “SMEs can expect to have an easier time implementing ERPs . . .”3 than larger organizations. However, proper project planning is critical to ensuring a successful ERP implementation regardless of the size of the company.
Here are 5 steps which can help ensure that your ERP software project comes in on time and
on budget while delivering the business benefits you expected.
Step 1 – Choose the right solution
Step 2 – Partner with professionals
Step 3 – Plan for project profitability
Step 4 – Resist “scope creep”
Step 5 – Train, train, train . . . and then train some more
Read This White Paper
Format: Adobe Acrobat (.pdf) (139 kb)
Length: 4 pages
By: Wayne Wilson
Over View
“Over 50% of Enterprise Resource Planning (ERP) software implementations fail to accomplish their intended business objectives.”
Over the years, I have heard numerous versions of the above purported truth. Like all “urban legends,” it contains an element of truth though not necessarily “the whole truth and nothing but the truth.” According to The Standish Group’s Chaos Report, only 15% of over 13,000 information technology (IT) projects surveyed were classified as “out-and-out failures” while 34% were rated unqualified successes. The remaining “. . . 51 percent of all IT projects . . [experienced challenges] with cost overruns, time overruns, and projects not delivered with the right functionality to support the business.”
Academic studies have focused primarily on IT projects at large companies2 rather than the smallto medium-sized enterprises (SMEs) where industry specific, off-the-shelf ERP software packages can provide enormous business benefit. One study focused primarily on SMEs found that “SMEs can expect to have an easier time implementing ERPs . . .”3 than larger organizations. However, proper project planning is critical to ensuring a successful ERP implementation regardless of the size of the company.
Here are 5 steps which can help ensure that your ERP software project comes in on time and
on budget while delivering the business benefits you expected.
Step 1 – Choose the right solution
Step 2 – Partner with professionals
Step 3 – Plan for project profitability
Step 4 – Resist “scope creep”
Step 5 – Train, train, train . . . and then train some more
Read This White Paper
ERP (Enterprise Resource Planning)
Article By Over the last decade, a large number of Enterprises have invested heavily in Enterprise Resource Planning (ERP) systems. Most of those organizations benefited from this new IT innovation. Others faced challenges and learned valuable lessons during ERP Project Implementation. Nowadays, Small to Medium Enterprises (SME's) are realising the potential benefits of ERP to an organisation, and are considering investing in ERP solution. Hence, understanding ERP and what it offers in today's business world is crucial to your software and vendor selection. This paper provides an overview of ERP and describes its basic operation. Afterwards, the paper looks into global enterprise resource planning, and presents a list of the main critical factors for the success of ERP implementation.
The emergence of the Internet, evolving customer demands, pressure to accelerate business process, and the need to establish more collaborative relationships with key suppliers and business partners are all pushing organizations towards ERP solution. So, what is ERP? Enterprise Resource Planning (ERP) is described as an "information system package that integrates information and information based processes within and across functional areas in an organization" [1]. Traditional stand-alone applications were designed for specific customers, with limited functionality, and isolated from other applications. On the contrary, ERP is a business tool that integrates all the applications required by an organization as a whole, and connects the organization to other enterprises in a network form. It is usually compromised of several modules such as: a financial module, a distribution module, or a production module. Today, ERP have added new functions such as supply chain management, product data management, electronic commerce and warehouse management. Thus, ERP opens a window of opportunity for businesses to compete globally, respond to competitive pressures, and increase revenue.
ERP Characteristics & Basic Operations:
ERP facilitates company-wide Integrated Information System covering all functional areas like Manufacturing, Selling and distribution, Payables, Receivables, Inventory, Accounts, Human resources, Purchases etc. - ERP performs core business activities and increases customer service satisfaction. - ERP facilitates information flow across different sections or departments of the organisation. - ERP bridges the gap between business partners allowing ongoing collaboration. - ERP is a good solution for better project management. - ERP is built as open system architecture, meaning it allows automatic introduction of the latest technologies such as: Electronic Fund Transfer (EFT), Electronic Data Interchange (EDI), Internet, Intranet, Video conferencing, E-Commerce etc. - ERP not only addresses the current requirements of the company but also provides the opportunity of continually improving and refining business processes. - ERP provides business intelligence tools like Decision Support Systems (DSS), Executive Information System (EIS), Reporting, Data Mining and Early Warning Systems (Robots) for enabling people to make better decisions and thus improve their business processes. - ERP tracks a wide range of events in an organisation, and plans for future activities based on these events.
ERP driving forces:
1. The need to increase supply chain efficiency.
2. The need to increase customer access to products or services.
3. The need to reduce operating costs.
4. The need to respond more rapidly and flexibly to a changing market place.
Global ERP Implementation:
Historically, most international companies have managed their systems on regional basis, because there was no single solution that was globally acceptable. In today's dynamic business environment there is a strong need for the organisations to become globally competitive. The key for success lies in customer satisfaction, through understanding customer needs, and providing quality goods and services in the shortest time possible. To support a global outlook, many firms implemented or are in the process of implementing Enterprise Resource Planning (ERP) Systems, in order to improve level of coordination among national entities of the same firm, and also with business partners. However, to achieve this level of coordination it is important to have a global market strategy, a common IT infrastructure, and business processes in place.
An analysis of past global ERP projects, highlight on the importance of aligning organisation structure with business process and business strategy with IT strategy in order to compete in the international market. 'Threads' is a good example of an international company that replaced its legacy system with ERP. 'Threads' had a national organisation structure that operates on country by country basis.
To obtain a global view 'Threads' decided that its time for change by transforming the company from a local to a global geographical perspective. Hence, making Europe as one market for their business operations, and also ensuring competitiveness through a focus on the quality, price, and customer service. The intended organization structure and supporting global ERP is shown in [2].
Enabling Technologies: Traditional ERP systems required sophisticated and expensive information technology infrastructure such as, mainframe computers. Nowadays, with the advancement of information technology and the cost reduction of computers it becomes possible for SME's to think about ERP Systems. Moreover, the power of Three Tier Client Server architecture and scalable relational data base management has made it easier to deploy ERP Systems in multiple locations. Implementation of ERP:
Implementing an ERP project is a process consisted of many phases. Following, a step by step approach will simplify the process and is more likely to yield a better result. The normal steps involved in the implementation of an ERP are as below: o Project Planning o Business & Operational analysis including Gap analysis o Business Process Reengineering o Installation and configuration o Project team training o Business Requirement mapping o Module configuration o System interfaces o Data conversion o Custom Documentation o End user training o Acceptance testing o Post implementation/Audit support
In short, implementing ERP can transform the way an organization conducts business. It helps the enterprise link its resources, utilise and allocate them in the best possible manner and control them on real time basis. For instance, in the case of 'Threads' the transformation from Legacy system to ERP system resulted in a reduction of data redundancy, reduction of overheads, an increase in customer responsiveness and customer service levels throughout the firm. This has been facilitated by implementing a common global ERP system throughout its European operation.
Critical factors for Success of ERP:
The successful implementation of an ERP project requires management to plan carefully, and have all needed human and financial resources in place. Below is a list of the main critical factors for the success of ERP:
1- Top Management Support: Among the most important factors for the success of ERP project is the top management commitment and support. The role of top management includes, developing an understanding of the capabilities and limitation of the proposed system, setting goals, and communicating the corporate IT Strategy to all employees [3].
2- Project Management: Another important factor for the success of ERP is managing the project life cycle from initiating to closing phase. The Project Manager (PM) has sole responsibility and authority for planning and controlling the project scope to meet the deliverables in the given time frame and budget.
3- Selection of the appropriate package: Selecting the appropriate package is an important managerial decision. Analysing and evaluating the organisation needs and processes help in taking the right choice that best suits the business environment. A careful selection of the right package results in minimum modification and successful implementation and use. On the hand, selecting the wrong software may mean a commitment to architecture and application that do not fit the organizational strategic goal or business process [3].
4- User training and education: A quality implementation can de derailed by poorly trained employees who do not know how to properly operate the ERP system. The knowledge transfer to employees is arguably more important than the quality of the system. For that reason, companies should use consultants to run training sessions on how the system works, and how they relate to the business process.
5- Business Process Re-engineering: Business Process Reengineering is a pre-requisite for going ahead with implementing ERP system. An in depth BPR study has to be done before taking up ERP. Business Process Reengineering brings out deficiencies of the existing system and attempts to maximize productivity through restructuring and re-organizing the human resources as well as divisions and departments in the organisation
6- Dedicated Resources: One of the main critical factors for ERP success is determining the human and financial resources needed to implement the system. This should be done at an early stage of the project. Failing to commit the required resources often result in schedule and cost overdue.
7- Project Team Competence: Another key element of ERP success or failure is related to the knowledge, skills, abilities, and experience of the project manager and team members. The project team should work in a coordinated way to achieve one goal. Hence, it is vital for team members to have technical and business skills to complement their work.
8- Clear goals and objectives: Setting clear goals and Identifying the Objectives of the ERP Project is the third most critical success factor. The initial phase of any project should begin with a conceptualization of the goals and possible ways to accomplish these goals. It is important to set the goals of the project before even seeking top management support [3].
9- Ongoing Vendor Support: Ongoing vendor support represents an important factor with any software package. ERP systems require ongoing vendor support to keep them up to date with the latest modules and version. In addition to this, vendor support provides technical assistance, and maintenance.
10- Interdepartmental communication: Good communication is a key component for the success of ERP. Hence, it is essential to communicate effectively between team members and the rest of the organization, in order to keep everything working properly.
To conclude, ERP implementation could become a complex and risky process, if not managed properly. Organizations need to identify the critical issues that affect the implementation process. Such as: selecting the appropriate software package, securing commitment and support from top management, cooperation from business partners, having adequate knowledge among team members, training employees and keeping them informed. All those issues and other more can minimize the failure of ERP project and maximizes the success of ERP implementation.
References:
[1] Kumar, K. and Van Hillegersberg, J. ERP Experiences and Evolution, Communication of the ACM, (43:4), pp. 23- 26, 2000.
[2] Holland C. and Light B. (1999) Global Enterprise Resource Planning Implementation Retrieved August, 27, 2005 from: http://csdl2.computer.org/comp/proceedings/hicss/1999/0001/07/00017016.PDF
[3] Somers T.M., and Nelson K. (2001), The Impact of Critical Success Factors across the Stages of Enterprise Resource Planning Implementations, published in 34th Hawaii International Conference on System Sciences 2001, Hawaii
[4] Holland C.P, and Light B. (1999), A Critical Success factor Model for ERP implementation, IEEE Software, May/June 1999, pp. 30-36
[5] Hammer M. and Champy J. (1994) Reengineering the Corporation, New York, Harper Business.
[6] Kerchevak M. (2005) Five Steps to an ERP Solution, Retrieved September 3, 2005 from: http://archives.tcm.ie/businesspost/2005/06/05/story5254.asp
[7] Robinson S. (2004) A Developer's Overview of ERP, Retrieved September 1, 2005 from: http://www.developer.com/design/article.php/344655
SOURCE : http://software.ivertech.com/_ivertechArticle9034_ERPEnterpriseResourcePlanning.htm
Business process reengineering
From Wikipedia, the free encyclopedia
Business process reengineering (BPR) is a management approach aiming at improvements by means of elevating efficiency and effectiveness of the processes that exist within and across organizations. The key to BPR is for organizations to look at their business processes from a "clean slate" perspective and determine how they can best construct these processes to improve how they conduct business.
Business process reengineering is also known as BPR, Business Process Redesign, Business Transformation, or Business Process Change Management.
History
In 1990, Michael Hammer, a former professor of computer science at the Massachusetts Institute of Technology (MIT), published an article in the Harvard Business Review, in which he claimed that the major challenge for managers is to obliterate non-value adding work, rather than using technology for automating it (Hammer 1990). This statement implicitly accused managers of having focused on the wrong issues, namely that technology in general, and more specifically information technology, has been used primarily for automating existing work rather than using it as an enabler for making non-value adding work obsolete.
Hammer's claim was simple: Most of the work being done does not add any value for customers, and this work should be removed, not accelerated through automation. Instead, companies should reconsider their processes in order to maximize customer value, while minimizing the consumption of resources required for delivering their product or service. A similar idea was advocated by Thomas H. Davenport and J. Short (1990), at that time a member of the Ernst & Young research center, in a paper published in the Sloan Management Review the same year as Hammer published his paper.
This idea, to unbiasedly review a company’s business processes, was rapidly adopted by a huge number of firms, which were striving for renewed competitiveness, which they had lost due to the market entrance of foreign competitors, their inability to satisfy customer needs, and their insufficient cost structure. Even well established management thinkers, such as Peter Drucker and Tom Peters, were accepting and advocating BPR as a new tool for (re-)achieving success in a dynamic world. During the following years, a fast growing number of publications, books as well as journal articles, was dedicated to BPR, and many consulting firms embarked on this trend and developed BPR methods. However, the critics were fast to claim that BPR was a way to dehumanize the work place, increase managerial control, and to justify downsizing, i.e. major reductions of the work force (Greenbaum 1995, Industry Week 1994), and a rebirth of Taylorism under a different label.
Despite this critique, reengineering was adopted at an accelerating pace and by 1993, as many as 65% of the Fortune 500 companies claimed to either have initiated reengineering efforts, or to have plans to do so. This trend was fueled by the fast adoption of BPR by the consulting industry, but also by the study Made in America, conducted by MIT, that showed how companies in many US industries had lagged behind their foreign counterparts in terms of competitiveness, time-to-market and productivity.
Definition of BPR
Different definitions can be found. This section contains the definition provided in notable publications in the field.
Hammer and Champy (1993) define BPR as
"... 'the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical contemporary measures of performance, such as cost, quality, service, and speed."
Thomas H. Davenport (1993), another well-known BPR theorist, uses the term process innovation, which he says
”encompasses the envisioning of new work strategies, the actual process design activity, and the implementation of the change in all its complex technological, human, and organizational dimensions”.
Additionally, Davenport (ibid.) points out the major difference between BPR and other approaches to organization development (OD), especially the continuous improvement or TQM movement, when he states:
"Today firms must seek not fractional, but multiplicative levels of improvement – 10x rather than 10%."
Finally, Johansson et al. (1993) provide a description of BPR relative to other process-oriented views, such as Total Quality Management (TQM) and Just-in-time (JIT), and state:
"Business Process Reengineering, although a close relative, seeks radical rather than merely continuous improvement. It escalates the efforts of JIT and TQM to make process orientation a strategic tool and a core competence of the organization. BPR concentrates on core business processes, and uses the specific techniques within the JIT and TQM ”toolboxes” as enablers, while broadening the process vision."
In order to achieve the major improvements BPR is seeking for, the change of structural organizational variables, and other ways of managing and performing work is often considered as being insufficient. For being able to reap the achievable benefits fully, the use of information technology (IT) is conceived as a major contributing factor. While IT traditionally has been used for supporting the existing business functions, i.e. it was used for increasing organizational efficiency, it now plays a role as enabler of new organizational forms, and patterns of collaboration within and between organizations.
BPR derives its existence from different disciplines, and four major areas can be identified as being subjected to change in BPR - organization, technology, strategy, and people - where a process view is used as common framework for considering these dimensions. The approach can be graphically depicted by a modification of "Leavitt’s diamond" (Leavitt 1965).
Business strategy is the primary driver of BPR initiatives and the other dimensions are governed by strategy's encompassing role. The organization dimension reflects the structural elements of the company, such as hierarchical levels, the composition of organizational units, and the distribution of work between them. Technology is concerned with the use of computer systems and other forms of communication technology in the business. In BPR, information technology is generally considered as playing a role as enabler of new forms of organizing and collaborating, rather than supporting existing business functions. The people / human resources dimension deals with aspects such as education, training, motivation and reward systems. The concept of business processes - interrelated activities aiming at creating a value added output to a customer - is the basic underlying idea of BPR. These processes are characterized by a number of attributes: Process ownership, customer focus, value-adding, and cross-functionality.
The role of information technology
Information technology (IT) has historically played an important role in the reengineering concept. It is considered by some as a major enabler for new forms of working and collaborating within an organization and across organizational borders.
The early BPR literature, e.g. Hammer & Champy (1993), identified several so called disruptive technologies that were supposed to challenge traditional wisdom about how work should be performed.
1. Shared databases, making information available at many places
2. Expert systems, allowing generalists to perform specialist tasks
3. Telecommunication networks, allowing organizations to be centralized and decentralized at the same time
4. Decision-support tools, allowing decision-making to be a part of everybody's job
5. Wireless data communication and portable computers, allowing field personnel to work office independent
6. Interactive videodisk, to get in immediate contact with potential buyers
7. Automatic identification and tracking, allowing things to tell where they are, instead of requiring to be found
8. High performance computing, allowing on-the-fly planning and revisioning
In the mid 1990s, especially workflow management systems were considered as a significant contributor to improved process efficiency. Also ERP (Enterprise Resource Planning) vendors, such as SAP, positioned their solutions as vehicles for business process redesign and improvement.
Methodology
Although the labels and steps differ slightly, the early methodologies that were rooted in IT-centric BPR solutions share many of the same basic principles and elements. The following outline is one such model, based on the PRLC (Process Reengineering Life Cycle) approach developed by Guha et.al. (1993). A more detailed description of this model can be found here.
1. Envision new processes
1. Secure management support
2. Identify reengineering opportunities
3. Identify enabling technologies
4. Align with corporate strategy
2. Initiating change
1. Set up reengineering team
2. Outline performance goals
3. Process diagnosis
1. Describe existing processes
2. Uncover pathologies in existing processes
4. Process redesign
1. Develop alternative process scenarios
2. Develop new process design
3. Design HR architecture
4. Select IT platform
5. Develop overall blueprint and gather feedback
5. Reconstruction
1. Develop/install IT solution
2. Establish process changes
6. Process monitoring
1. Performance measurement, including time, quality, cost, IT performance
2. Link to continuous improvement
-> Loop-back to diagnosis
Benefiting from lessons learned from the early adopters, some BPR practitioners advocated a change in emphasis to a customer-centric, as opposed to an IT-centric, methodology. One such methodology, that also incorporated a Risk and Impact Assessment to account for the impact that BPR can have on jobs and operations, was described by Lon Roberts (1994). Roberts also stressed the use of change management tools to proactively address resistance to change—a factor linked to the demise of many reengineering initiatives that looked good on the drawing board.
Also within the management consulting industry, a significant number of methodological approaches have been developed. A set of short papers, outlining and comparing some of them can be found here, followed by some guidelines for companies considering to contract a consultancy for a BPR initiative:
BPR - a rebirth of scientific management?
By its critics, BPR is often accused to be a re-animation of Taylor's principles of scientific management, aiming at increasing productivity to a maximum, but disregarding aspects such as work environment and employee satisfaction. It can be agreed that Taylor's theories, in conjunction with the work of the early administrative scientists have had a considerable impact on the management discipline for more than 50 years. However, it is not self-evident that BPR is a close relative to Taylorism and this proposed relation deserves a closer investigation.
In the late 19th century Frederick Winslow Taylor, a mechanical engineer, started to develop the idea of management as a scientific discipline. He applied the premise that work and its organizational environment could be considered and designed upon scientific principles, i.e. that work processes could be studied in detail using a positivist analytic approach. Upon the basis of this analysis, an optimal organizational structure and way of performing all work tasks could be identified and implemented. However, he was not the one to originally invent the concept. In 1886, a paper entitled "The Engineer as Economist", written by Henry R. Towne for the American Society of Mechanical Engineers, had laid the bedrock for the development of scientific management.
The basic idea of scientific management was that work could be studied from an objective scientific perspective and that the analysis of the gathered information could be used for increasing productivity, especially of blue-collar work, significantly. Taylor (1911) summarized his observations in the following four principles:
* Observation and analysis through time study to set the optimal production rate. In other words, develop a science for each man’s task–a One Best Way.
* Scientifically select the best man for the job and train him in the procedures he is expected to follow.
* Cooperate with the man to ensure that the work is done as described. This means establishing a differential rate system of piece work and paying the man on an incentive basis, not according to the position.
* Divide the work between managers and workers so that managers are given the responsibility for planning and preparation of work, rather than the individual worker.
Scientific management’s main characteristic is the strict separation of planning and doing, which was implemented by the use of a functional foremanship system. This means that a worker, depending on the task that he or she is performing, can report to different foreman, each of them being responsible for a small, specialized area.
Taylor’s ideas had a major impact on manufacturing, but also administration. One of the most well-known examples is Ford Motor Co., which adopted the principles of scientific management at an early stage, and built its assembly line for the T-model based on Taylor’s model of work and authority distribution, thereby giving name to Fordism.
Later on, Taylor’s ideas were extended by the time and motion studies performed by Frank Gilbreth and his wife Lillian. Henry Gantt, a co-worker of Taylor, developed Taylor’s idea further, but placed more emphasis on the worker. He developed a reward system that no longer took into account only the output of the work, but was based on a fixed daily wage, and a bonus for completing the task.
Taylor’s work can be, and has been, criticized many times for degrading individuals to become machinelike. One of the most famous critiques of the situation that an application of scientific management could result in, is shown in Charles Chaplin's movie "Modern Times (film)". Despite that fact, Taylor was inspired by the vision of creating a workplace that is beneficial to all members of the organization, both management and workers.
When looking at Taylor’s ideas retrospectively, we can conclude, that they very well fitted the organizations of the early 20th century. The kind of organization he proposed requires certain pre-conditions, which were satisfied in the technological and socio-economic environment of his time and the heritage from economic individualism and a Protestant view of work. However, despite the good intention of designing organizations where managers and workers could jointly contribute to the common achievements, Taylor missed the fact that he had been building his principles on wrong assumptions. There are some major critical points that can be brought forward against Taylor's concept.
The strict belief in man being totally rational, and the history of Protestant ethic, which considered work as being a manifestation of religious grace, made him disregard the crucial issue of human behaviour and the fact that money is insufficient as the single source of motivation (Tawney 1954).
The lack of considering the organizational environment as a conceivable factor, and the overemphasis on organizational efficiency. As Thompson (1969) notes:
"Scientific management, focusing primarily on manufacturing or similar production activities, clearly employs economic efficiency as its ultimate criterion and achieves conceptual closure of the organization by assuming that goals are known, tasks are repetitive, output of the production process somehow disappears, and resources in uniform qualities are available."
If accepting Thompson’s critique as valid and relevant, it can be concluded that the strict hierarchical organization seems to be unfit to take on the challenges that are imposed by fierce competition and dynamic market structures. Due to the focus on improvement through repetition and resource uniformity, the applicability on organizations and processes without these characteristics, such as pharmaceutical R&D, can be questioned.
Peter Drucker noted a third problem related to scientific management, namely that there was no real concern about technology, i.e. that Taylor considered his theory as being general, and that it could be applied to any organization, independently of the technology used. Drucker (1972) stated:
"Scientific management was not concerned with technology. It took tools and technology as givens."
This point brings forward a clear argument against the application of Taylor's principles and methodologies for improving today’s organizations. Considering that the rapid development in the IT field actually constitutes a driving force in itself, it appears to be unfit to employ organizational concepts that neglect the changing and enabling role of technology. On the other hand we can argue that the application of scientific management in the early 20st century, as we look at it retrospectively, must be considered as the contemporary use of a concept that would look and be applied in a different way today. Taylor did not neglect technology, he considered it as an important contributor to organizational performance, but given the pace of development, he could not consider it as a major driver of change.
Looking at the suggested relationship between BPR and Taylor’s principles we can conclude that primarily Thompson’s and Drucker’s criticism build a strong case against BPR being a successor of Taylorism. An organizational concept that does not take into account changing business environments and rapid technological advancements is not fit for serving as an improvement method today. Also the BPR literature offers a harsh critique of the continuous application of tayloristic principles in the modern business world, thus rejecting the separation of planning and doing and the strict functional division of labor. BPR proponents claim that taking BPR for Taylorism is a major misunderstanding of the concept, and responsible for a considerable number of reengineering project failures. On the other hand, there is also a similarity which stems from the methodological approach: Both scientific management and BPR have a focus on productivity and efficient use of resources that can be achieved through an optimum process design and its sub-sequent deployment. The following quote, referring to scientific management can equally be used to describe the intention of reengineering:
"To conduct the undertaking toward its objectives by seeking to derive optimum advantage from all available resources." (Loyd 1994)
At the same time it cannot be denied, that the implementation of process-based organizations in practice often is accompanied by massive lay-offs and an emphasis on managerial control. A study by CSC Index from 1994 revealed that 73% of the companies applying BPR reduced their workforce with an average of 21%. Thomas Davenport, an early contributor to the BPR-field, provided a harsh critique against labeling substantial workforce reductions reengineering and in a paper from 1995 he stated that
"Reengineering didn’t start out as a code word for mindless bloodshed ... The [other] thing to remember about the start of reengineering is that the phrase ‘massive layoffs’ was never part of the early vocabulary." (Davenport, 1995)
Successes
BPR, if implemented properly, can give huge returns. BPR has helped giants like Procter and Gamble Corporation and General Motors Corporation succeed after financial drawbacks due to competition. It helped American Airlines somewhat get back on track from the bad debt that is currently haunting their business practice. BPR is about the proper method of implementation.
General Motors Corporation implemented a 3-year plan to consolidate their multiple desktop systems into one. It is known internally as "Consistent Office Environment" (Booker, 1994). This reengineering process involved replacing the numerous brands of desktop systems, network operating systems and application development tools into a more manageable number of vendors and technology platforms. According to Donald G. Hedeen, director of desktops and deployment at GM and manager of the upgrade program, he says that the process "lays the foundation for the implementation of a common business communication strategy across General Motors." (Booker, 1994). Lotus Development Corporation and Hewlett-Packard Development Company, formerly Compaq Computer Corporation, received the single largest non-government sales ever from General Motors Corporation. GM also planned to use Novell NetWare as a security client, Microsoft Office and Hewlett-Packard printers. According to Donald G. Hedeen, this saved GM 10% to 25% on support costs, 3% to 5% on hardware, 40% to 60% on software licensing fees, and increased efficiency by overcoming incompatibility issues by using just one platform across the entire company.
Southwest Airlines offers another successful example of reengineering their company and using Information Technology the way it was meant to be implemented. In 1992, Southwest Airlines had a revenue of $1.7 billion and an after-tax profit of $91 million. American Airlines, the largest U.S. carrier, on the other hand had a revenue of $14.4 billion dollars but lost $475 million and has not made a profit since 1989 (Furey and Diorio, 1994). Companies like Southwest Airlines know that their formula for success is easy to copy by new start-ups like Morris, Reno, and Kiwi Airlines. In order to stay in the game of competitive advantage, they have to continuously reengineer their strategy. BPR helps them be original.
Michael Dell is the founder and CEO of DELL Incorporated, which has been in business since 1983 and has been the world's fastest growing major PC Company. Michael Dell's idea of a successful business is to keep the smallest inventory possible by having a direct link with the manufacturer. When a customer places an order, the custom parts requested by the customer are automatically sent to the manufacturer for shipment. This reduces the cost for inventory tracking and massive warehouse maintenance. Dell's website is noted for bringing in nearly "$10 million each day in sales."(Smith, 1999). Michael Dell mentions: "If you have a good strategy with sound economics, the real challenge is to get people excited about what you're doing. A lot of businesses get off track because they don't communicate an excitement about being part of a winning team that can achieve big goals. If a company can't motivate its people and it doesn't have a clear compass, it will drift." (Smith, 1999) Dell's stocks have been ranked as the top stock for the decade of the 1990s, when it had a return of 57,282% (Knestout and Ramage, 1999). Michael Dell is now concentrating more on customer service than selling computers since the PC market price has pretty much equalized. Michael Dell notes: "The new frontier in our industry is service, which is a much greater differentiator when price has been equalized. In our industry, there's been a pretty huge gap between what customers want in service and what they can get, so they've come to expect mediocre service. We may be the best in this area, but we can still improve quite a bit—in the quality of the product, the availability of parts, service and delivery time." (Smith, 1999) Michael Dell understands the concept of BPR and really recognizes where and when to reengineer his business.
Ford reengineered their business and manufacturing process from just manufacturing cars to manufacturing quality cars, where the number one goal is quality. This helped Ford save millions on recalls and warranty repairs. Ford has accomplished this goal by incorporating barcodes on all their parts and scanners to scan for any missing parts in a completed car coming off of the assembly line. This helped them guarantee a safe and quality car. They have also implemented Voice-over-IP (VoIP) to reduce the cost of having meetings between the branches.
A multi-billion dollar corporation like Procter and Gamble Corporation, which carries 300 brands and growing really has a strong grasp in re-engineering. Procter and Gamble Corporation's chief technology officer, G. Gil Cloyd, explains how a company which carry multiple brands has to contend with the "classic innovator's dilemma — most innovations fail, but companies that don't innovate die. His solution, innovating innovation..." (Teresko, 2004). Cloyd has helped a company like Procter and Gamble grow to $5.1 billion by the fiscal year of 2004. According to Cloyd's scorecard, he was able to raise the volume by 17%, the organic volume by 10%, sales are at $51.4 billion up by 19%, with organic sales up 8%, earnings are at $6.5 billion up 25% and share earnings up 25%. Procter and Gamble also has a free cash flow of $7.3 billion or 113% of earnings, dividends up 13% annually with a total shareholder return of 24%. Cloyd states: "The challenge we face is the competitive need for a very rapid pace of innovation. In the consumer products world, we estimate that the required pace of innovation has double in the last three years. Digital technology is very important in helping us to learn faster." (Teresko, 2004) G. Gil Cloyd also predicts, in the near future, "as much as 90% of P&G's R&D will be done in a virtual world with the remainder being physical validation of results and options." (Teresko, 2004).
Critique
The most frequent and harsh cirtique against BPR concerns the strict focus on efficiency and technology and the disregard of people in the organization that is subjected to a reengineering initiative. Very often, the label BPR was used for major workforce reductions. Thomas Davenport, an early BPR proponent, stated that
"When I wrote about "business process redesign" in 1990, I explicitly said that using it for cost reduction alone was not a sensible goal. And consultants Michael Hammer and James Champy, the two names most closely associated with reengineering, have insisted all along that layoffs shouldn't be the point. But the fact is, once out of the bottle, the reengineering genie quickly turned ugly." (Davenport, 1995)
Michael Hammer similarly admitted that
"I wasn't smart enough about that. I was reflecting my engineering background and was insufficient appreciative of the human dimension. I've learned that's critical." (White, 1996)
Other criticism brought forward against the BPR concept include
* lack of management support for the initiative and thus poor acceptance in the organization.
* exaggerated expectations regarding the potential benefits from a BPR initiative and consequently failure to achieve the expected results.
* underestimation of the resistance to change within the organization.
* implementation of generic so-called best-practice processes that do not fit specific company needs.
* overtrust in technology solutions.
* performing BPR as a one-off project with limited strategy alignment and long-term perspective.
* poor project management.
Development after 1995
With the publication of critiques in 1995 and 1996 by some of the early BPR proponents, coupled with abuses and misuses of the concept by others, the reengineering fervor in the U.S. began to wane. Since then, considering business processes as a starting point for business analysis and redesign has become a widely accepted approach and is a standard part of the change methodology portfolio, but is typically performed in a less radical way as originally proposed.
More recently, the concept of Business Process Management (BPM) has gained major attention in the corporate world and can be considered as a successor to the BPR wave of the 1990s, as it is evenly driven by a striving for process efficiency supported by information technology. Equivalently to the critique brought forward against BPR, BPM is now accused of focusing on technology and disregarding the people aspects of change.
Link : http://en.wikipedia.org/wiki/Business_process_reengineering
Business process reengineering (BPR) is a management approach aiming at improvements by means of elevating efficiency and effectiveness of the processes that exist within and across organizations. The key to BPR is for organizations to look at their business processes from a "clean slate" perspective and determine how they can best construct these processes to improve how they conduct business.
Business process reengineering is also known as BPR, Business Process Redesign, Business Transformation, or Business Process Change Management.
History
In 1990, Michael Hammer, a former professor of computer science at the Massachusetts Institute of Technology (MIT), published an article in the Harvard Business Review, in which he claimed that the major challenge for managers is to obliterate non-value adding work, rather than using technology for automating it (Hammer 1990). This statement implicitly accused managers of having focused on the wrong issues, namely that technology in general, and more specifically information technology, has been used primarily for automating existing work rather than using it as an enabler for making non-value adding work obsolete.
Hammer's claim was simple: Most of the work being done does not add any value for customers, and this work should be removed, not accelerated through automation. Instead, companies should reconsider their processes in order to maximize customer value, while minimizing the consumption of resources required for delivering their product or service. A similar idea was advocated by Thomas H. Davenport and J. Short (1990), at that time a member of the Ernst & Young research center, in a paper published in the Sloan Management Review the same year as Hammer published his paper.
This idea, to unbiasedly review a company’s business processes, was rapidly adopted by a huge number of firms, which were striving for renewed competitiveness, which they had lost due to the market entrance of foreign competitors, their inability to satisfy customer needs, and their insufficient cost structure. Even well established management thinkers, such as Peter Drucker and Tom Peters, were accepting and advocating BPR as a new tool for (re-)achieving success in a dynamic world. During the following years, a fast growing number of publications, books as well as journal articles, was dedicated to BPR, and many consulting firms embarked on this trend and developed BPR methods. However, the critics were fast to claim that BPR was a way to dehumanize the work place, increase managerial control, and to justify downsizing, i.e. major reductions of the work force (Greenbaum 1995, Industry Week 1994), and a rebirth of Taylorism under a different label.
Despite this critique, reengineering was adopted at an accelerating pace and by 1993, as many as 65% of the Fortune 500 companies claimed to either have initiated reengineering efforts, or to have plans to do so. This trend was fueled by the fast adoption of BPR by the consulting industry, but also by the study Made in America, conducted by MIT, that showed how companies in many US industries had lagged behind their foreign counterparts in terms of competitiveness, time-to-market and productivity.
Definition of BPR
Different definitions can be found. This section contains the definition provided in notable publications in the field.
Hammer and Champy (1993) define BPR as
"... 'the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical contemporary measures of performance, such as cost, quality, service, and speed."
Thomas H. Davenport (1993), another well-known BPR theorist, uses the term process innovation, which he says
”encompasses the envisioning of new work strategies, the actual process design activity, and the implementation of the change in all its complex technological, human, and organizational dimensions”.
Additionally, Davenport (ibid.) points out the major difference between BPR and other approaches to organization development (OD), especially the continuous improvement or TQM movement, when he states:
"Today firms must seek not fractional, but multiplicative levels of improvement – 10x rather than 10%."
Finally, Johansson et al. (1993) provide a description of BPR relative to other process-oriented views, such as Total Quality Management (TQM) and Just-in-time (JIT), and state:
"Business Process Reengineering, although a close relative, seeks radical rather than merely continuous improvement. It escalates the efforts of JIT and TQM to make process orientation a strategic tool and a core competence of the organization. BPR concentrates on core business processes, and uses the specific techniques within the JIT and TQM ”toolboxes” as enablers, while broadening the process vision."
In order to achieve the major improvements BPR is seeking for, the change of structural organizational variables, and other ways of managing and performing work is often considered as being insufficient. For being able to reap the achievable benefits fully, the use of information technology (IT) is conceived as a major contributing factor. While IT traditionally has been used for supporting the existing business functions, i.e. it was used for increasing organizational efficiency, it now plays a role as enabler of new organizational forms, and patterns of collaboration within and between organizations.
BPR derives its existence from different disciplines, and four major areas can be identified as being subjected to change in BPR - organization, technology, strategy, and people - where a process view is used as common framework for considering these dimensions. The approach can be graphically depicted by a modification of "Leavitt’s diamond" (Leavitt 1965).
Business strategy is the primary driver of BPR initiatives and the other dimensions are governed by strategy's encompassing role. The organization dimension reflects the structural elements of the company, such as hierarchical levels, the composition of organizational units, and the distribution of work between them. Technology is concerned with the use of computer systems and other forms of communication technology in the business. In BPR, information technology is generally considered as playing a role as enabler of new forms of organizing and collaborating, rather than supporting existing business functions. The people / human resources dimension deals with aspects such as education, training, motivation and reward systems. The concept of business processes - interrelated activities aiming at creating a value added output to a customer - is the basic underlying idea of BPR. These processes are characterized by a number of attributes: Process ownership, customer focus, value-adding, and cross-functionality.
The role of information technology
Information technology (IT) has historically played an important role in the reengineering concept. It is considered by some as a major enabler for new forms of working and collaborating within an organization and across organizational borders.
The early BPR literature, e.g. Hammer & Champy (1993), identified several so called disruptive technologies that were supposed to challenge traditional wisdom about how work should be performed.
1. Shared databases, making information available at many places
2. Expert systems, allowing generalists to perform specialist tasks
3. Telecommunication networks, allowing organizations to be centralized and decentralized at the same time
4. Decision-support tools, allowing decision-making to be a part of everybody's job
5. Wireless data communication and portable computers, allowing field personnel to work office independent
6. Interactive videodisk, to get in immediate contact with potential buyers
7. Automatic identification and tracking, allowing things to tell where they are, instead of requiring to be found
8. High performance computing, allowing on-the-fly planning and revisioning
In the mid 1990s, especially workflow management systems were considered as a significant contributor to improved process efficiency. Also ERP (Enterprise Resource Planning) vendors, such as SAP, positioned their solutions as vehicles for business process redesign and improvement.
Methodology
Although the labels and steps differ slightly, the early methodologies that were rooted in IT-centric BPR solutions share many of the same basic principles and elements. The following outline is one such model, based on the PRLC (Process Reengineering Life Cycle) approach developed by Guha et.al. (1993). A more detailed description of this model can be found here.
1. Envision new processes
1. Secure management support
2. Identify reengineering opportunities
3. Identify enabling technologies
4. Align with corporate strategy
2. Initiating change
1. Set up reengineering team
2. Outline performance goals
3. Process diagnosis
1. Describe existing processes
2. Uncover pathologies in existing processes
4. Process redesign
1. Develop alternative process scenarios
2. Develop new process design
3. Design HR architecture
4. Select IT platform
5. Develop overall blueprint and gather feedback
5. Reconstruction
1. Develop/install IT solution
2. Establish process changes
6. Process monitoring
1. Performance measurement, including time, quality, cost, IT performance
2. Link to continuous improvement
Simplified schematic outline of using a business process approach, examplified for pharmceutical R&D:
1. Structural organization with functional units
2. Introduction of New Product Development as cross-functional process
3. Re-structuring and streamlining activities, removal of non-value adding tasks
1. Structural organization with functional units
2. Introduction of New Product Development as cross-functional process
3. Re-structuring and streamlining activities, removal of non-value adding tasks
-> Loop-back to diagnosis
Benefiting from lessons learned from the early adopters, some BPR practitioners advocated a change in emphasis to a customer-centric, as opposed to an IT-centric, methodology. One such methodology, that also incorporated a Risk and Impact Assessment to account for the impact that BPR can have on jobs and operations, was described by Lon Roberts (1994). Roberts also stressed the use of change management tools to proactively address resistance to change—a factor linked to the demise of many reengineering initiatives that looked good on the drawing board.
Also within the management consulting industry, a significant number of methodological approaches have been developed. A set of short papers, outlining and comparing some of them can be found here, followed by some guidelines for companies considering to contract a consultancy for a BPR initiative:
- Overview
- Andersen Consulting (now Accenture)
- Bain & Co.
- Boston Consulting Group
- McKinsey & Co.
- Comparison
- Guidelines for BPR consulting clients
BPR - a rebirth of scientific management?
By its critics, BPR is often accused to be a re-animation of Taylor's principles of scientific management, aiming at increasing productivity to a maximum, but disregarding aspects such as work environment and employee satisfaction. It can be agreed that Taylor's theories, in conjunction with the work of the early administrative scientists have had a considerable impact on the management discipline for more than 50 years. However, it is not self-evident that BPR is a close relative to Taylorism and this proposed relation deserves a closer investigation.
In the late 19th century Frederick Winslow Taylor, a mechanical engineer, started to develop the idea of management as a scientific discipline. He applied the premise that work and its organizational environment could be considered and designed upon scientific principles, i.e. that work processes could be studied in detail using a positivist analytic approach. Upon the basis of this analysis, an optimal organizational structure and way of performing all work tasks could be identified and implemented. However, he was not the one to originally invent the concept. In 1886, a paper entitled "The Engineer as Economist", written by Henry R. Towne for the American Society of Mechanical Engineers, had laid the bedrock for the development of scientific management.
The basic idea of scientific management was that work could be studied from an objective scientific perspective and that the analysis of the gathered information could be used for increasing productivity, especially of blue-collar work, significantly. Taylor (1911) summarized his observations in the following four principles:
* Observation and analysis through time study to set the optimal production rate. In other words, develop a science for each man’s task–a One Best Way.
* Scientifically select the best man for the job and train him in the procedures he is expected to follow.
* Cooperate with the man to ensure that the work is done as described. This means establishing a differential rate system of piece work and paying the man on an incentive basis, not according to the position.
* Divide the work between managers and workers so that managers are given the responsibility for planning and preparation of work, rather than the individual worker.
Scientific management’s main characteristic is the strict separation of planning and doing, which was implemented by the use of a functional foremanship system. This means that a worker, depending on the task that he or she is performing, can report to different foreman, each of them being responsible for a small, specialized area.
Taylor’s ideas had a major impact on manufacturing, but also administration. One of the most well-known examples is Ford Motor Co., which adopted the principles of scientific management at an early stage, and built its assembly line for the T-model based on Taylor’s model of work and authority distribution, thereby giving name to Fordism.
Later on, Taylor’s ideas were extended by the time and motion studies performed by Frank Gilbreth and his wife Lillian. Henry Gantt, a co-worker of Taylor, developed Taylor’s idea further, but placed more emphasis on the worker. He developed a reward system that no longer took into account only the output of the work, but was based on a fixed daily wage, and a bonus for completing the task.
Taylor’s work can be, and has been, criticized many times for degrading individuals to become machinelike. One of the most famous critiques of the situation that an application of scientific management could result in, is shown in Charles Chaplin's movie "Modern Times (film)". Despite that fact, Taylor was inspired by the vision of creating a workplace that is beneficial to all members of the organization, both management and workers.
When looking at Taylor’s ideas retrospectively, we can conclude, that they very well fitted the organizations of the early 20th century. The kind of organization he proposed requires certain pre-conditions, which were satisfied in the technological and socio-economic environment of his time and the heritage from economic individualism and a Protestant view of work. However, despite the good intention of designing organizations where managers and workers could jointly contribute to the common achievements, Taylor missed the fact that he had been building his principles on wrong assumptions. There are some major critical points that can be brought forward against Taylor's concept.
The strict belief in man being totally rational, and the history of Protestant ethic, which considered work as being a manifestation of religious grace, made him disregard the crucial issue of human behaviour and the fact that money is insufficient as the single source of motivation (Tawney 1954).
The lack of considering the organizational environment as a conceivable factor, and the overemphasis on organizational efficiency. As Thompson (1969) notes:
"Scientific management, focusing primarily on manufacturing or similar production activities, clearly employs economic efficiency as its ultimate criterion and achieves conceptual closure of the organization by assuming that goals are known, tasks are repetitive, output of the production process somehow disappears, and resources in uniform qualities are available."
If accepting Thompson’s critique as valid and relevant, it can be concluded that the strict hierarchical organization seems to be unfit to take on the challenges that are imposed by fierce competition and dynamic market structures. Due to the focus on improvement through repetition and resource uniformity, the applicability on organizations and processes without these characteristics, such as pharmaceutical R&D, can be questioned.
Peter Drucker noted a third problem related to scientific management, namely that there was no real concern about technology, i.e. that Taylor considered his theory as being general, and that it could be applied to any organization, independently of the technology used. Drucker (1972) stated:
"Scientific management was not concerned with technology. It took tools and technology as givens."
This point brings forward a clear argument against the application of Taylor's principles and methodologies for improving today’s organizations. Considering that the rapid development in the IT field actually constitutes a driving force in itself, it appears to be unfit to employ organizational concepts that neglect the changing and enabling role of technology. On the other hand we can argue that the application of scientific management in the early 20st century, as we look at it retrospectively, must be considered as the contemporary use of a concept that would look and be applied in a different way today. Taylor did not neglect technology, he considered it as an important contributor to organizational performance, but given the pace of development, he could not consider it as a major driver of change.
Looking at the suggested relationship between BPR and Taylor’s principles we can conclude that primarily Thompson’s and Drucker’s criticism build a strong case against BPR being a successor of Taylorism. An organizational concept that does not take into account changing business environments and rapid technological advancements is not fit for serving as an improvement method today. Also the BPR literature offers a harsh critique of the continuous application of tayloristic principles in the modern business world, thus rejecting the separation of planning and doing and the strict functional division of labor. BPR proponents claim that taking BPR for Taylorism is a major misunderstanding of the concept, and responsible for a considerable number of reengineering project failures. On the other hand, there is also a similarity which stems from the methodological approach: Both scientific management and BPR have a focus on productivity and efficient use of resources that can be achieved through an optimum process design and its sub-sequent deployment. The following quote, referring to scientific management can equally be used to describe the intention of reengineering:
"To conduct the undertaking toward its objectives by seeking to derive optimum advantage from all available resources." (Loyd 1994)
At the same time it cannot be denied, that the implementation of process-based organizations in practice often is accompanied by massive lay-offs and an emphasis on managerial control. A study by CSC Index from 1994 revealed that 73% of the companies applying BPR reduced their workforce with an average of 21%. Thomas Davenport, an early contributor to the BPR-field, provided a harsh critique against labeling substantial workforce reductions reengineering and in a paper from 1995 he stated that
"Reengineering didn’t start out as a code word for mindless bloodshed ... The [other] thing to remember about the start of reengineering is that the phrase ‘massive layoffs’ was never part of the early vocabulary." (Davenport, 1995)
Successes
BPR, if implemented properly, can give huge returns. BPR has helped giants like Procter and Gamble Corporation and General Motors Corporation succeed after financial drawbacks due to competition. It helped American Airlines somewhat get back on track from the bad debt that is currently haunting their business practice. BPR is about the proper method of implementation.
General Motors Corporation implemented a 3-year plan to consolidate their multiple desktop systems into one. It is known internally as "Consistent Office Environment" (Booker, 1994). This reengineering process involved replacing the numerous brands of desktop systems, network operating systems and application development tools into a more manageable number of vendors and technology platforms. According to Donald G. Hedeen, director of desktops and deployment at GM and manager of the upgrade program, he says that the process "lays the foundation for the implementation of a common business communication strategy across General Motors." (Booker, 1994). Lotus Development Corporation and Hewlett-Packard Development Company, formerly Compaq Computer Corporation, received the single largest non-government sales ever from General Motors Corporation. GM also planned to use Novell NetWare as a security client, Microsoft Office and Hewlett-Packard printers. According to Donald G. Hedeen, this saved GM 10% to 25% on support costs, 3% to 5% on hardware, 40% to 60% on software licensing fees, and increased efficiency by overcoming incompatibility issues by using just one platform across the entire company.
Southwest Airlines offers another successful example of reengineering their company and using Information Technology the way it was meant to be implemented. In 1992, Southwest Airlines had a revenue of $1.7 billion and an after-tax profit of $91 million. American Airlines, the largest U.S. carrier, on the other hand had a revenue of $14.4 billion dollars but lost $475 million and has not made a profit since 1989 (Furey and Diorio, 1994). Companies like Southwest Airlines know that their formula for success is easy to copy by new start-ups like Morris, Reno, and Kiwi Airlines. In order to stay in the game of competitive advantage, they have to continuously reengineer their strategy. BPR helps them be original.
Michael Dell is the founder and CEO of DELL Incorporated, which has been in business since 1983 and has been the world's fastest growing major PC Company. Michael Dell's idea of a successful business is to keep the smallest inventory possible by having a direct link with the manufacturer. When a customer places an order, the custom parts requested by the customer are automatically sent to the manufacturer for shipment. This reduces the cost for inventory tracking and massive warehouse maintenance. Dell's website is noted for bringing in nearly "$10 million each day in sales."(Smith, 1999). Michael Dell mentions: "If you have a good strategy with sound economics, the real challenge is to get people excited about what you're doing. A lot of businesses get off track because they don't communicate an excitement about being part of a winning team that can achieve big goals. If a company can't motivate its people and it doesn't have a clear compass, it will drift." (Smith, 1999) Dell's stocks have been ranked as the top stock for the decade of the 1990s, when it had a return of 57,282% (Knestout and Ramage, 1999). Michael Dell is now concentrating more on customer service than selling computers since the PC market price has pretty much equalized. Michael Dell notes: "The new frontier in our industry is service, which is a much greater differentiator when price has been equalized. In our industry, there's been a pretty huge gap between what customers want in service and what they can get, so they've come to expect mediocre service. We may be the best in this area, but we can still improve quite a bit—in the quality of the product, the availability of parts, service and delivery time." (Smith, 1999) Michael Dell understands the concept of BPR and really recognizes where and when to reengineer his business.
Ford reengineered their business and manufacturing process from just manufacturing cars to manufacturing quality cars, where the number one goal is quality. This helped Ford save millions on recalls and warranty repairs. Ford has accomplished this goal by incorporating barcodes on all their parts and scanners to scan for any missing parts in a completed car coming off of the assembly line. This helped them guarantee a safe and quality car. They have also implemented Voice-over-IP (VoIP) to reduce the cost of having meetings between the branches.
A multi-billion dollar corporation like Procter and Gamble Corporation, which carries 300 brands and growing really has a strong grasp in re-engineering. Procter and Gamble Corporation's chief technology officer, G. Gil Cloyd, explains how a company which carry multiple brands has to contend with the "classic innovator's dilemma — most innovations fail, but companies that don't innovate die. His solution, innovating innovation..." (Teresko, 2004). Cloyd has helped a company like Procter and Gamble grow to $5.1 billion by the fiscal year of 2004. According to Cloyd's scorecard, he was able to raise the volume by 17%, the organic volume by 10%, sales are at $51.4 billion up by 19%, with organic sales up 8%, earnings are at $6.5 billion up 25% and share earnings up 25%. Procter and Gamble also has a free cash flow of $7.3 billion or 113% of earnings, dividends up 13% annually with a total shareholder return of 24%. Cloyd states: "The challenge we face is the competitive need for a very rapid pace of innovation. In the consumer products world, we estimate that the required pace of innovation has double in the last three years. Digital technology is very important in helping us to learn faster." (Teresko, 2004) G. Gil Cloyd also predicts, in the near future, "as much as 90% of P&G's R&D will be done in a virtual world with the remainder being physical validation of results and options." (Teresko, 2004).
Critique
The most frequent and harsh cirtique against BPR concerns the strict focus on efficiency and technology and the disregard of people in the organization that is subjected to a reengineering initiative. Very often, the label BPR was used for major workforce reductions. Thomas Davenport, an early BPR proponent, stated that
"When I wrote about "business process redesign" in 1990, I explicitly said that using it for cost reduction alone was not a sensible goal. And consultants Michael Hammer and James Champy, the two names most closely associated with reengineering, have insisted all along that layoffs shouldn't be the point. But the fact is, once out of the bottle, the reengineering genie quickly turned ugly." (Davenport, 1995)
Michael Hammer similarly admitted that
"I wasn't smart enough about that. I was reflecting my engineering background and was insufficient appreciative of the human dimension. I've learned that's critical." (White, 1996)
Other criticism brought forward against the BPR concept include
* lack of management support for the initiative and thus poor acceptance in the organization.
* exaggerated expectations regarding the potential benefits from a BPR initiative and consequently failure to achieve the expected results.
* underestimation of the resistance to change within the organization.
* implementation of generic so-called best-practice processes that do not fit specific company needs.
* overtrust in technology solutions.
* performing BPR as a one-off project with limited strategy alignment and long-term perspective.
* poor project management.
Development after 1995
With the publication of critiques in 1995 and 1996 by some of the early BPR proponents, coupled with abuses and misuses of the concept by others, the reengineering fervor in the U.S. began to wane. Since then, considering business processes as a starting point for business analysis and redesign has become a widely accepted approach and is a standard part of the change methodology portfolio, but is typically performed in a less radical way as originally proposed.
More recently, the concept of Business Process Management (BPM) has gained major attention in the corporate world and can be considered as a successor to the BPR wave of the 1990s, as it is evenly driven by a striving for process efficiency supported by information technology. Equivalently to the critique brought forward against BPR, BPM is now accused of focusing on technology and disregarding the people aspects of change.
Link : http://en.wikipedia.org/wiki/Business_process_reengineering
Thursday, November 22, 2007
ERP Link from Google directory
  | Wipro Technologies - http://www.wipro.com/ Utilities industry software solutions |
| | Infor - http://www.infor.com/ Offer ERP, human resources, CRM and SRM systems for automotive, manufacturing and distribution businesses. |
| | Intentia International AB - http://www.intentia.com/ Develops and sells Movex, an integrated enterprise management system for business operations in manufacturing and distribution industries. |
| | Sage Software, Inc. - http://www.us.sage.com/ Sage Enterprise Suite (formerly Acuity) for distributors, e-business. MAS90 for accounting, distribution and light manufacturing. |
| | CVM Solutions Inc. - http://www.cvmsolutions.com Vendor Management Solution called CVMtrack Product Suite. |
| | Cordys - http://www.cordys.com/ ERP Solutions provider |
| | Glovia International, Inc. - http://www.glovia.com A provider of ERP software and business-to-business e-commerce solutions for the global marketplace. |
| | Softrax Corporation - http://www.softrax.com Revenue recognition and management software in compliance with SOP 97-2, SOP 98-9 and SAB 101 guidelines, including contract management, maintenance renewals, deferred revenue, professional services automation (PSA), time and expense. |
| | QAD Inc. - http://www.qad.com/ Provides enterprise resource planning software for manufacturers. |
| | K3 Business Technology Group - http://www.k3btg.com United Kingdom: offers software for the SME sector. |
| | SoftBrands, Inc. - http://www.softbrands.com A solutions for the mid-sized manufacturing, and hospitality industries. |
| | MBI Software Company - http://www.mbisoftware.biz Provider of software solutions for the woodprocessing industry. Provide both an ERP and CAD solution. |
| | Bristol Technology - http://www.bristol.com/ Provides technology solutions, support programs, training, and consulting services for business activity monitoring. Features case studies and newsletters. |
| | OpenMFG - http://www.openmfg.com ERP targeted to firms under $50m in revenue |
| | Technology Group International - http://www.tgiltd.com Developer of ERP software and ecommerce solutions for small to medium size companies in a variety of industries. Free software selection tool kit and assistance provided to site visitors. |
| | Hansen - http://www.hansen.com/ Provides enterprise-wide solutions for utilities and local government agencies. |
| | Datacor Inc. - http://www.datacorinc.com Provides solutions to the Chemical Industry. |
| | Epic Data - http://www.epicdata.com Involved in the continuous advancement of integrated data collection, processing and dissemination software solutions. |
| | IFS - http://www.ifsworld.com/us/ A global business solutions provider. |
| | Solgenia - http://www.solgenia.com Producer of fully customizable ERP solution based on a SQL Server database. |
| | Kranos Security Technologies - http://www.kranos.com/ Develops ERM/CRM and messaging solutions for the banking and insurance sectors. |
| | SCS, Inc - http://www.scs-accounting.com Microsoft Navision and Axapta solution center for western USA. |
| | Ebeling Associates, Inc. - http://www.execontrol.com Developers of ERP software, CRM, Supply Chain and POS system designed for manufacturing, distribution, retail, rental and service industries. |
| | CSB-SYSTEM International, Inc. - http://www.csb-system.com Integrated ERP Business Solutions for Food & Beverage, Chemical & Paints, Pharmaceuticals & Cosmetics, and Retail and Logistics Industries. Including CRM, procurement, production, accounting, distribution, warehousing, and sales. |
| | Sage - http://me.sage.com Financial software targeted at medium sized companies |
| | Friedman Corporation - http://www.friedmancorp.com A solution designed for make-to-order manufacturers in home and building products industry. |
| | Enchaine Informatic - http://www.enchaine.com Custom developed supply chain solutions |
| | Blueline - http://www.bluelineit.com Provide a product called Smart ERP & CRM. A web based software with ERP & CRM features including payroll, warehouse, financial, inventory, supply chain, procurement, marketing and sales management. |
| | Fisterra - http://www.fisterra.org Project that aims to provide a generic open-source ERP supported by Igalia. |
| | Micro Concepts and Solutions - http://www.profitfab.com Providing software known as Profitfab for Small and Mid-Market Manufacturers in make-to-order or OEM environments. |
| | McGuffie Brunton - http://www.mcguffie.co.uk UK based enterprise resource planning systems consultants offering solutions in integrated manufacturing distribution and financial systems. |
| | WinMan - http://www.winman.com Windows based solution for small and midsize manufacturing companies. Business areas: BOM, MRP, MPS, purchasing, contracts, inventory, sales force management, job tracking, accounting, JIT, Kanban, bar coding, after-sales service management, EDI, e-commerce. |
| | Western Computer - http://www.westerncomputer.com Authorized Navision Solution Center. Navision is an enterprise resource planning (ERP) system developed for distribution and manufacturing companies plus (CRM), eCommerce, Service Management and EDI. |
| | Datamatics - http://www.datamatics.com Software to help organizations identify and resolve bottlenecks, track and clear deadlocks, and provide a methodology for continuous flow and concentrates on pre to post implementation services. |
| | Expandable Software - http://www.expandable.com/ Develops, markets, implements and supports client/server based, open systems (ERP and MRP II) software for manufacturing companies. |
| | Digital Oilfield Inc. - http://www.digitaloilfield.com Solutions for energy industry, enable collaborative commerce between operating companies and their service and supply partners. |
| | User Solutions, Inc. - http://www.usersol.com Provider of planning and scheduling, inventory management, costing and estimating software. |
| | TwinGroup Spa - http://www.twingroup.com A global provider of enterprise solutions and services |
| | Abaci Business Solutions - http://www.abacibiz.com Integrated Windows-based system for business management, financial reporting, MRP and e-commerce in manufacturing, process and distribution enterprises. |
| | Discovery Solutions International, Inc. - http://www.discovery-solutions.com Developer of integrated ERP software for these industries: Durable Goods, Food Industry, Job-Shop Manufacturing & Oil Field Supply |
| | CampusIT - http://www.campusit.net Internet enabled software for student and course administration for the higher and further education sector. |
| | Adifo - http://www.adifo.com Provides automation solutions for the international feed and food sector. Producer of a number of software applications for logistics and administration. |
| | XKO Group - http://www.xko.co.uk Offers Web design, Content Management, Supply Chain Management solutions, Enterprise Resource Planning (ERP), Customer Relationship Management (CRM), Application Service Provision (ASP), Network Systems and IT Services |
| | Revelate - http://www.revelate.com/ Revelate is an integrated enterprise management solution that helps you control the essential aspects of your company. It was specifically designed for businesses and manufacturers with five to 500 computer terminals. |
| | IndustriOS Manufacturing Software - http://www.industrios.com ERP software to control and improve order-driven manufacturing and distribution businesses. Features business systems which cover the full range of operations functions. |
| | Prophecy International - http://www.prophecyopen.com/ Developers of ProphecyOpen ERP, ProphecyOpen Object Framework Rapid Application Assembly environment and Prophecy BASIS Customer Information System for utilities. |
| | Manufacturing Action Group, Inc. - http://www.mrpii.net/ ERP for food and beverages, aerospace and defense, electronics, furniture, automotive suppliers, and plastics. |
| | UFIDA Software Co. Ltd. - http://www.ufida.com Chinese vendor of ERP software selling worldwide. Includes product and service offering, case studies, white papers, company background, and contact information. |
| | TSC Software Services Inc. - http://www.tscsoftware.com Integrated fund accounting, human resources, payroll, IVR dispatching and procurement software for education and not-for-profits. |
| | Intuitive Manufacturing Systems - http://www.intuitivemfg.com/ Developer of ERP called Intuitive Enterprise Solution for small to mid-size manufacturers. View the product tour and take an ERP self-assessment quiz. |
| | LATISTA Technologies - http://www.latista.com Navision reseller and related services. |
| | Revelwood Inc. - http://www.revelwood.com Offers enterprise planning, reporting, and analysis. |
| | CSDC Systems Inc. - http://www.csdcsystems.com Government-specific to streamline permit tracking, code enforcement, planning activities, land management and development, and license management functions. |
| | Global Turnkey Systems - http://www.gtsystems.com UNISON ERP system for publishers and information providers. |
| | Visibility Corporation - http://www.visibility.com Offers software for the mid-range ETO manufacturer. |
| | Magstar, Inc. - http://www.magstarinc.com/ Fully integrated, multi-channel enterprise management systems for distributed retail operations. |
| | VantagePoint Software Solutions - http://www.vpgroup.com Business management software designed specifically for multi-plant packaging manufacturing companies. This includes ERP, CRM, and b2b commerce software. |
| | Pebblestone - http://www.pebblestone.nl Software specialized for the fashion and apparel industry. Solutions for design, manufacturing, wholesale and retail, based on Microsoft Navision. |
| | International Presence - http://www.international-presence.com A native Java server application for ERP to issue user alarms or categoric alerts. |
| | Macola Software - http://www.macola.com/ Business solutions for small to midsize organizations. Its Progression Series is a suite of ERP software and an integrated e-commerce solution. |
| | Bowen and Groves - http://www.bowen-groves.com Providers of software product called M1 for automation from quoting through invoicing. |
| | Softbrands - http://www.evolution-pv.com Provide evolution, an extended ERP and B2B suite designed for medium manufacturers, particularly with dimensional manufacturing needs, running on Unix and Oracle or Informix. |
| | Encompix - http://www.encompix.com Enterprise resource planning software system for engineer-to-order and project-based manufacturers. |
| | PENTAGON 2000 - http://www.pentagon2000.com Aerospace and defense ERP software products. |
| | Metaphorix - http://www.metaphorix.co.uk Provides ERP financial accounting solutions for small and medium sized businesses throughout the UK and Europe. |
| | Lindhard - http://www.lindhard.com Multi Plus Software is an enterprise solution aimed at industrial companies with a strong focus on projects. Multi Plus manages company tasks in Project Control and Reporting, Sales Support, Finance, HR and Salary, Logistics, Planning and Manufacturing/Production. |
| | PROMADIS - http://www.promadis.com Application for financials, manufacturing, distribution, eCommerce, transport, courier, and patient records. |
| | Metasystems, Inc. - http://www.metasystems.com ICIM integrated ERP system targeted at to-order manufacturing environments, incorporating aspects of Supply Chain Management (SCM) to assist in managing critical internal resources. |
| | Tectura - http://www.tectura.co.uk Specialists in customising and implementing ERP software (enterprise resource planning)including Microsoft Business Solutions products Axapta, Navision, Great Plains and CRM. |
| | Intelligent Information Systems Limited - http://www.iislf.com/ Develops enterprise storage solutions for the IP storage networking market (Nasdaq: IISLF). |
| | Powerpro - http://www.powerpro.co.in Provide software called powERPro, which is an ERP with modules including Finance, Sales & Distribution, Purchase, Inventory, Manufacturing, Quality Management, HRMS and Plant Maintenance. |
| | Radius Solutions - http://www.radiussolutions.com A global software company focused on the development, implementation, and support of PECAS Vision, an integrated management information system for the printing and packaging industries. |
| | EZ MRP - http://www.e-z-mrp.com E-Z-MRP is an integrated manufacturing system that includes all the functions needed to control manufacturing operations. |
| | Jobboss - http://www.jobboss.com For make to order manufacturers. |
| | Cogismaq - http://www.cogismaq.com/ Offers Genius MRP for manufacturing management and Amadeus ERP for production management. |
| | Panacea Limited - http://www.panacea.co.uk/ Assists managers and employees to plan, monitor and take control of the business. |
| | Sense Enterprise Solutions - http://www.senseenterprise.co.uk SES specialising in Microsoft Axapat, Navison and CRM. |
| | Alphameric Hospitality - http://www.alphameric.com/hospitality/ ERP software covering accounting, distribution, sales, purchasing and estate management |
| | proALPHA - http://www.proalpha-usa.com An international provider of integrated enterprise level software solutions to mid-range discrete manufacturing, engineering and distribution organizations. |
| | Santa Barbara Analysis - http://www.sbainc.com/ A Internet-based WIP system with integrated SPC, and shop floor control capabilities. |
| | ERPlite - http://www.erplite.com Provider of ERP software for startup and small manufacturing companies. |
| | Pinnacle Computing - http://www.pinnacle-online.com Solely dedicated to supplying and supporting Sage ERP and business management solutions, namely Sage Line 200 and Sage Line 500. |
| | Horizon Software - http://www.mrpplus.com/ Business solution for small to mid-size manufacturers. |
| | Base Information Management - http://www.baseinformation.com Base ITM ERP solutions have been implemented in numerous mid-size corporations in India. |
| | One Office - http://www.strategixsoftware.com Provides Strategix software, a web-enabled supply chain management system designed for mid-size and large organizations. |
| | Free Business Software Guide - http://www.software-directory.net Qualify your Business Software needs and select software vendors from which you would like to receive free trial software demos and software information. |
| | IMS - http://www.ims-uniplan.co.uk MRP and ERP software for manufacturing including consultancy, support, and system implementation. |
| | Xdata Solutions, Inc. - http://www.xdata.com XMAS/400 software includes rules base product configurator. |
| | Seradex - http://www.seradex.com Software for make-to-order manufacturing companies. |
| | Enhanced Systems and Services, Inc. - http://www.essfinesse.com Designed for project-oriented manufacturers producing capital equipment and highly engineered products. |
| | ASA International Ltd. - http://www.asaint.com/ Designs, develops, markets and supports proprietary enterprise and point solution software for the electronic time and labor recording, catalog direct marketers, legal, and tire dealer markets. (Nasdaq: ASAA) |
| | Global Shop Solutions - http://www.globalshopsolutions.com ERP/Manufacturing and Scheduling software. |
| | DataToolz - http://www.datatoolz.com/ Complete set of financial, warehouse and manufacturing management solutions to small and mid-sized enterprises in the distribution and manufacturing industries |
| | Foresight Software Inc. - http://www.foresight-esp.com MPX ERP software for manufacturing with Service Management System for front office. Features include: distribution, manufacturing, HR, MRP, CRP, job shop. |
| | In-Style Software Inc. - http://www.instylesoft.com/ Suite of integrated ERP subsystems designed for apparel manufacturers and importers. Multi-platform and operates in an AS/400, GUI, Internet or client/server environment. |
| | Priority Enterprise Management System - http://www.eshbel.com ERP package with a integrated supply chain management (SCM) solution for manufacturers in multiple industries. |
| | Forward Software - http://www.forward-software.com Offers payroll, human resources, distribution management, and accounting applications, to mid and large size North American organizations. |
| | Vorks - http://www.vorks.com/ ERP Solution developed in India called Vorks ERP. |
| | 4sight technology - http://www.4sight-tech.com Provide 4Sight-ERP, developed in Java. It runs on Microsoft Windows 2000 Server. |
| | Jigme Consultancy Services - http://www.jigmeconsultancy.com Offers IT services, and software development, to the Royal Kingdom of Bhutan. |
| | Pivotpoint West - http://www.pivotpointwest.com Certified to resell and implement Microsoft CRM, Mapics ERP, Syteline7. |
| | BDE Group - http://www.bdegroup.co.uk A Sage Solution Centre with business computing experience spanning over 25 years, serving many well known business across the UK. Specialized in providing ERP solutions to medium or larger businesses. |
| | Heart Informatisering B.V. - http://www.heartprofit.com Heart-Profit software. |
| | Data Technologies Ltd - http://www.suitemaker.com SuiteMaker software is designed for the upholstery business. Use it from order entry to order dispatch. |
| | Worldclass - http://www.worldclassaps.com Provide advanced planning and scheduling (APS) software to assist companies with their manufacturing performance. |
| | Soft Tech Products - http://www.softtechnz.com Provide a solution for a wide range of industries to overcome problems associated with nested configuration, engineer to order, guided selling, pricing all within the sales order entry process. The resulting orders are then processed to purchasing, manufacturing and fulfillment. |
| | Vandenbussche - http://www.vandenbusschenv.be A company that specialises in CAD, CAM and ERP software for the metal industry. |
| | MSI International - http://powershoperp.com PowerShop ERP is a fully integrated real-time multi-company solution offering financial data, distribution and manufacturing system software. |
| | Synergix Technologies Pte Ltd - http://www.synergixtech.com Offers software for medium enterprises. Provides services such as project consulting, hardware maintenance and product training. |
| | Marquee Software - http://www.marqueesoftware.com Provides Black Magic software for functional areas in an organization such as Stores, Quality Control, Production, Sales, Accounts, Excise and Human Resources. |
| | Open Solutions Argentina - http://www.open-sol.com Produces management application software and provides IT consulting professional services |
| | World Fashion Exchange - http://www.worldfashionexchange.com/ XML-based modular web application for the apparel and fashion industry. Customizable and designed to integrate with existing systems. |
| | A-Team Divisions Software - http://www.a-team.nu Software house specialized in ERP, CRM and web based solutions. |
| | MFG Soft - http://www.mfg-soft.com Internet based manufacturing, SCM, and CRM software. Based in Istanbul. |
| | Reckoner - http://www.ascomp.com Process oriented ERP product targeted at a wide range of industries. Business areas: finance, materials, manufacturing, sales, distribution, HR, projects. |
| | Cubicorp - http://www.cubicorp.com Offers Cubic ERP for manufacturing. |
| | Enterprise Systems, Inc. - http://www.esiinternational.com Provides solutions for manufacturers and distributors. |
| | Legerie CAP Financier - http://www.infogestime2000.ca/ Financial management software Infogestime 2000. Analyzes your business so you can use your time running it. |
| | Mosaic Data Solutions - http://www.mosaic21.com Provider of Enterprise Solutions for small to mid-sized companies in the manufacturing, distribution and retail industries. |
| | Abacus Data Systems - http://www.abacusdatasystems.com/ Software for accounting, wholesale distribution, and light manufacturing. Covers order processing, customer service, purchasing, inventory and financial management. |
| | Axon Infosoft - http://www.axonindia.com Software product Apparel+ from India. ERP for the entire flow of any Garment Manufacturing from Order Processing to final shipment and documentation. Apparel+ is a 100% Web Enabled software. |
| | Catalpa Systems - http://www.catalpa-systems.com ERP modules Core2 Distribution, Core2 Financials, and Core2 RMS - Restaurant Management System. ERP for distribution, manufacturing, food service and logistics operations. |
| | BHAVI SOFTECH - http://www.bhavisoftech.com Provider of enterprise-wide information technology solutions and system integration service. |
| | Jobscope - http://www.jobscope.com Manufacturing management software for order-driven capital equipment manufacturers, repair/refurbishment contractors, government primary and subcontractors, and metal processors. |
| | GRMS - http://www.grms.com/ ERP system for manufacturing. |
| | Alpine Management Solutions, Inc. - http://www.alpine-mgmt.com/ Developers of AlarmBase Professional built on the foundation of the TRAVERSE accounting software system. Modules include accounting, field service, dispatch, scheduling, installation job management and job costing for alarm security and other companies that do recurring billing and service. |
| | Universal Business Systems, Inc. - http://www.ubsys.com ERP solution provider specifically focused on industrial distributors. |
| | DataSwiss Solutions - http://www.dataswiss.com Healthcare software for acute hospitals, specialized clinics and rehabilitation facilities operating to the Progress standard. |
| | MasterTools21 - http://www.olcinc.com A suite of eighteen integrated ERP software modules for manufacturing, distribution and accounting from ONLINE Computing Inc. |
| | Realtrac - http://www.realtrac.com Real-time ERP job shop management software. Includes accounting integration for QuickBooks and Peachtree. |
| | Starnet Software (india) Limited - http://www.starneti.com Provides Starbizi software for business. |
| | Centennial Systems - http://www.centennialsys.com An authorized Exact ERP Software North America business partner based in Centennial, Colorado. Sell, service, and support Macola ES, Macola Progression, and e-Synergy software. |
| | Future Link of Illinois, Inc - http://www.fli-soft.com Offers software including manufacturing software, ERP, inventory software, custom programming, web design and e-commerce solutions. |
| | Tavis Software - http://www.tavis.ca Developer of Tavis Manufacturing, an ERP solution for Engineer To Order(ETO) companies, with enhanced features for metal fabricators. |
| | Kepler - http://www.kepler.com.mx ERP best suited for Latin American Organizations. |
| | Oakwood Consulting - http://www.oakwood-erp.com In the business of designing and developing self paced e-learning and customized end-user training for ERP applications. |
| | Associated Computer Solutions - http://embrace.co.za Development, implementation and support of the acs-EMBRACE ERP solution for distribution, manufacturing and service organisations. |
| | Quaes - http://www.quaes.com Producers of Quaes ERP Software |
| | Conquest Data Systems - http://www.conquestdatasystems.com/ Enterprise Production software and Business Management solutions. |
| | Treefrog Software - http://www.tfslean.com Software for lean manufacturing. |
| | Rich and Pure - http://www.styletexpro.com Software for Apparel, Textiles and Footwear Industries. StyleTextPro software for Supply Chain Management, ERP, CAD/CAM, Product data Management and Business Intelligence. |
| | Framework Systems - http://www.fws.dk A Scandinavian-based developmer of customer solutions for field service management and resource tracking. |
| | Console & Video Games Analyzer - http://cvga.altervista.org CVGA is an open source software to manage a videogames warehouse or shop. |
| | Apparel Systems Limited - http://www.apparelsystems.co.uk/ Provides software solution for companies that design, import, distribute or wholesale apparel products such as clothing, footwear and accessories. Operates in the UK and Belgium. |
| | Turtle Technologies - http://www.turtletechnologies.com London based company with facility in India. Custom-made software - ERP and Networking applications, E-Business solutions, Information Kiosk Technology |
| | Acero Solutions - http://www.acerosolutions.com Provides enterprise software for metal and steel companies that include processors, roll formers, fabricators and manufacturers. |
| | Lonehill Systems, Inc. - http://www.lonehill.com SYSPRO, formerly Impact Encore, is a distribution and manufacturing software solution. |
| | SimpleSoft - http://www.simplesoftindia.com Offers a financial accounting, inventory, payroll invoicing order processing software for Indian traders |
| | KSI Technologies - http://www.ksitech.com Shop management software developed for small to medium sized manufacturers. |
| | Logistix - http://www.logistix.com.au Internet-ready solutions for manufacturers. |
| | EnterpriseBiz - http://www.enterprisebiz.net/ Developer offers software for managing business information. |
| | Ennovations Unlimited, Inc. - http://www.ennovations1.com Business management software for the home improvement industry. |
| | Edge Enterprise - http://www.myedgeenterprise.com Covers business functions including production planning and supply chain management. |
| | Tuttle Sullivan and Company - http://www.manufacturingsoftware.us Features CMS/400, a complete ERP application for the manufacturing industry. |
| | SCM Solutions - http://www.scmsol.com Complete ERP/MES Software Solutions for the Electronics Manufacturing Services |
| | Datascan Information Systems - http://www.datascaninfosys.com See demonstrations of Clarity brand software for business management. |
| | DBCSoft - http://www.dbcsoft.com BizControl primarily is an ERP business system that integrates all departments and functions of a company onto a single computer system to serve all the different departments' particular needs. |
| | Khodayss Technologies Limited - http://www.khodaysstech.com/ Offer customised inventory, financial, and CRM systems for enterprise use. |
| | BCC USA - http://www.bccusa.com Offers software and services for ERP implementation like Intentia MOVEX. Also web-based Easy Going ERP. |
| | CE Services - http://ceservices.com/ Offers Navison ERP implementation. |
| | Applied Micro Inc. - http://www.a-m-i.com Vendor and reseller for financial, accounting, manufacturing, distribution, MRP, and ERP needs. |
| | Par3MRP - http://par3mrp.com/ Custom written MRP solutions for AS/400 beverage bottling operations. Includes tank inventory, MRP, case goods inventory, and BATF Government Record reporting. |
| | Advantegard Systems International - http://www.asi-uk.com AIM series of software and ASP services for manufacturing, accounting and distribution. |
| | Satellite Software - http://www.satellite-software.com Applications that extend the functionality of Lilly Software's VISUAL Manufacturing ERP system. |
| | Arizona Power Software - http://www.arizona-power-software.com NT based ERP application in English and French. |
| | Syscon Solutions Private Limited - http://www.syscon-solutions.com Syscon Cronus - a NT based ERP system for manufacturing. Functional areas include inventory, planning, production, quality, maintenance, dispatch, HR, and accounting. Company based in Hyderabad, India. |
| | Atlantis Enterprise - http://www.scala.bmolsson.com Scala ERP for manufacturing, hospitality, and pharmacy industries. |
| | Symco Software Pvt. Ltd. - http://www.symcosoft.com Symco ERP offers general business solutions for small to medium business with emphasis on accounting and management. Based in Mumbai (Bombay) India. |
| | Point of Sale Software Guide - http://www.pos-directory.com Qualify your POS inventory software needs and select POS System vendors from which you would like to receive free e-commerce software demos and information. |
| | Business Intelligence Software Guide - http://www.4business-intelligence.com Business Intelligence Software vendors listing from which to receive free BPM Software demos and information. |
| | Software by The LAN Group Inc. - http://www.thelangroup.net ERP software designed specifically for small businesses in light manufacturing. Client-server solutions developed in Microsoft Visual Basic for a SQL Server database. |
| | CRM Software Directory - http://www.crm-software-directory.com Qualify your CRM software needs and select Customer Relations Software vendors from which you would like to receive free CRM Software demos and information. |
| | System 77 Pty Ltd - http://www.system77.com Business software suite for medium to large companies, encompassing wholesale distribution, importing, manufacturing, e-commerce and financial management tools. |
| | NBS Consultants - http://www.nbsconsultants.com PICS is an ERP software system designed for Food Distribution and Food Processing businesses. |
| | Synapses - http://www.synapses.com.my Systems for small and medium sized business. Also provides software project consulting services. |
| | SuperNova Solutions - http://www.supernova.com.pk Developer of ERManager, an ERP meant for small and medium scale businesses for all over the world. |
| | Prime Software - http://www.primesoft.ph A Philippine based ERP solution for the business enterprise. |
| | BPO Systems - http://www.bposystems.com Provide software called QRM for Customer Relations Management |
| | Atlantic Software and Business Services - http://www.atlantic-soft.com India-Based business software |
| | Optimal Solution Software - http://optimsol.com Offers many types of software including business resource planning solutions. |
| | Phitomas - http://www.phitomas.com Provide mid-sized manufacturers with information technology solutions that help them stay lean yet competitive in today's collaborative environment. |
| | Shale Software - http://www.shalesoftware.com/ Resource planning and airline software |
| | Software PM - http://www.softwarepm.com Software package for small to medium size manufacturers. A closed-loop concept embraces all aspects from customer orders, purchasing, manufacturing to accounting. |
| | PhaseFive AG - http://www.phasefive.de/ Provides billing and customer management solutions for the communications industry. |
| | Ohm Systems Inc. - http://www.ohmworld.com Provides software for manufacturing and modeling applications. |
| | Constrium - http://www.constrium.com/ Offers Rebar ERP for construction management. |
| | NCT AG - http://www.unifinanz.com Provides an integrated system offering finance, payroll, asset management, and ordering capabilities. |
| | iDbM Inc. - http://www.simplyerp.com/ Providers of Simply ERP software. |
| | Practical Software Solutions - http://www.consultpss.com/ Reseller of MAS 500 ERP |
| | Catalyst Manufacturing - http://www.mfgcatalyst.com ERP / MRP II system for small manufacturers that features planning, scheduling, and inventory management tools to improve customer responsiveness, lower inventory, and reduce operating costs. |
| | Cannon Computer Company - http://www.cannonmcs.com/ Manages functions of manufacturing from design release to field maintenance. |
| | Giga Soft Systems Pvt. Ltd. - http://www.gigasoftsystems.com/ Provides ERP for handicraft & garment apparels. Also export and import processing software, plus website design, e-commerce, search engine optimization and online promotion. |
| | Solutions360 - http://www.solutions360.com/ Developers of e-business solutions for customer relationship management, sales force automation and enterprise resource planning. |
| | ISIA - http://www.isia.fr/index_gb.htm ISIA, the designer of DIAPASON, provides you with advice and assistance for your DIAPASON implementation |
| | Lilly Software - http://www.lillysoftware.com/ The Visual line includes VISUAL Manufacturing, Supply Chain, Distribution, and Advanced Planning and Scheduling (APS). |
| | Anderson Essentials, Inc. - http://www.andersonessentials.com Offering accounting and ERP software by Microsoft Navision; plus implementation, training, and support services. |
| | SIS Solutions - http://www.sisltd.co.uk Developers of Genesis, an enterprise resource planning software solution (ERP) designed to meet the challenges of today's sales distribution industries. |
 | Keyzone Solutions - http://keyzone.eu/ Provides a distribution channel for add-on solutions for ERP systems. |
| | VisualWebTool - http://www.VisualWebTool.com VisualWebTool contains Tools and a knowledge base for Infor's Visual Manufacturing ERP system. |
| | Mincom Limited - http://www.mincom.com/ Providing Enterprise Asset Management (EAM) solutions to utilities, transportation, defense and the public sector. |
| | Cincom CONTROL - http://www.cincom.com/control/ Enterprise resource planning for manufacturers of complex products. |
| | IBS BookMaster - http://www.ibsus.com/bookmaster/ Distribution, financial, and industry-specific software solution for book publishers of all sizes. |
| | Brightidea - http://www.brightidea.com/ Details of the innovation and idea management software and training services provided. |
| | XeBusiness - http://www.xebusiness.com/ Windows based ERP and Warehouse and Distribution Management Systems written specifically for the Apparel sector by UK based company. Includes: MRP, Capacity Planning, Real Time Shop Floor Control, Purchasing, CMT, and Inventory. |
| | IAS Software - http://www.canias.com Developers of CANIAS ERP, an Internet-enabled, platform independent ERP software solution for medium to large-scale companies. |
| | Darwin Productions - http://www.darwinproductions.net/ Business management software. |
| | Open Systems Associates - http://www.opnsys.com Develops, markets, installs and manages enterprise-wide software utilizing web based E-Commerce for residential real estate brokers. Also IS outsourcing. |
| | Atlas World Class - http://www.atlasworldclass.co.nz Software for manufacturing. Client/server application for sales, distribution, service, manufacturing. |
| | CAV Systems - http://www.cav.co.il Offers CAV ERP. Customizable off the shelf software. |
| | Spear Technologies - http://www.speartechnologies.com/ Develops enterprise asset management software for the transportation industry. Provides information on solutions, products, and services along with general company information. |
| | Enterprise Logix, LLC - http://www.enterpriselogix.com Developer of Logix, an application for small and mid-size manufactures, distributors, and service providers. |
| | TMS.asia - http://tmsasia.com.sg Products called Bookmaster and Powermaster business software solutions for the book publishing and distribution industries |
| | Adonix - http://www.adonix.com Development of enterprise resource planning ERP software and warehouse management system WMS software solutions for the mid-sized manufacturing and distribution market. |
| | Cenitec - http://www.cenitec.com/raise/ Off-the-shelf Sphere CASE series products for oil-transfer and healthcare industries. |
| | Manugistics - http://www.manu.com Software and services exclusively for OEM and MRO organizations in the global commercial and military Aerospace & Defense industry. |
| | ClearStory Systems - http://www.clearstorysystems.com/ A provider of integrated enterprise content management software. |
| | Pronto Software - http://www.prontoerp.com// Modules for Accounting, Distribution, Manufacturing, Service, Contracting, Point of Sale and other industry applications. |
| | Cognicase Inc. - http://www.cognicase.com/ Supplies enterprise relationship management software solutions, and offers outsourcing and other resource management solutions. (Nasdaq: COGI). |
| | ERP Software Solutions - http://www.erp.cc Offers implementation as well as resources on ERP, JIT and MRP strategy. |
| | Isah ERP Software - http://www.isah.com Isah develops, sells, implements and supports the Enterprise Resource Planning (ERP) application Isah-7. |
| | WinMan - http://www.winmanusa.com Integrated manufacturing management system for small to mid-sized enterprises. |
| | ITShowcase - http://www.itshowcase.co.uk/ An IT guide to Enterprise Resource Planning (ERP) software, with a collection of magazines, exhibitions and supplier listings |
http://www.google.com/Top/Computers/Software/ERP/
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Books
Open Source Projects&Standards
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Feature List
Main New Features Features Coming Soon
User List
User Stories
Brochures, etc
Documentation
Conference Videos
Framework Intro Videos
Demo Site
Stock Demo by Hotwax Media and Contegix eCommerce Demo
Management Apps
Download OFBiz
Getting Started (Read this first)
Source Access (Recommended)
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Wednesday, November 21, 2007
Successfully Implementing SAP
Implementing a package can be a traumatic affair for both the customer and the vendor. Get it wrong and the vendor may get paid late or have to resort to lawyers to get paid and tarnish their reputation. For the company the new package may not work the way they expected, be late or cost a more than budgeted for and take management will take their eye off running their business.
Recently a client asked me what I would consider to be the five most important things one should consider before embarking on an implementation. This isn't a simple question, although there are many factors to think about after some consideration for me the top five are way ahead of the others.
My top five factors to consider would be:
1. Set up a Project Board,
2. Secure the resources,
3. Complete the GAP Analysis,
4. Have detailed Cut Over Plans,
5. Train the users.
The top 20 ERP implementation tips
An enterprise resource planning (ERP) software project can be daunting for first-timers or veterans handling a migration. Get started on the right foot with the top 20 ERP implementation tips from Linux users, consultants and vendors.
Planning
1. Know your goals for your ERP implementation. Choose the product that promises to meet those goals and put measurement tools and processes in place to gauge your success, advises Lance Williamson, engineer, Engenio Information Technologies, Inc., Wichita, Kan. In particular, he said, set goals for performance, response time and downtime.
2. Don't do any project without a plan, particularly an ERP project which touches almost every part of your organization, said Bernard Golden, CEO, Navica Inc., a consulting firm in San Carlos, Calif. Create process with regular milestones and participation from affected organizations. And be sure to test, test, test, all the way through. "All of these things seem like 'nice-to-haves' rather than critical elements in a project, but can make the overall project much more successful," Golden explained.
3. Involve users in your ERP project planning phase, said Andy Klee, president of Klee Associates, Inc., a consulting firm in Cedaredge, Colo. "The software is not going to do you much good if you don't have employee buy-in," he added.
4. Don't do the planning and implementation alone if you don't have the in-house skills to make it happen, said Jorg Janke, president of open source ERP vendor Compiere Inc. in Portland, Ore. "Determining which options and features to use requires experience," he said. If the in-house team doesn't have that experience, Janke advises, find a local ERP expert who is trustworthy and who collaborates well with your team.
5. Be realistic in your cost projections. Double the consulting firm's estimate, Klee said. "I hardly ever hear of these projects coming in under the estimate," he explained. Also, be realistic about training costs. "Even at the largest level, companies underestimate the training costs," he said.
6. Don't keep adding to your project. In the planning and evaluation stage, people see the capabilities of products and want to use each new one they discover. "Commit to what you want to do initially," said Jon Reed, a Klee Associates consultant. "Get your return on investment and then expand. Otherwise, you'll have a never-ending and unsuccessful project."
To host or not to host?
7. If you'd prefer the hosting model for your ERP, then scrutinize your application service provider (ASP) well, says Janke. First of all, you must be able to trust this ASP with your data. "Find out if that hosting company provides cookie cutter solutions or can customize the ERP suite to fit your needs," he advises. "Many outsourcers don't know enough about ERP to customize it. Then again, if a cookie cutter solution is okay for you, then fine, use an outsourcer and you don't have to take care of your ERP."
8. Follow the money. "Hosting should take out a lot of internal costs of labor," says Frank Prestipino, vice president of Oracle's global enterprise applications strategy.. "It should save you money…by spreading payments over a period of time. You should be paying less over a period of time for hosting than you would do it yourself." The hoster should provide this analysis. If you're not paying less, don't use an ASP, he said.
Evaluation
9. Choose an ERP package that is industry-standards based. "You don't want to find yourself out on a limb with customers who can't interact with your proprietary, out-of-standard implementation," says Oracle's Prestipino.
10. Look closely at maintenance costs. "You can pay a great purchase price and find that it costs a fortune to maintain," Prestipino said.
11. Evaluate your processes and decide if changing them to fit a particular ERP suite would be beneficial, Klee suggested. "Either you're looking for customization or going for out-of-the-box," he says. "With the latter, people have to change how they do things in order to conform to the package. That may work for a company that needs to make changes anyway. Often, however, it's better to choose a suite that can conform to your needs."
12. Discuss a vendor's stability with the vendor reps and outside experts. Find out if the company is losing market share, which might make it a candidate for a takeover or failure, Pestipino said.
13. "Whenever a company and its ERP package are acquired, it's not usually good news for the customer," Klee said. "Often, the vendor is buying the client base and is not that interested in the software itself. Instead, they'll try to get clients to move to their own platform." In this situation, customers may have to migrate without good business reasons.
14. Get the numbers. "Get empirical evidence of return on investment from the vendor and/or a consultant," Prestipino said. Also, simulate the ERP suite in your company and make your own calculations.
15. Get vendors to come clean about their upgrade cycles. "Once they get you as a customer, their goal is to sell you new features and upgrades," Klee said. "You want a company that upgrades and adds necessary features and doesn't lock you into an expensive upgrade cycle."
16. Find out how much customization assistance the vendor will offer, Reed said. "If you customize the ERP package to fit your business scenarios without vendor support, you can limit your support options from that vendor down the road."
17. Be efficient in contract negotiations. "Don't spend too much time analyzing details to the Nth degree," Klee said. "If vendor can answer 25 critical questions and give most of what you want, you're going to be in good shape. Focus more on critical items to get through negotiations more quickly."
18. You can't get everything you want. "Do accept that there is always going to be a functionality gap," Reed said. "Usually, you have to let 10% go. If the gap is more than 10%, keep shopping."
After the implementation
19. Pay attention to the quality of your data and the daily workflow, Golden said. This is especially important during the transition time after implementation and during periods when your business is changing or growing. Watch for seasonal variations, too. For example, Christmas can cause big jumps in data volume for a retail company.
20. Don't sign up for long training sessions. Instead, do some initial, condensed training on your own site, and then set up a regular class schedule that gives users time to learn before they move on. "Vendors want to sell customers, say, 40 days of training over six weeks," Klee said. "By the time the class is over, the trainees have forgotten the first half of the lessons."
By Jan Stafford, Site Editor
22 Jun 2005 | SearchOpenSource.com
Planning
1. Know your goals for your ERP implementation. Choose the product that promises to meet those goals and put measurement tools and processes in place to gauge your success, advises Lance Williamson, engineer, Engenio Information Technologies, Inc., Wichita, Kan. In particular, he said, set goals for performance, response time and downtime.
2. Don't do any project without a plan, particularly an ERP project which touches almost every part of your organization, said Bernard Golden, CEO, Navica Inc., a consulting firm in San Carlos, Calif. Create process with regular milestones and participation from affected organizations. And be sure to test, test, test, all the way through. "All of these things seem like 'nice-to-haves' rather than critical elements in a project, but can make the overall project much more successful," Golden explained.
3. Involve users in your ERP project planning phase, said Andy Klee, president of Klee Associates, Inc., a consulting firm in Cedaredge, Colo. "The software is not going to do you much good if you don't have employee buy-in," he added.
4. Don't do the planning and implementation alone if you don't have the in-house skills to make it happen, said Jorg Janke, president of open source ERP vendor Compiere Inc. in Portland, Ore. "Determining which options and features to use requires experience," he said. If the in-house team doesn't have that experience, Janke advises, find a local ERP expert who is trustworthy and who collaborates well with your team.
5. Be realistic in your cost projections. Double the consulting firm's estimate, Klee said. "I hardly ever hear of these projects coming in under the estimate," he explained. Also, be realistic about training costs. "Even at the largest level, companies underestimate the training costs," he said.
6. Don't keep adding to your project. In the planning and evaluation stage, people see the capabilities of products and want to use each new one they discover. "Commit to what you want to do initially," said Jon Reed, a Klee Associates consultant. "Get your return on investment and then expand. Otherwise, you'll have a never-ending and unsuccessful project."
To host or not to host?
7. If you'd prefer the hosting model for your ERP, then scrutinize your application service provider (ASP) well, says Janke. First of all, you must be able to trust this ASP with your data. "Find out if that hosting company provides cookie cutter solutions or can customize the ERP suite to fit your needs," he advises. "Many outsourcers don't know enough about ERP to customize it. Then again, if a cookie cutter solution is okay for you, then fine, use an outsourcer and you don't have to take care of your ERP."
8. Follow the money. "Hosting should take out a lot of internal costs of labor," says Frank Prestipino, vice president of Oracle's global enterprise applications strategy.. "It should save you money…by spreading payments over a period of time. You should be paying less over a period of time for hosting than you would do it yourself." The hoster should provide this analysis. If you're not paying less, don't use an ASP, he said.
Evaluation
9. Choose an ERP package that is industry-standards based. "You don't want to find yourself out on a limb with customers who can't interact with your proprietary, out-of-standard implementation," says Oracle's Prestipino.
10. Look closely at maintenance costs. "You can pay a great purchase price and find that it costs a fortune to maintain," Prestipino said.
11. Evaluate your processes and decide if changing them to fit a particular ERP suite would be beneficial, Klee suggested. "Either you're looking for customization or going for out-of-the-box," he says. "With the latter, people have to change how they do things in order to conform to the package. That may work for a company that needs to make changes anyway. Often, however, it's better to choose a suite that can conform to your needs."
12. Discuss a vendor's stability with the vendor reps and outside experts. Find out if the company is losing market share, which might make it a candidate for a takeover or failure, Pestipino said.
13. "Whenever a company and its ERP package are acquired, it's not usually good news for the customer," Klee said. "Often, the vendor is buying the client base and is not that interested in the software itself. Instead, they'll try to get clients to move to their own platform." In this situation, customers may have to migrate without good business reasons.
14. Get the numbers. "Get empirical evidence of return on investment from the vendor and/or a consultant," Prestipino said. Also, simulate the ERP suite in your company and make your own calculations.
15. Get vendors to come clean about their upgrade cycles. "Once they get you as a customer, their goal is to sell you new features and upgrades," Klee said. "You want a company that upgrades and adds necessary features and doesn't lock you into an expensive upgrade cycle."
16. Find out how much customization assistance the vendor will offer, Reed said. "If you customize the ERP package to fit your business scenarios without vendor support, you can limit your support options from that vendor down the road."
17. Be efficient in contract negotiations. "Don't spend too much time analyzing details to the Nth degree," Klee said. "If vendor can answer 25 critical questions and give most of what you want, you're going to be in good shape. Focus more on critical items to get through negotiations more quickly."
18. You can't get everything you want. "Do accept that there is always going to be a functionality gap," Reed said. "Usually, you have to let 10% go. If the gap is more than 10%, keep shopping."
After the implementation
19. Pay attention to the quality of your data and the daily workflow, Golden said. This is especially important during the transition time after implementation and during periods when your business is changing or growing. Watch for seasonal variations, too. For example, Christmas can cause big jumps in data volume for a retail company.
20. Don't sign up for long training sessions. Instead, do some initial, condensed training on your own site, and then set up a regular class schedule that gives users time to learn before they move on. "Vendors want to sell customers, say, 40 days of training over six weeks," Klee said. "By the time the class is over, the trainees have forgotten the first half of the lessons."
By Jan Stafford, Site Editor
22 Jun 2005 | SearchOpenSource.com
Interesting SAP knowledge link
SAP Developer Network (SDN)
SDN is an active online community where ABAP, Java, .NET, and other cutting-edge technologies converge to form a resource and collaboration channel for SAP developers, consultants, integrators, and system administrators. SDN hosts a technical library, expert blogs, exclusive downloads and code samples, an extensive eLearning catalog, and active, moderated discussion forums.
http://sdn.sap.com
SAP Help
http://help.sap.com
Microsoft | SAP Customer Information Center
http://www.microsoft.com/isv/sap/
SAP PRESS
SAP PRESS is the premier publisher of technical and strategic books for the SAP community. On this site, you will find a wide range of titles to help you master SAP technology and complete key SAP projects more efficiently.
http://www.sap-press.com/
Uber Goober Forum
SAP, CRM, ECC, ERP, BI, BW, R/3, SAPGui, sapinst, SCM, SRM, Oracle, MSSQL, ABAP Forum
http://uber-goober.com/forums/
Source Code ABAP/4
Cool ABAP programs to help system administration
http://www.kabai.com/abaps/q.htm
SAP Insider
SAP Insider is the premier source of information on product and service initiatives coming from SAP and its partners. The magazine provides SAP customers with strategic direction and practical advice to make the most of their investment in SAP technology.
http://www.sapinsideronline.com
SAP NetWeaver Magazine
SAP NetWeaver Magazine, the SAP business and technology review, delivers insights that allow business and IT managers to make better decisions about how they implement and use SAP NetWeaver technology.
http://www.sapnetweavermagazine.com
SAP Design Guild
http://www.sapdesignguild.org
SAP Professional Journal Online
Better understand SAP technology …
Learn new ways to solve a problem …
See how other SAP professionals are getting it done …
http://www.sappro.com
SAP ITToolBox
http://sap.ittoolbox.com/
THE SAP FAN CLUB
http://www.sapfans.com
SDN is an active online community where ABAP, Java, .NET, and other cutting-edge technologies converge to form a resource and collaboration channel for SAP developers, consultants, integrators, and system administrators. SDN hosts a technical library, expert blogs, exclusive downloads and code samples, an extensive eLearning catalog, and active, moderated discussion forums.
http://sdn.sap.com
SAP Help
http://help.sap.com
Microsoft | SAP Customer Information Center
http://www.microsoft.com/isv/sap/
SAP PRESS
SAP PRESS is the premier publisher of technical and strategic books for the SAP community. On this site, you will find a wide range of titles to help you master SAP technology and complete key SAP projects more efficiently.
http://www.sap-press.com/
Uber Goober Forum
SAP, CRM, ECC, ERP, BI, BW, R/3, SAPGui, sapinst, SCM, SRM, Oracle, MSSQL, ABAP Forum
http://uber-goober.com/forums/
Source Code ABAP/4
Cool ABAP programs to help system administration
http://www.kabai.com/abaps/q.htm
SAP Insider
SAP Insider is the premier source of information on product and service initiatives coming from SAP and its partners. The magazine provides SAP customers with strategic direction and practical advice to make the most of their investment in SAP technology.
http://www.sapinsideronline.com
SAP NetWeaver Magazine
SAP NetWeaver Magazine, the SAP business and technology review, delivers insights that allow business and IT managers to make better decisions about how they implement and use SAP NetWeaver technology.
http://www.sapnetweavermagazine.com
SAP Design Guild
http://www.sapdesignguild.org
SAP Professional Journal Online
Better understand SAP technology …
Learn new ways to solve a problem …
See how other SAP professionals are getting it done …
http://www.sappro.com
SAP ITToolBox
http://sap.ittoolbox.com/
THE SAP FAN CLUB
http://www.sapfans.com
Monday, November 19, 2007
Proprietary ERP software
- 1C:Enterprise from 1C Company www.1c.ru
- 24SevenOffice Start, Premium, Professional and Custom from 24SevenOffice www.24sevenoffice.com
- abas ERP from ABAS Software www.abas.de
- Accpac from The Sage Group www.sageaccpac.com
- Agresso Business World from Unit 4 Agresso www.agresso.com
- AMS Advantage from CGI Group (formerly American Management Systems) www.cgi.com
- BatchMaster ERP from BatchMaster Software www.batchmaster.com
- Enterprise Business System from Made2Manage Systems www.made2manage.com
- Epicor Enterprise from Epicor www.epicor.com
- ERManager from SuperNova Solutions www.supernova.com.pk
- ERP LN (aka Baan) from Infor Global Solutions www.ssaglobal.com/solutions/erp/ln.aspx
- ERP LX (aka BPCS) from Infor Global Solutions www.ssaglobal.com/solutions/erp/lx.aspx
- IFS Applications from Industrial and Financial Systems www.ifsworld.com
- JD Edwards EnterpriseOne from Oracle www.oracle.com/applications/jdedwards-enterprise-one.html
- JD Edwards World from Oracle www.oracle.com/applications/jdedwards-world.html
- kVASy4 from SIV.AG www2.siv.de
- Lawson Financials from Lawson Software www.lawson.com
- MFG/PRO from QAD www.qad.com
- Microsoft Dynamics from Microsoft www.microsoft.com/dynamics/default.mspx
- NetERP from NetSuite Inc. www.netsuite.com
- Openda QX from Openda www.openda.com
- OpenMFG from xTuple www.xtuple.com
- Oracle e-Business Suite from Oracle www.oracle.com/applications/e-business-suite.html
- Paradigm from Consona Corporation www.consona.com
- PeopleSoft from Oracle www.oracle.com/peoplesoft/index.html
- Plexus Online from Plexus Systems, Inc. www.plex.com
- Ramco e.Applications from Ramco Systems www.ramco.com
- MAS 90, MAS 200 and MAS 500 from The Sage Group www.sagemas.com
- SAP R/3 from SAP www.sap.com
- SYSPRO from Syspro www.syspro.com
- Visual Enterprise from Infor Global Solutions www.infor.com
Reference
http://en.wikipedia.org/wiki/List_of_ERP_software_packages
- 24SevenOffice Start, Premium, Professional and Custom from 24SevenOffice www.24sevenoffice.com
- abas ERP from ABAS Software www.abas.de
- Accpac from The Sage Group www.sageaccpac.com
- Agresso Business World from Unit 4 Agresso www.agresso.com
- AMS Advantage from CGI Group (formerly American Management Systems) www.cgi.com
- BatchMaster ERP from BatchMaster Software www.batchmaster.com
- Enterprise Business System from Made2Manage Systems www.made2manage.com
- Epicor Enterprise from Epicor www.epicor.com
- ERManager from SuperNova Solutions www.supernova.com.pk
- ERP LN (aka Baan) from Infor Global Solutions www.ssaglobal.com/solutions/erp/ln.aspx
- ERP LX (aka BPCS) from Infor Global Solutions www.ssaglobal.com/solutions/erp/lx.aspx
- IFS Applications from Industrial and Financial Systems www.ifsworld.com
- JD Edwards EnterpriseOne from Oracle www.oracle.com/applications/jdedwards-enterprise-one.html
- JD Edwards World from Oracle www.oracle.com/applications/jdedwards-world.html
- kVASy4 from SIV.AG www2.siv.de
- Lawson Financials from Lawson Software www.lawson.com
- MFG/PRO from QAD www.qad.com
- Microsoft Dynamics from Microsoft www.microsoft.com/dynamics/default.mspx
- NetERP from NetSuite Inc. www.netsuite.com
- Openda QX from Openda www.openda.com
- OpenMFG from xTuple www.xtuple.com
- Oracle e-Business Suite from Oracle www.oracle.com/applications/e-business-suite.html
- Paradigm from Consona Corporation www.consona.com
- PeopleSoft from Oracle www.oracle.com/peoplesoft/index.html
- Plexus Online from Plexus Systems, Inc. www.plex.com
- Ramco e.Applications from Ramco Systems www.ramco.com
- MAS 90, MAS 200 and MAS 500 from The Sage Group www.sagemas.com
- SAP R/3 from SAP www.sap.com
- SYSPRO from Syspro www.syspro.com
- Visual Enterprise from Infor Global Solutions www.infor.com
Reference
http://en.wikipedia.org/wiki/List_of_ERP_software_packages
Microsoft Pushes Back Next Dynamics NAV Release
Microsoft is moving its target date for releasing the next version of Dynamics NAV from the first half to the second half of 2008.
In a Sunday Weblog entry, Darren Laybourn, leader of the Dynamics research and development group in Microsoft Business Solutions, described the delay as "very disappointing," but said the inconvenience would be offset by several major improvements Microsoft is making to the software.
"Nobody ever wants to miss a commitment that they make, and with the move of our delivery date from H1 to H2 of 2008, that is the situation we as a Dynamics NAV R&D team find ourselves in right now," Laybourn wrote.
Microsoft is also changing the code name of the next Dynamics NAV from 5.1 to 6.0, to convey the magnitude of the many improvements it's making to the product, according to Laybourn.
Dynamics NAV, one of Microsoft's four enterprise resource planning application sets, works with Microsoft Office applications and Microsoft Windows SharePoint Services to improve the speed and efficiency of business processes. The latest version, Dynamics NAV 5.0, launched in March and includes features like sales and purchase document approval, prepayment, inventory costing, and item tracking.
In addition to moving Dynamics NAV from a two-tier to a three-tier architecture, Microsoft plans to add Web services support and also move its runtime execution engine from an interpreted environment to a compiled environment running on.NET, wrote Laybourn
Deeper integration with Office SharePoint Services, and a "major upgrade" to the user experience will also be part of the 6.0 release, Laybourn wrote.
In the interim, Microsoft will offer a service pack for Dynamics NAV 5.0 that includes Dynamics Mobile support, to enable partners to create mobile solutions that are integrated with Dynamics NAV.
To obtain feedback on Dynamics NAV 6.0, Microsoft next month will release a preview of the software to a select group of testers, with updates being made available to the broader partner community during the first half of next year.
Since purchasing Navision in 2002, Microsoft has revamped support and licensing plans, discontinued fee-based extended lifecycle support, and published a five year commitment to support each product release, said Ritsema.
"This support, direction and consistency are noticeable in the product and its acceptance in the marketplace," he said.
Article Source : http://www.crn.com/software/202600451?queryText=ERPERP vendors by revenue
The largest vendors worldwide in 2005 according to Gartner Dataquest:
Market share 2005 according to Gartner Dataquest[1]
| No | Vendor | Revenue | Market share |
| (million $) | (%) | ||
| 1 | SAP | 4726 | 28.7 |
| 2 | Oracle Applications | 1674 | 10.2 |
| 3 | The Sage Group | 1221 | 7.4 |
| 4 | Microsoft Dynamics | 616 | 3.7 |
| 5 | SSA Global Technologies[2] | 464 | 2.8 |
Vendors of popular ERP software include (sorted roughly according to worldwide ERP related revenue):
| Vendor | Revenue[3] | Revenue[4] | Year |
| (Native currency) | (million $) | ||
| SAP | 9.4 billion EUR | 12401.4 | 2006 |
| Oracle Applications | 14.38 billion USD | 14380 | 2006 |
| Infor Global Solutions | 2.1 billion USD | 2100 | 2006 |
| The Sage Group | 935.6 million GBP | 1832 | 2006 |
| Microsoft Dynamics (Formerly Microsoft Business Solutions) | 44.2 billion USD | 44200 | 2006 |
| Unit 4 Agresso | 352.6 million EUR | 465.2 | 2005 |
| Lawson Software | 390.776 million USD | 390.8 | 2006 |
| Epicor | 384.1 million USD | 384.1 | 2006 |
| Visma | 1,907 million NOK | 305.5 | 2005 |
| Industrial and Financial Systems | 288 million USD | 288 | 2005 |
| QAD | 225 million USD | 225 | 2006 |
| ABAS Software | 45 million EUR | 62.6 | 2006 |
| Ramco Systems | 2,648 million INR | 60.1 | 2006 |
| NetSuite | 40 million USD | 40 | 2004 |
| SIV.AG | 14.2 million EUR | 18.7 | unknown |
References
1. ^ Bailor, Coreen (2006-07-05). For CRM, ERP, and SCM, SAP Leads the Way. Retrieved on 2007-03-29.
2. ^ Now part of Infor Global Solutions
3. ^ As given in Wikipedia for the complete company
4. ^ Conversion rates (date 12/31/2006):
USD:EUR = 1.31930 $/€
USD:GBP = 1.95815 $/£
USD:NOK = 0.16017 $/NOK
For Ramco Systems the conversion rate from the annual report is used
Information From Wikipedia.org
Wednesday, November 14, 2007
[Book] The Data Model Resource Book Vol 1
The Data Model Resource Book Volume 1 by Len Silverston, this book provide a strong data model foundation for the ERP project. These books have been an excellent reference and useful design guide for handling business related data. It became obvious that these were based on data modeling efforts in the real world. This Book is an excellent roadmap for various data models and has served as a valuable reference
Len Silverston has over 20 years of experience and knowledge of information technology work that is passed along in this book. I recommend The Data Model Resource Book to anyone.
Editorial Reviews
"The Data Model Resource Book, Revised Edition, Volume 1 is the best book I?ve seen on data architecture. It does not merely address the top levels of a data architecture (Zachman Framework row one or two); it provides both common and industry-specific logical models as well as data designs that may be customized to meet your requirements. The end result is a is a rich framework whose models span the higher and lower levels of a data architecture, including high-level models, logical models, warehouse designs, star schemas, and SQL scripts. You can use the data models, designs, and scripts as templates or starting points for your own modeling, an introduction to subject areas you might not be familiar with, a reference to validate your existing models, and a help to building an enterprise data architecture. The book provides techniques to transform models from one level to another, as well as tips and techniques for getting the appropriate levels of abstraction in the models. Instance tables (sample data) help bring the models to life. I have customized and used the models from the first edition on many projects in the last two years?it is an invaluable resource to me."
--Van Scott, President, Sonata Consulting, Inc.
"Len Silverston has produced an enormously useful two-volume compendium of generic (but not too generic) data models for an extensive set of typical enterprise subject areas, and for various industries that any data modeler will likely encounter at some point in his or her career. The material is clearly written, well organized, and goes below the obvious to some of the more perverse and difficult information requirements in an enterprise. This is an invaluable resource for doing one's homework before diving into any modeling session; if you can't find it here, there is certainly a very similar template that you can use for just about any situation with which you might be faced."
--William G. Smith, President, William G. Smith & Associates
"In today's fast-paced e-oriented world, it is no longer acceptable to bury business constraints in hard-to-change data structures. Data architects must comprehend complex requirements and recast them into data architecture with vision for unforeseen futures. Len's models provide an outstanding starting point for novice and advanced data architects for delivering flexible data models. These models position an organization for the business rule age. Their proper implementation and customization allows the organization to externalize and manage business policies and rules so that the business can proactively change itself. In this way, the data architecture, based on Len's models and procedures for customizing them, becomes by design the foundation for business change."
--Barbara von Halle, Founder, Knowledge Partners, Inc., Co-author of Handbook of Relational Database Design
"These books are long overdue and a must for any company implementing universal data models. They contain practical insights and templates for implementing universal data models and can help all enterprises regardless of their level of experience. Most books address the needs for data models but give little in the way of practical advice. These books fill in that void and should be utilized by all enterprises."
--Ron Powell, Publisher, DM Review
"Businesses across the world are demanding quality systems that are built faster by IT shops. This book provides a foundation of patterns for data modelers to expand upon and can cut days, if not weeks, off a project schedule. I have found The Data Model Resource Book, Revised Edition, Volume 1 valuable as a resource for my modeling efforts at L.L. Bean, Inc. and feel it is an essential component in any modelers toolkit."
--Susan T. Oliver, Enterprise Data Architect, L.L. Bean, Inc.
"I was first introduced to The Data Model Resource Book three years ago when I was hired by a firm who wanted an enterprise data model. This company did not believe the dictum that ?all companies are basically the same;? they felt they were somehow unique. After a little analysis with Len Silverston's help, we found that we were actually quite a bit the same: we had customers, accounts, employees, benefits, and all the things you'd find in any corporation. All we had to do was adapt the product component of Len's book and we were ready to move ahead with a great framework for all of our data. A CD-ROM that accompanies the book provided scripts to build the model in Oracle very quickly. We then began mapping all of our detailed data types to the enterprise model and, voila, we could find a place for all of those various spellings and misspellings of Account Number.
Volume 2 of this revised edition provided even more exciting features: models of industry-specific data. I began to see interesting patterns that permeated this volume. For example, a reservation is a reservation, whether you're an airline, a restaurant, or a hotel. (We even have something similar in the oil industry--the allocation.)
Another concept from the book that has changed my thinking and vocabulary is the word "party." I recently managed a project in which an employee could also function as a customer and as an on-line computer user. The team was in disagreement regarding a name for this entity; but after checking The Data Model Resource Book, we realized that here we had a party playing three roles.
Whether your job is to jump-start a data warehouse project or borrow ideas for any subject area in your next operational database, I highly recommend The Data Model Resource Books, Revised Edition, Volumes 1 and 2 as your bible for design."
--Ted Kowalski, Equilon Enterprises LLC, Author of Opening Doors: A Facilitator's Handbook
Book Description
A quick and reliable way to build proven databases for core business functions
Industry experts raved about The Data Model Resource Book when it was first published in March 1997 because it provided a simple, cost-effective way to design databases for core business functions. Len Silverston has now revised and updated the hugely successful First Edition, while adding a companion volume to take care of more specific requirements of different businesses. Each volume is accompanied by a CD-ROM, which is sold separately. Each CD-ROM provides powerful design templates discussed in the books in a ready-to-use electronic format, allowing companies and individuals to develop the databases they need at a fraction of the cost and a third of the time it would take to build them from scratch.
Updating the data models from the First Edition CD-ROM, this resource allows database developers to quickly load a core set of data models and customize them to support a wide range of business functions.
Book Info
(wiley Computer Publishing) Offers the reader data models that are practical for jump-starting data development projects. Shows how to integrate databases and data warehouses across the enterprise, and much more. Text comes with a companion Web site with free downloads. The CD-ROM provides the SQL code for use with the text. Softcover.
From the Publisher
"The Data Model Resource Book, Revised Edition, Volume 1 is the best book I?ve seen on data architecture. It does not merely address the top levels of a data architecture (Zachman Framework row one or two); it provides both common and industry-specific logical models as well as data designs that may be customized to meet your requirements. The end result is a is a rich framework whose models span the higher and lower levels of a data architecture, including high-level models, logical models, warehouse designs, star schemas, and SQL scripts. You can use the data models, designs, and scripts as templates or starting points for your own modeling, an introduction to subject areas you might not be familiar with, a reference to validate your existing models, and a help to building an enterprise data architecture. The book provides techniques to transform models from one level to another, as well as tips and techniques for getting the appropriate levels of abstraction in the models. Instance tables (sample data) help bring the models to life. I have customized and used the models from the first edition on many projects in the last two years?it is an invaluable resource to me."
--Van Scott, President, Sonata Consulting, Inc.
"Len Silverston has produced an enormously useful two-volume compendium of generic (but not too generic) data models for an extensive set of typical enterprise subject areas, and for various industries that any data modeler will likely encounter at some point in his or her career. The material is clearly written, well organized, and goes below the obvious to some of the more perverse and difficult information requirements in an enterprise. This is an invaluable resource for doing one's homework before diving into any modeling session; if you can't find it here, there is certainly a very similar template that you can use for just about any situation with which you might be faced."
--William G. Smith, President, William G. Smith & Associates
"In today's fast-paced e-oriented world, it is no longer acceptable to bury business constraints in hard-to-change data structures. Data architects must comprehend complex requirements and recast them into data architecture with vision for unforeseen futures. Len's models provide an outstanding starting point for novice and advanced data architects for delivering flexible data models. These models position an organization for the business rule age. Their proper implementation and customization allows the organization to externalize and manage business policies and rules so that the business can proactively change itself. In this way, the data architecture, based on Len's models and procedures for customizing them, becomes by design the foundation for business change."
--Barbara von Halle, Founder, Knowledge Partners, Inc., Co-author of Handbook of Relational Database Design
"These books are long overdue and a must for any company implementing universal data models. They contain practical insights and templates for implementing universal data models and can help all enterprises regardless of their level of experience. Most books address the needs for data models but give little in the way of practical advice. These books fill in that void and should be utilized by all enterprises."
--Ron Powell, Publisher, DM Review
"Businesses across the world are demanding quality systems that are built faster by IT shops. This book provides a foundation of patterns for data modelers to expand upon and can cut days, if not weeks, off a project schedule. I have found The Data Model Resource Book, Revised Edition, Volume 1 valuable as a resource for my modeling efforts at L.L. Bean, Inc. and feel it is an essential component in any modelers toolkit."
--Susan T. Oliver, Enterprise Data Architect, L.L. Bean, Inc.
"I was first introduced to The Data Model Resource Book three years ago when I was hired by a firm who wanted an enterprise data model. This company did not believe the dictum that ?all companies are basically the same;? they felt they were somehow unique. After a little analysis with Len Silverston's help, we found that we were actually quite a bit the same: we had customers, accounts, employees, benefits, and all the things you'd find in any corporation. All we had to do was adapt the product component of Len's book and we were ready to move ahead with a great framework for all of our data. A CD-ROM that accompanies the book provided scripts to build the model in Oracle very quickly. We then began mapping all of our detailed data types to the enterprise model and, voila, we could find a place for all of those various spellings and misspellings of Account Number.
Volume 2 of this revised edition provided even more exciting features: models of industry-specific data. I began to see interesting patterns that permeated this volume. For example, a reservation is a reservation, whether you're an airline, a restaurant, or a hotel. (We even have something similar in the oil industry--the allocation.)
Another concept from the book that has changed my thinking and vocabulary is the word "party." I recently managed a project in which an employee could also function as a customer and as an on-line computer user. The team was in disagreement regarding a name for this entity; but after checking The Data Model Resource Book, we realized that here we had a party playing three roles.
Whether your job is to jump-start a data warehouse project or borrow ideas for any subject area in your next operational database, I highly recommend The Data Model Resource Books, Revised Edition, Volumes 1 and 2 as your bible for design."
--Ted Kowalski, Equilon Enterprises LLC, Author of Opening Doors: A Facilitator's Handbook
From the Back Cover
"These books are a must for any company implementing data models. They contain practical insights and templates of universal data models which can be used by all enterprises, regardless of their level of experience."–Ron Powell, Publisher, DM Review
Industry experts raved about The Data Model Resource Book when it first came out––and no wonder. This book arms you with a powerful set of data models and data warehouse designs that you can use to jump-start your database development projects. You get proven models for common business functions such as ordering and managing products, handling shipments, invoicing, accounting and budgeting, managing human resources, contact management, and project management. You’ll save countless hours and thousands of dollars in database development costs.
This updated edition, fully edited and revised by Len Silverston, includes many new and expanded data models, including models for call center management, product customization, shipping and receiving, budgeting scenarios, and employee qualifications and performance. Plus, there are new data mart designs, including financial analysis, inventory management, and shipping logistics.
With this book, you’ll learn how to:
* Customize enterprise and logical data models that meet the specific needs of your organization
* Convert logical data models to data warehouses and data marts
* Develop physical data designs and evaluate design options based on the universal data models
* Integrate databases and data warehouses across the enterprise
* Validate your organization’s existing data models
You’ll also want to check out the companion volume, The Data Model Resource Book, Revised Edition, Volume 2 (0-471-35348-5), which provides universal data models that have been tailored for various industries and applications.
See how you can save even more time and money with the Data Model ResourceBook, Revised Edition, Volume 1 CD-ROM, which:
* Provides the SQL code you’ll need to implement the models described in the book or to reverse-engineer them into your CASE tool
* Allows you to view for free the demonstration of data models from both Volume 1 and Volume 2
* Can be purchased separately by unlocking the enclosed CD-ROM via phone or online–directions inside
About the Author
LEN SILVERSTON (lsilverston@univdata.com) is founder and owner of Universal Data Models, LLC (www.universaldatamodels.com), a Colorado-based firm providing consulting and training for helping enterprises customize and implement "universal data models" and develop holistic, integrated systems. Mr. Silverston has over 20 years’ experience in delivering data integration, database and data warehouse solutions to organizations.
Len Silverston has over 20 years of experience and knowledge of information technology work that is passed along in this book. I recommend The Data Model Resource Book to anyone.
Editorial Reviews
"The Data Model Resource Book, Revised Edition, Volume 1 is the best book I?ve seen on data architecture. It does not merely address the top levels of a data architecture (Zachman Framework row one or two); it provides both common and industry-specific logical models as well as data designs that may be customized to meet your requirements. The end result is a is a rich framework whose models span the higher and lower levels of a data architecture, including high-level models, logical models, warehouse designs, star schemas, and SQL scripts. You can use the data models, designs, and scripts as templates or starting points for your own modeling, an introduction to subject areas you might not be familiar with, a reference to validate your existing models, and a help to building an enterprise data architecture. The book provides techniques to transform models from one level to another, as well as tips and techniques for getting the appropriate levels of abstraction in the models. Instance tables (sample data) help bring the models to life. I have customized and used the models from the first edition on many projects in the last two years?it is an invaluable resource to me."
--Van Scott, President, Sonata Consulting, Inc.
"Len Silverston has produced an enormously useful two-volume compendium of generic (but not too generic) data models for an extensive set of typical enterprise subject areas, and for various industries that any data modeler will likely encounter at some point in his or her career. The material is clearly written, well organized, and goes below the obvious to some of the more perverse and difficult information requirements in an enterprise. This is an invaluable resource for doing one's homework before diving into any modeling session; if you can't find it here, there is certainly a very similar template that you can use for just about any situation with which you might be faced."
--William G. Smith, President, William G. Smith & Associates
"In today's fast-paced e-oriented world, it is no longer acceptable to bury business constraints in hard-to-change data structures. Data architects must comprehend complex requirements and recast them into data architecture with vision for unforeseen futures. Len's models provide an outstanding starting point for novice and advanced data architects for delivering flexible data models. These models position an organization for the business rule age. Their proper implementation and customization allows the organization to externalize and manage business policies and rules so that the business can proactively change itself. In this way, the data architecture, based on Len's models and procedures for customizing them, becomes by design the foundation for business change."
--Barbara von Halle, Founder, Knowledge Partners, Inc., Co-author of Handbook of Relational Database Design
"These books are long overdue and a must for any company implementing universal data models. They contain practical insights and templates for implementing universal data models and can help all enterprises regardless of their level of experience. Most books address the needs for data models but give little in the way of practical advice. These books fill in that void and should be utilized by all enterprises."
--Ron Powell, Publisher, DM Review
"Businesses across the world are demanding quality systems that are built faster by IT shops. This book provides a foundation of patterns for data modelers to expand upon and can cut days, if not weeks, off a project schedule. I have found The Data Model Resource Book, Revised Edition, Volume 1 valuable as a resource for my modeling efforts at L.L. Bean, Inc. and feel it is an essential component in any modelers toolkit."
--Susan T. Oliver, Enterprise Data Architect, L.L. Bean, Inc.
"I was first introduced to The Data Model Resource Book three years ago when I was hired by a firm who wanted an enterprise data model. This company did not believe the dictum that ?all companies are basically the same;? they felt they were somehow unique. After a little analysis with Len Silverston's help, we found that we were actually quite a bit the same: we had customers, accounts, employees, benefits, and all the things you'd find in any corporation. All we had to do was adapt the product component of Len's book and we were ready to move ahead with a great framework for all of our data. A CD-ROM that accompanies the book provided scripts to build the model in Oracle very quickly. We then began mapping all of our detailed data types to the enterprise model and, voila, we could find a place for all of those various spellings and misspellings of Account Number.
Volume 2 of this revised edition provided even more exciting features: models of industry-specific data. I began to see interesting patterns that permeated this volume. For example, a reservation is a reservation, whether you're an airline, a restaurant, or a hotel. (We even have something similar in the oil industry--the allocation.)
Another concept from the book that has changed my thinking and vocabulary is the word "party." I recently managed a project in which an employee could also function as a customer and as an on-line computer user. The team was in disagreement regarding a name for this entity; but after checking The Data Model Resource Book, we realized that here we had a party playing three roles.
Whether your job is to jump-start a data warehouse project or borrow ideas for any subject area in your next operational database, I highly recommend The Data Model Resource Books, Revised Edition, Volumes 1 and 2 as your bible for design."
--Ted Kowalski, Equilon Enterprises LLC, Author of Opening Doors: A Facilitator's Handbook
Book Description
A quick and reliable way to build proven databases for core business functions
Industry experts raved about The Data Model Resource Book when it was first published in March 1997 because it provided a simple, cost-effective way to design databases for core business functions. Len Silverston has now revised and updated the hugely successful First Edition, while adding a companion volume to take care of more specific requirements of different businesses. Each volume is accompanied by a CD-ROM, which is sold separately. Each CD-ROM provides powerful design templates discussed in the books in a ready-to-use electronic format, allowing companies and individuals to develop the databases they need at a fraction of the cost and a third of the time it would take to build them from scratch.
Updating the data models from the First Edition CD-ROM, this resource allows database developers to quickly load a core set of data models and customize them to support a wide range of business functions.
Book Info
(wiley Computer Publishing) Offers the reader data models that are practical for jump-starting data development projects. Shows how to integrate databases and data warehouses across the enterprise, and much more. Text comes with a companion Web site with free downloads. The CD-ROM provides the SQL code for use with the text. Softcover.
From the Publisher
"The Data Model Resource Book, Revised Edition, Volume 1 is the best book I?ve seen on data architecture. It does not merely address the top levels of a data architecture (Zachman Framework row one or two); it provides both common and industry-specific logical models as well as data designs that may be customized to meet your requirements. The end result is a is a rich framework whose models span the higher and lower levels of a data architecture, including high-level models, logical models, warehouse designs, star schemas, and SQL scripts. You can use the data models, designs, and scripts as templates or starting points for your own modeling, an introduction to subject areas you might not be familiar with, a reference to validate your existing models, and a help to building an enterprise data architecture. The book provides techniques to transform models from one level to another, as well as tips and techniques for getting the appropriate levels of abstraction in the models. Instance tables (sample data) help bring the models to life. I have customized and used the models from the first edition on many projects in the last two years?it is an invaluable resource to me."
--Van Scott, President, Sonata Consulting, Inc.
"Len Silverston has produced an enormously useful two-volume compendium of generic (but not too generic) data models for an extensive set of typical enterprise subject areas, and for various industries that any data modeler will likely encounter at some point in his or her career. The material is clearly written, well organized, and goes below the obvious to some of the more perverse and difficult information requirements in an enterprise. This is an invaluable resource for doing one's homework before diving into any modeling session; if you can't find it here, there is certainly a very similar template that you can use for just about any situation with which you might be faced."
--William G. Smith, President, William G. Smith & Associates
"In today's fast-paced e-oriented world, it is no longer acceptable to bury business constraints in hard-to-change data structures. Data architects must comprehend complex requirements and recast them into data architecture with vision for unforeseen futures. Len's models provide an outstanding starting point for novice and advanced data architects for delivering flexible data models. These models position an organization for the business rule age. Their proper implementation and customization allows the organization to externalize and manage business policies and rules so that the business can proactively change itself. In this way, the data architecture, based on Len's models and procedures for customizing them, becomes by design the foundation for business change."
--Barbara von Halle, Founder, Knowledge Partners, Inc., Co-author of Handbook of Relational Database Design
"These books are long overdue and a must for any company implementing universal data models. They contain practical insights and templates for implementing universal data models and can help all enterprises regardless of their level of experience. Most books address the needs for data models but give little in the way of practical advice. These books fill in that void and should be utilized by all enterprises."
--Ron Powell, Publisher, DM Review
"Businesses across the world are demanding quality systems that are built faster by IT shops. This book provides a foundation of patterns for data modelers to expand upon and can cut days, if not weeks, off a project schedule. I have found The Data Model Resource Book, Revised Edition, Volume 1 valuable as a resource for my modeling efforts at L.L. Bean, Inc. and feel it is an essential component in any modelers toolkit."
--Susan T. Oliver, Enterprise Data Architect, L.L. Bean, Inc.
"I was first introduced to The Data Model Resource Book three years ago when I was hired by a firm who wanted an enterprise data model. This company did not believe the dictum that ?all companies are basically the same;? they felt they were somehow unique. After a little analysis with Len Silverston's help, we found that we were actually quite a bit the same: we had customers, accounts, employees, benefits, and all the things you'd find in any corporation. All we had to do was adapt the product component of Len's book and we were ready to move ahead with a great framework for all of our data. A CD-ROM that accompanies the book provided scripts to build the model in Oracle very quickly. We then began mapping all of our detailed data types to the enterprise model and, voila, we could find a place for all of those various spellings and misspellings of Account Number.
Volume 2 of this revised edition provided even more exciting features: models of industry-specific data. I began to see interesting patterns that permeated this volume. For example, a reservation is a reservation, whether you're an airline, a restaurant, or a hotel. (We even have something similar in the oil industry--the allocation.)
Another concept from the book that has changed my thinking and vocabulary is the word "party." I recently managed a project in which an employee could also function as a customer and as an on-line computer user. The team was in disagreement regarding a name for this entity; but after checking The Data Model Resource Book, we realized that here we had a party playing three roles.
Whether your job is to jump-start a data warehouse project or borrow ideas for any subject area in your next operational database, I highly recommend The Data Model Resource Books, Revised Edition, Volumes 1 and 2 as your bible for design."
--Ted Kowalski, Equilon Enterprises LLC, Author of Opening Doors: A Facilitator's Handbook
From the Back Cover
"These books are a must for any company implementing data models. They contain practical insights and templates of universal data models which can be used by all enterprises, regardless of their level of experience."–Ron Powell, Publisher, DM Review
Industry experts raved about The Data Model Resource Book when it first came out––and no wonder. This book arms you with a powerful set of data models and data warehouse designs that you can use to jump-start your database development projects. You get proven models for common business functions such as ordering and managing products, handling shipments, invoicing, accounting and budgeting, managing human resources, contact management, and project management. You’ll save countless hours and thousands of dollars in database development costs.
This updated edition, fully edited and revised by Len Silverston, includes many new and expanded data models, including models for call center management, product customization, shipping and receiving, budgeting scenarios, and employee qualifications and performance. Plus, there are new data mart designs, including financial analysis, inventory management, and shipping logistics.
With this book, you’ll learn how to:
* Customize enterprise and logical data models that meet the specific needs of your organization
* Convert logical data models to data warehouses and data marts
* Develop physical data designs and evaluate design options based on the universal data models
* Integrate databases and data warehouses across the enterprise
* Validate your organization’s existing data models
You’ll also want to check out the companion volume, The Data Model Resource Book, Revised Edition, Volume 2 (0-471-35348-5), which provides universal data models that have been tailored for various industries and applications.
See how you can save even more time and money with the Data Model ResourceBook, Revised Edition, Volume 1 CD-ROM, which:
* Provides the SQL code you’ll need to implement the models described in the book or to reverse-engineer them into your CASE tool
* Allows you to view for free the demonstration of data models from both Volume 1 and Volume 2
* Can be purchased separately by unlocking the enclosed CD-ROM via phone or online–directions inside
About the Author
LEN SILVERSTON (lsilverston@univdata.com) is founder and owner of Universal Data Models, LLC (www.universaldatamodels.com), a Colorado-based firm providing consulting and training for helping enterprises customize and implement "universal data models" and develop holistic, integrated systems. Mr. Silverston has over 20 years’ experience in delivering data integration, database and data warehouse solutions to organizations.
Free and Open Source ERP software
Adempiere
Adempiere is an ERP Bazaar for Open Source Developers that contribute improvements of Compiere, CRM, Shopfloor, POS, Helpdesk, Financials Accounting, Supply Chain, Knowledge and Business apps in an open and unabated fashion. Focus is on the Community.
http://www.adempiere.com
ERP5
ERP5 has been recognized, since the beginning as an innovative and outstanding ERP solution. Hence, the first deployment of ERP5 for Coramy, a European leader in the apparel industry, was awarded best ERP implementation project in the special edition of Décision Informatique in June 2004.
ERP5 is an Enterprise Resource Planning Solution published as Open Source which means transparency, flexibility and evolutivity for customers. It also means no risks of forced upgrades, guaranteed lifetime maintainability and of course no license fee and no requirement to stay with the same vendor or service company forever.
http://www.erp5.org/
GNU Enterprise
GNUe is also a set of packages written using the tools, to implement a full Enterprise Resource Planning (ERP) system. From human resources, accounting, customer relationship management and project management to supply chain or e-commerce, GNUe can handle the needs of any business, large or small. GNUe supports multi-currency processing (including euro support).
Note: Packages are not as far along in the development cycle as the tools. Most are still in the planning stages.
http://www.gnuenterprise.org/
JFire
JFire is a very comprehensive and flexible Open Source ERP-Solution. It was designed to provide any sized enterprise with very powerful analysis, reporting, and customization options. This provides companies with a highly scalable system that supports small companies as well as global businesses who have large user base, multi-currency & multi-language requirements.
https://www.jfire.org/
OFBiz
The Apache Open For Business Project is an open source enterprise automation software project licensed under the Apache License Version 2.0. By open source enterprise automation we mean: Open Source ERP, Open Source CRM, Open Source E-Business / E-Commerce, Open Source SCM, Open Source MRP, Open Source CMMS/EAM, and so on.
Apache OFBiz is a foundation and starting point for enterprise solutions, be they for one organization or one million. OFBiz can certainly be used OOTB (out of the box), but if you're looking for something that works really well for that there are many open source projects that do a great job there. OFBiz is great for creating specialized applications for use OOTB by other organizations. OFBiz is also great for organizations that need more than what an OOTB application can offer in order to grow their operations, but find the deployment and maintenance costs of traditional enterprise systems that can handle such things to be unreasonable or unjustifiable.
Being open source under the Apache 2.0 license and driven by a community Apache OFBiz offers both flexibility by design and by access to code, and a solution where you're not alone but rather can work with many others to get things done.
https://www.ofbiz.org/
OpenBlueLab
OpenBlueLab aims at providing a complete ERP & CRM full web portal, Open Source, based on UML models, without writing any line of code. Generated through the MDA approach, a Cocoon Reference Implementation is currently available. Others implementations like JSF, Php, Ajax, .Net will be developped according wishes expressed on the Forum.
http://www.openbluelab.org
Opentaps
opentaps is a full-featured ERP + CRM suite based on the Apache OFBiz project. In production since 2001, OFBiz is a developed by a global community of users and developers and has been used by a variety of online retailers, manufacturers, and services organizations through the world.
opentaps is designed for end users who wish to tap into the full power of the OFBiz framework with a feature-rich, out-of-the-box ERP and CRM solution, regular professionally supported releases, and upgrade paths. It is also designed for developers of add-on applications and products and for services providers who are looking to build a successful business of implementing open source business solutions.
opentaps is sponsored by Open Source Strategies, Inc., one of the core developers in the OFBiz community. The word "opentaps" is an acronym for "Open Source Enterprise Applications Suite." It was originally named "Sequoia ERP" after the Sequoia evergreen tree, commonly known as the "Redwood," and was first released on August 23, 2005.
http://www.opentaps.org/
PostBooks
Fully integrated ERP, CRM, and accounting for small to midsized businesses. Graphical client runs on Linux, Mac, and Windows (built with open source Qt framework). Business logic resides in PostgreSQL database server. Fully international-ready.
http://sourceforge.net/projects/postbooks
Tiny ERP
Tiny ERP is a complete ERP and CRM. The main features are accounting (analytic and financial), production management (MRP), stock management, sales and purchases management, task automation, marketing campaigns, help desk, POS, etc. Technical features include a distributed server, flexible workflows, an object database, a dynamic GUI, an XML-RPC interface, and customizable reports.
http://tinyerp.com/
SQL-Ledger
SQL-Ledger® ERP is a double entry accounting/ERP system. Accounting data is stored in a SQL database server, for the display any text or GUI browser can be used. The entire system is linked through a chart of accounts. Each item in inventory is linked to income, expense, inventory and tax accounts. When items are sold and purchased the accounts are automatically updated.
http://www.sql-ledger.org/
WebERP
webERP is a complete web based accounting/ERP system that requires only a web-browser and pdf reader to use. It has a wide range of features suitable for many businesses particularly distributed businesses in wholesale and distribution. It is developed as an open-source application and is available as a free download to use. The feature set is continually expanding as new businesses and developers adopt it.
There have been in excess of 80,000 downloads to date∞.
The growth of webERP adoption has been entirely through word of mouth testimony - there has never been a marketing or advertising push to "sell" webERP. Of course there are no funds nor commercial incentive to do so for free software. Instead this growth is built on reputation and solid practical functionality that works as tried and tested by an increasing number of businesses.
http://www.weberp.org/
Adempiere is an ERP Bazaar for Open Source Developers that contribute improvements of Compiere, CRM, Shopfloor, POS, Helpdesk, Financials Accounting, Supply Chain, Knowledge and Business apps in an open and unabated fashion. Focus is on the Community.
http://www.adempiere.com
ERP5
ERP5 has been recognized, since the beginning as an innovative and outstanding ERP solution. Hence, the first deployment of ERP5 for Coramy, a European leader in the apparel industry, was awarded best ERP implementation project in the special edition of Décision Informatique in June 2004.
ERP5 is an Enterprise Resource Planning Solution published as Open Source which means transparency, flexibility and evolutivity for customers. It also means no risks of forced upgrades, guaranteed lifetime maintainability and of course no license fee and no requirement to stay with the same vendor or service company forever.
http://www.erp5.org/
GNU Enterprise
GNUe is also a set of packages written using the tools, to implement a full Enterprise Resource Planning (ERP) system. From human resources, accounting, customer relationship management and project management to supply chain or e-commerce, GNUe can handle the needs of any business, large or small. GNUe supports multi-currency processing (including euro support).
Note: Packages are not as far along in the development cycle as the tools. Most are still in the planning stages.
http://www.gnuenterprise.org/
JFire
JFire is a very comprehensive and flexible Open Source ERP-Solution. It was designed to provide any sized enterprise with very powerful analysis, reporting, and customization options. This provides companies with a highly scalable system that supports small companies as well as global businesses who have large user base, multi-currency & multi-language requirements.
https://www.jfire.org/
OFBiz
The Apache Open For Business Project is an open source enterprise automation software project licensed under the Apache License Version 2.0. By open source enterprise automation we mean: Open Source ERP, Open Source CRM, Open Source E-Business / E-Commerce, Open Source SCM, Open Source MRP, Open Source CMMS/EAM, and so on.
Apache OFBiz is a foundation and starting point for enterprise solutions, be they for one organization or one million. OFBiz can certainly be used OOTB (out of the box), but if you're looking for something that works really well for that there are many open source projects that do a great job there. OFBiz is great for creating specialized applications for use OOTB by other organizations. OFBiz is also great for organizations that need more than what an OOTB application can offer in order to grow their operations, but find the deployment and maintenance costs of traditional enterprise systems that can handle such things to be unreasonable or unjustifiable.
Being open source under the Apache 2.0 license and driven by a community Apache OFBiz offers both flexibility by design and by access to code, and a solution where you're not alone but rather can work with many others to get things done.
https://www.ofbiz.org/
OpenBlueLab
OpenBlueLab aims at providing a complete ERP & CRM full web portal, Open Source, based on UML models, without writing any line of code. Generated through the MDA approach, a Cocoon Reference Implementation is currently available. Others implementations like JSF, Php, Ajax, .Net will be developped according wishes expressed on the Forum.
http://www.openbluelab.org
Opentaps
opentaps is a full-featured ERP + CRM suite based on the Apache OFBiz project. In production since 2001, OFBiz is a developed by a global community of users and developers and has been used by a variety of online retailers, manufacturers, and services organizations through the world.
opentaps is designed for end users who wish to tap into the full power of the OFBiz framework with a feature-rich, out-of-the-box ERP and CRM solution, regular professionally supported releases, and upgrade paths. It is also designed for developers of add-on applications and products and for services providers who are looking to build a successful business of implementing open source business solutions.
opentaps is sponsored by Open Source Strategies, Inc., one of the core developers in the OFBiz community. The word "opentaps" is an acronym for "Open Source Enterprise Applications Suite." It was originally named "Sequoia ERP" after the Sequoia evergreen tree, commonly known as the "Redwood," and was first released on August 23, 2005.
http://www.opentaps.org/
PostBooks
Fully integrated ERP, CRM, and accounting for small to midsized businesses. Graphical client runs on Linux, Mac, and Windows (built with open source Qt framework). Business logic resides in PostgreSQL database server. Fully international-ready.
http://sourceforge.net/projects/postbooks
Tiny ERP
Tiny ERP is a complete ERP and CRM. The main features are accounting (analytic and financial), production management (MRP), stock management, sales and purchases management, task automation, marketing campaigns, help desk, POS, etc. Technical features include a distributed server, flexible workflows, an object database, a dynamic GUI, an XML-RPC interface, and customizable reports.
http://tinyerp.com/
SQL-Ledger
SQL-Ledger® ERP is a double entry accounting/ERP system. Accounting data is stored in a SQL database server, for the display any text or GUI browser can be used. The entire system is linked through a chart of accounts. Each item in inventory is linked to income, expense, inventory and tax accounts. When items are sold and purchased the accounts are automatically updated.
http://www.sql-ledger.org/
WebERP
webERP is a complete web based accounting/ERP system that requires only a web-browser and pdf reader to use. It has a wide range of features suitable for many businesses particularly distributed businesses in wholesale and distribution. It is developed as an open-source application and is available as a free download to use. The feature set is continually expanding as new businesses and developers adopt it.
There have been in excess of 80,000 downloads to date∞.
The growth of webERP adoption has been entirely through word of mouth testimony - there has never been a marketing or advertising push to "sell" webERP. Of course there are no funds nor commercial incentive to do so for free software. Instead this growth is built on reputation and solid practical functionality that works as tried and tested by an increasing number of businesses.
http://www.weberp.org/
What is ERP?
ERP or Enterprise Resource Planning is an industry term for integrate business processes, ERP software packages that are design to serve and support multiple business functions. An ERP system including module for manufacturing, order entry, purchasing, warehousing, account payable and receivable, general ledger, costing, logistic, human resources and maintenance. Most company use ERP packaged software more than proprietary software written by or for one company. ERP modules may be able to interface with an organization's own software with varying degrees of effort and depending on the software. ERP modules may be alterable via the vendor's proprietary tools as well as proprietary or standard programming languages. The absolute EMP all modules must be consistently connection and data update with real-time anywhere anytime anyplace it can help for decision . SAP, Microsoft, Oracle Corporation, JD Edwards & Company and Baan International are the top ERP vendors in market today.
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