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Enterprise Applications and Business Process Integration. Enterprise Software. Set of integrated software modules for finance and accounting, human resources, manufacturing and production, and sales and marketing that allows data to be used by multiple functions and
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Enterprise Software • Set of integrated software modules for • finance and accounting, • human resources, • manufacturing and production, and • sales and marketing • that allows data to be used by • multiple functions and • business processes
Figure 11-1 Enterprise system architecture
Enterprise Resource Planning (ERP) systems • Interdependent software modules with a common central database that support basic internal business processes for • finance and accounting, • human resources, • manufacturing and production, and • sales and marketing • Enables data to be used by multiple functions and business processes for precise organizational coordination and control.
Business Value of Enterprise Systems • A more uniform organization • More efficient operations and customer-driven business processes • Firmwide information for improved decision making
Project Organization • To be successful the effort of selecting and implementing an ERP system must have high priority and visibility within an organization. • It is advisable to give the effort the status of a major project and require regular progress reviews at the appropriate levels of management. • ERP implementation is a truly company-wide effort and is doomed to failure if treated as anything less.
Selecting a Project Manager • Project Manager • Key user of the new ERP system who has a a good deal of experience and high level of credibility within your company. • The project should not be managed by the IT department. • Should be trained in the techniques of project management.
Common Hiring Mistakes • Mistakes made when hiring ERP project managers: • Hiring an ERP "expert" from outside the company • It's easier to teach an internal person about ERP than it is to teach an ERP expert about your company, products, and culture. • Hiring a new person just out of college (e.g., a person with a computer science degree) • Although they may have enormous potential, they may not yet have creditability. • This mistake is usually made when management sees ERP as only another system and not as a company-wide system.
The Project Team • Project Team • Responsible for the day to day management of the ERP selection and implementation. • Team members represent their different functional areas. • Team members manage selection and implementation tasks and may also do work on these tasks.
Budget/Funding • Budget/Funding • Management should establish budget guidelines for the project prior to beginning the project • Project team needs a budget that they can use for planning and executing the project • Many companies have no idea what to pay for an ERP system • Many decision-makers turn to vendorsA better way is to ask, "Why are we doing this and how will we benefit?" By answering these questions, an organization can begin establishing an ERP budget-a valuable tool for negotiation.
Budget/Funding, cont. • Budget/Funding (cont.) • Management should establish budget guidelines for the project prior to beginning the project • Project team needs a budget that they can use for planning and executing the project • Many companies have no idea what to pay for an ERP system, therefore, many decision-makers turn to vendors • Before issuing a budget ask, "Why are we doing this and how will we benefit?" • By answering these questions, an organization can begin establishing an ERP budget-a valuable tool for negotiation.
Budget/Funding, cont. • Budget/Funding (cont.) • Before issuing a Request for Proposal (RFP) to vendors, apply a standard for estimating the ERP implementation budget. • Find a reasonable method for ERP implementation budgeting. • Example: This method uses a calculation based on the company's annual sales. Experience has shown that companies will spend 1 to 3 percent of annual sales on the total acquisition costs of a new ERP system. This includes the cost of software, hardware, implementation, first year maintenance, licensing fees, tailoring reports, providing interfaces for other software applications, and other miscellaneous costs. In other words, this estimate should cover the "total cost of ownership" for the new system.
Project Schedule • Must have enough detail so that it can be used as a primary tool for managing the project. • Tasks should include time frames for completion and responsibility assigned by position or name. • Using a project management program like Microsoft Project or equivalent is recommended • Further detail on scheduling will be discussed in a later section of this presentation.
Functional Requirements • An important prerequisite to selecting an ERP software package is to document the functionality required to support your business. • This effort should also include where possible, functionality to support your business objectives in the future. • These requirements will be used as one of the criteria for evaluating and selecting the most appropriate software package. • For an organization that has never documented requirements this could be a daunting task; however, this section provides some suggestions and guidance to keep the task as simple as possible.
Gather Requirements • The project team can analyze and document the functional requirements. • The project manager can organize and conduct interviews with people in various departments throughout the company. From these interviews a formal requirements document is produced. • Alternatively, the project manger can request written requirements from each department and then organize the responses into a requirement document. • Often a combination of the two methods works well, but at any rate someone who is knowledgeable of the company and ERP functionality should document requirements. • If no one within the organization is qualified, it is not unusual for companies to enlist outside help.
Two Types of Requirements • To keep the requirements documentation process as simple as possible we will classify requirements into two types: • General or Standard requirements • Special Interest requirements
General or Standard Requirements • By definition these requirements include functionality that most systems provide and most companies require. • List the primary functions or departments which you want supported by the new system. These may include, but is certainly not limited to: • Receiving • Shipping • Marketing/Sales • Forecasting • Human Resources • Engineering • Bill of Material • Accounting Sales order entry • Sales order scheduling • Material planning and scheduling • Production planning and scheduling • Capacity planning and control Purchasing • Inventory control
General or Standard Requirements, cont. • After determining the major functions , you can expand to the next level of description. • Example 1: • Accounting is an area or department that is an integral part of the ERP system, however, it is not necessary for you to describe every function that the accounting department requires from the system. • List the requirements in more general terms such as "must handle accounts payable, accounts receivable, general ledger, etc." Do not attempt to describe exactly how you want these functions handled. • Example 2: • Another example might be purchasing. Requirements could be listed as: “must support contract purchases and blanket purchases, has Request For Quotation capability, etc.”
Special Interest Requirements • More detailed requirements that you feel are very important to your company • Requirements the vendor needs to understand in more detail, like how you need the system to support your business. • Examples: • The system must be able to assign and track product serial numbers by sales order. • The system must be able to track and cross reference engine serial numbers to product serial numbers. • The system must support accumulation of labor by person to a work order. • The system must support the calculation of labor efficiency by individual or work center. • The system should provide the ability to accumulate warranty labor and material cost by serial number.
Conduct System Search • Now that you have an idea of your budget and have developed your functional requirements, you are ready to conduct your system search. • There are many systems on the market today and the task is, through an organized process, to eventually select the system that best suits the combination of your requirements and budget. • The following series of steps are a recommended way of accomplishing this task. • After completing these steps you will then enter the final system selection process.
1: Develop a Candidate List • Since there are so many systems on the market an initial system candidate list should be developed to give the search some focus. • The number of packages you should have on the candidate list varies, but as a guideline keep it between three and nine to keep the search manageable. • The following items are some recommendations for generating the initial candidate list.
1: Develop a Candidate List, cont. • A. Similar Businesses • A good place to start may be with your competition or at least with businesses similar to yours. • This may include your vendors. • The systems they are using may be appropriate for you to investigate.
1: Develop a Candidate List, cont. • B. APICS • An excellent source of information is the American Production and Inventory Control Society (APICS). • This organization publishes ERP software surveys and comparisons at least annually through their monthly magazine APICS: The Performance Advantage. • These surveys usually list at least 100 of the most popular systems and break them down by functionality and includes company contact information for each. • It will be worth your while to obtain the latest or possibly the last two surveys as part of your search effort. • www.apics.org.
1: Develop a Candidate List, cont. • C. Web Search • Searching the Web using keywords such as "ERP" and "Manufacturing Systems" is another source of information. • Most software companies have Web pages that provide information about their software and their companies. • D. Other publications • Other publications such as Manufacturing Systems are available to research ERP products. • This magazine publishes manufacturing software surveys, which may be helpful in developing your candidate list. • They may be contacted at www.manufacturingsystems.com. • E. Software Search Automated Tools • An example is SoftSelect • They may be contacted at www.softselect.com.
2: Request for Information (RFI) • After you have developed a candidate list, the next step is to acquire all the information that is readily available for these packages. • This information will be used to narrow the candidate list to the top two to three candidates. • The following are a few means of requesting the required information.
2: Request for Information (RFI), cont. • A. Telephone • One of the easiest ways to request information is over the telephone. • As you develop the candidate list contact information becomes available. • Contact the customer service people and tell them you are interested in their software and request that they send you literature and pricing information. • Sometimes the information will come in the form of a CD, which may include a limited demonstration of the product. • B. Web • Often the Software Company will have a Web site that may provide sufficient information. • These pages will usually provide a contact if you need additional information.
2: Request for Information (RFI), cont. • C. Mail • The mail is another method of requesting information from the software vendors. • You may write a request for information letter to the vendor describing your need for information, include a copy of your requirements if appropriate. • D. Sales Calls • Some of the software vendors you contact may want to make a sales call at your company or you can request a sales call. • This is an excellent way to gather information and might be used as a gauge for determining the vendor's interest in your business. • You can limit sales calls during this portion of the search; however, you will definitely want the personal attention during the final system selection process.
3: Narrow the Candidate List • It is recommended at this stage of the search to narrow the choices to the top two or three candidates. • This is usually the job of the project team and the decision will be based on the information that has been gathered. • It is necessary to limit the search at this point as the final selection process is rather intense and time consuming. • It can become counter productive if not kept manageable.
Reviewing the Finalists • After narrowing the choices a more in depth study of the finalist packages can take place. • There is not an absolute method for accomplishing this task but some proven recommendations are listed on the following slides.
1: Product Demonstrations • The project team should invite the top candidates to participate in half or full day sessions to demonstrate how the products fit the specific work environment. • The vendor should build and demonstrate business process and transaction scenarios based on your company's needs. • The demonstration sessions should have an agenda and time schedule to show how the product works in different business situations. • Flexibility and ease of use (how the product handles in real life) are key. • To accomplish these demonstrations requires that the vendor is familiar with your requirements and has previously visited your business to understand your environment.
2: Site Visits • It is highly desirable to have members of the project team visit the sites of other companies that are using the ERP product to see how the software system functions in actual applications. • By asking questions, vendor support can also be evaluated during these visits. • The software vendor should be able to arrange these visits, or you can set up your own if you happen to have contacts in companies that are using the system.
3: References, and 4: Trial Software • References: • Vendors should be able to provide you with names of additional companies that have installed the software. • They should provide you with points of contact so you can conduct telephone interviews. This can be very informative as to actual satisfaction with the software and the vendor. • Trial Software: • Vendors may provide a copy of the actual software that can be installed for in-house use for a limited period of time (30 to 90 days).
5: Selection Criteria • Making the final selection can be easy - when there is a clear choice and consensus among all team members. • In most cases, though, there will be trade-offs, with specific vendors excelling in different areas. • One of the main activities for the selection team is to develop the key criteria for the selection decision and to assign weights to these criteria based on the company's specific situation. • Some examples of typical selection criteria follow.
5: Selection Criteria, cont. • Examples for Sample Requirements Matrix: • The system's capability to meet the functional requirements developed by the project team. • This can be measured by the percentage of requirements met completely, partially, and not at all. • The vendor's ability to provide support for implementation and ongoing maintenance. • Training Availability- Many software vendors sub contract their implementation and training support. Where is this support located and does the class schedule and location meet your implementation needs? Cost of this item is important and is covered under the cost comparison criteria.
5: Selection Criteria, cont. • Examples for Sample Requirements Matrix (cont.): • Location of user groups to your facility and their level of activity • Financial stability of the vendor • Cost Comparison - This comparison includes all the costs for the system and implementation, not just the software. This is "total cost of ownership."
Final Negotiations • Like any other business deal, the final purchase price for software and its associated support is open to negotiation. • Request prices from all of your finalists, even if one seems to be the system of choice, as your vendors will want to know who they are competing against. • This creates a healthy negotiating environment. • Ten percent discounts from the quoted price are very common and it is not uncommon during negotiations to have the vendors offer 20-40% discounts with payment terms extending well past the typical 90 days. • Maximizing discounts depends on a number of factors including timing, how eager the vendor is, how a company manages the negotiation process, and how well the vendor's sales force is performing against quota. • You are entering a long-term partnership with a vendor, so both parties must believe they've reached a fair agreement. • This checklist can be used as a baseline to review the proposed contract from the vendor.
Implementation Phase • It is assumed for the implementation phase of this course that the selection and acquisition of the system is complete. • The sections that follow deal primarily with the actual implementation of the system.
1: Typical Tasks • You should break the high level tasks into detailed steps complete with responsibilities and timeframes that fit your company's specific project. • Microsoft Project, or similar project management software, can be used for this purpose.
2: Duration • Experience has shown that selection and implementation of these types of systems takes 6 months or less depending on what is being installed and the condition of the company's data. • This depends on the system and the user's motivation. • When the focus is lost the chances of a successful implementation greatly diminish.
3: Information/Data Preparation • One of the most important tasks in implementing an ERP system is getting the information or data that the system requires in a condition that will allow the system to function properly. • The following discussions cover some of the more important items. • A. Part Numbers • In your new system any item that you want to plan or schedule will require a unique part number. • This may or may not be a problem in your business but some companies may currently be ordering and tracking parts or material with only a description, and never assigning a part number (i.e. 2 inch bar stock, sheet steel, lid, etc.). • If this occurs in your business it is important to assign unique part numbers to these items.
3: Information/Data Preparation, cont. • B. Bills of Material • Accuracy should be at 98% for the Material Requirements Planning (MRP) function of the new system to perform properly. • Errors are usually significant in that the erroneous bill either calls out the wrong component or omits a component. • This results in MRP planning the wrong component or insufficient components.
3: Information/Data Preparation, cont. • 3. Inventory Records • The primary records we are concerned with are the on hand balances of each item in inventory. • Your new system uses this information in calculating the recommendations for ordering material to meet the production schedule. • Inventory records must be at least 95% accurate for your system to produce satisfactory results.
