Exam Study Sheet

ERP as a seam concept resounds as a powerful internal tuition precaution nirvana Every adept involved in sourcing, producing, and delivering the smart sets product works with the same information, which eliminates redundancies, reduces wasted time, and removes misinformation. Learning outcomes Buffet believes In foc roled Investing and believes that every last(predicate) Investors should look at five features 1 . The matter of course with which the long-term economic characteristics of the business can be evaluated 2.The certainty with which concern can be evaluated, both as to Its ability to realize the full authorization of the business and to wisely employ Its cash flows 3. The certainty with which management can be counted on to channel the reward from the business to the shareh hoarers rather than to Itself 4. The get terms of the business the degree by which an investors purchasing-power return is reduced from his gross return Innovation finding new six best practices of innovation Find your applicable edgeAssemble innovation hotho physical exercises Reward risk takers Celebrate diversity Look around Mix practitioners and developers Social entrepreneurship going green Social Responsibility implies that an arrangement has a responsibility to society. Corporate Policy reflects the position a keep company takes on social and political issues. Sustainable or Green describes systems that minimize damage to the environment. postcode consumption Breakdown of Power Usage in The regular data Centre For convenience and to entirelyow for automatic updates and backup, the majority of computer equipment is never wholly shut down.It d sensitives energy 24 hours a day. Percentage lighting/humidifier power distribution units air conditioners Ups IT equipment Chiller E waste State Refers to discarded, obsolete or broken electronic devices Sustainable IT disposal Refers to the safe disposal of MIS assets at the end of their life cycle Electronic Product Stewardship Canada (PEPS) an industry association that educates and encourages e-waste ascendance Recent International laws restrict the use of hazardous materials.Moors Law has made technological devices sm every last(predicate)er, cheaper, and faster, allowing more people from all income levels to purchase computing equipment. This increased affect is causing numerous environmental issues. State refers to drives, printer cartridges, cell phones, pods, remote hard drives, TVs, Vicars, DVD players, microwaves, and so on. Greener IT four ways to save energy in a data center use outdoor air for cooling, cool high density areas, use low power appendageors, incorporate cooling solutions, use server power management, buy high efficiency power supplies, use overpopulation to consolidate servers.Organizational social networking three types of social networking an organization can implement static search Boomerangs Marketing networks Passive Search?Finding people for new Jobs who are happy and productive where they done business networking sites. Boomerangs?Former employees returning to old Jobs. Marketing Networks?Using business networks for marketing and events Its a whole new world Virtual World?An Internet resource which presents a AD practical(prenominal) community.Virtual Organizations- interactive web presence for businesses and their customers. Virtual Workforce?working from home Or anywhere via the Internet. Tools for virtual workforce Mobile commerce (m-commerce)?ability to purchase goods and services through a mobile device. Telemetric?The blending of wired and wireless technologies for efficient electronic communication. Electronic tagging?the use of RIFF (radio frequency identification) and other systems to regrets upon and tracking digital assets. 4. initiative resource planning ERP Failures Blaming ERP for the pickle that many a company who has implemented ERP find themselves in is like blaming the CAD mailboat for a poorly architect buil ding. Like just about everything else, IT-enabling business processes is about using the veracious tools for the right reasons and executing. Enterprise resource planning fluxs all departments and functions hat employees can make enterprise-wide decisions by viewing enterprise-wide information on all business operations.ERP powerful organization tools Solution to incompatible applications. Addresses the need for ball-shaped information sharing. Avoids the expense of fixing legacy systems. Legacy Systems?are older computer technology still in use. Functional Systems? serve single business departments or units. Legacy systems exist in personal computing as well as business Enterprise resource planning system heart and soul data employees, orders, customers, sales, inventory 0 ERP- Global sales report,Global manufacturing report, global shipping report Enterprise resource planning ERP Integration Data Flow At the heart of all ERP systems is a database when a user enters or upda tes information in one module, it is immediately and automatically updated throughout the entire system Data (centre) purchasing, accounting and pay, manual resources, inventory, manufacturing, marketing and sales Why do organizations need integrations, if an ERP system contains one database that connects all applications together?Most organizations operate functional silos, and from for each one one department happily has its own systems A company might purchase an ERP and therefore all of the functional silos would be on one system however, this doesnt make it very oft in the real world ERP automates business processes such as order fulfillment?taking an order from a customer, shipping the purchase, and then billing for it.With an ERP system, when a customer service representative takes an order from a customer, he or she has all the data necessary to complete the order. When one department finishes with the order, it is automatically routed via the ERP system to the next d epartment. To find out here the order is at any point, a user inescapably only to log in to the ERP system and track the order.ERP systems automate business processes, for example, order fulfillment When a practiseer Service Representative (CARS) takes an order from a customer, he or she has all the information necessary to complete the order (the customers credit rating and order history, the companys inventory levels, and the delivery schedule) ERP process flow Datacentre sales/ extract/order warehouse pack/ship receiving returns accounting/billing/payment The organization before ERP Multiple functional systems provide support for the unique needs of each department but cannot be integrated across the enterprise document management, workflow, ERP Etc The organization after ERP A central processing needs of each functional unit while having data sharing across the enterprise. Core and extended ERP components The evolution of ERP ERP material planning, order entry, distribution , general ledger, accounting, shop floor concord Extended ERP scheduling, anticipation, capacity planning, commerce, warehousing, logistics ERP -II project management, knowledge management, workflow management, customer relationship, human resource, portal capabilityCore ERP components traditional components included in most ERP systems and they primarily focus on internal operations Extended ERP components extra components that meet the organizational needs not covered by the core components and primarily focus on external operations Core and extended ERP components Three most common core ERP components 1 . Accounting and finance 2. Production and materials management 3.Human resource Accounting and finance ERP component manages accounting data and financial processes within the enterprise with functions such as general ledger, accounts payable, accounts receivable, budgeting, and asset management Dudley Harley-Davidson Canada (DDCD), the exclusive Canadian distributor of Ha rley- Davidson motorcycles, has amend inventory, turnaround time, margins, and customer satisfaction?all with the implementation of a financial ERP system Production and materials management ERP component handles the various aspects of production planning and movement such as demand forecasting, production scheduling, Job cost accounting, and quality control Production and materials management ERP components This figure displays the typical ERP production planning process. The process begins with forecasting sales in order to plan operations. A detailed production schedule is developed if the product is produced, and a materials requirement plan is ideal in the product is purchased. Sales forecasting 0 operations planning 0 detailed scheduling/production, 0 materials requirement planning, purchasing Human resource ERP component tracks employee information including payroll, legal requirements of multiple Jurisdictions and tax authorities Extended ERP components include condesc ension intelligence Customer relationship management Supply range managementE-business Business intelligence describes information that people use to support their decision-making efforts Customer relationship management involves managing all aspects of a customers relationships with an organization to increase customer committal and retention and an organizations profitability Supply set up management involves the management of information flows between and among stages in a bring train to maximize total tack chain effectiveness and profitability E-business means airing business on the Internet, not only buying and selling, but also Irving customers and collaborating with business partners Primary Users and Business Benefits of Enterprise Applications Enterprise application CRM, SCM, ERP Examples parenting/CSS, customers, accosting finance logistics Integration Middleware Several different types of software that sit between and provide connectivity for two or more soft ware applications The attached corporation Enterprise application integration middleware Takes a new approach to middleware by packaging commonly used applications together, reducing the time needed to integrate applications from multiple vendorsMeasuring ERP Success with the equilibrise Scorecard The Four Primary Perspectives of the Balanced Scorecard Vision and system financial, internal business process, customer, learning and growing Balanced Scorecard is a measurement system whose objective is to clarify the companys vision and strategy and translate them into actions. It starts with the customer Customer?To achieve our vision, how should we appear to our customer. Financial -To watch over financially, how should we be appearing to our shareholders? Internal Business Process?To satisfy our shareholders and customers, what business processes must we excel at? Learning and Growing?To achieve our vision, how will we arrest our ability to change and improve? Successful ER P projects share 3 attributes 1. Overall fit Off the rack Off the rack and tailored to fit Custom made 2.Proper business analysis Successful companies spend up to 10 percent of the project budget on a business analysis 3. good implementation plans A plan is needed to monitor the quality, objectives, and timeliness Overall fit This refers to the degree of gaps that exist between the system and the business process. A well-fitting ERP has no major process gaps and very few minor ones Proper business analysis The best way to determine which fit strategy is right is to conduct a thorough business analysis. Successful companies normally spend up to 10 percent of the project budget on a business analysis. Chapter 5 Operations Management and Supply Chain Management SECTION 5. OPERATIONS MANAGEMENT over view Operations Management Fundamentals MM in Business Information Systems persona in MM SECTION 5. 2 SUPPLY CHAIN FUNDAMENTALS Supply Chain Fundamentals Information Systems Role in the Supply Chain Supply Chain Management Success Factors Future Supply Chain Trends Operations management foundations Production management describes all the activities managers do to help companies create goods. Operations management (MM) is the management of systems or processes that convert or transform resources (including human resources) into goods and services. A transformation process is often referred to as the technical core, especially in manufacturing organizations, and is the actual conversion of inputs to outputs.Operations management fundamentals Operations Involves the Conversion of Inputs into Outputs Example of Inputs, Transformation, and Outputs MM in business Typical MM activities include Forecasting Capacity planning Scheduling Managing inventory Assuring quality Motivating and training employees Locating facilities Forecasting Estimating demand for a product/service Capacity Planning Determining the amount of space, equipment and throughput is needed to achieve the production targets. Scheduling Determining when the production will occur. Managing inventory Ensuring raw materials will be available on time and in place and that work in progress and sinless goods have storage.Assuring quality Ensuring standards are met through sampling inputs, in process work and outputs. Motivating and training employees Appropriate pay, benefits, scheduling, and direction, supervision and instructions. Locating Facilities Determining where to put production facilities and the cost effectiveness of close major markets or away from markets and close to transportation routes. Hierarchy of operational planning IS support for operations strategy depends on IS support for operations strategy depends on Level of available technology. Skill level of workers. Degree of vertical integration, to what degree the suppliers are owned (or partnered) with the company. Extent to which outside suppliers are used.SUB Strategic Business Unit?is a stand-alone business under a c orporate umbrella Strategic Planning?are the collection of decisions focus in doing the right things over a longer period of time MR. Systems?use sales forecast to make sure parts and materials are available Global scroll Management Systems (SIMS)?locate, track and predict materials and components by installing GAPS in transportation vehicles Operational Planning and Control (POP&C)?deals with day-to-day operations. Competitive MM strategy fin key competitive priorities that can add value for customers 1 . Cost 2. Quality 3. Delivery 5. Service 1 . Cost?key determinant in a customer purchase decision 2. Quality?product quality should reflect the exact requirements of a customer Process quality ensures a conformable error-free quality level.Several international quality methodologies exist including Six Sigma Quality, SISSIES, IS014000, TTS, COMIC. An assignment for students is for individual students or groups to research one of these methodologies to see when they started and by whom what objective is achieved and how what prominent companies use them today and why and what the advantages as well as disadvantages there are. 3. Delivery?fast and reliable 4. Flexibility?offering a wide variety of products to customers. pass a choice of environmentally friendly products and services. 5. Service?New products revert to being commodities quickly. Often the distinguishing factor is the service provided by the supplier. M and the supply chain Supply chain consists of all parties involved, directly or indirectly, in the procurement of a product or raw material Supply chain management (SCM) involves the management of information flows between and among stages in a supply chain to maximize total effectiveness and profitability. The four basic components of Supply chain management (SCM) are Supply chain strategy Supply chain partners Supply chain operation Supply chain logistics Supply Chain Strategy. A company must have a plan for managing all the resources that go toward meeting customer demand for products or services. Supply Chain Partners Companies chosen to deliver finished products, raw materials and services.Supply Chain Operations -Scheduling production activities, including jesting, packaging, and preparing for delivery. Supply Chain Logistics?product delivery process and elements including orders, warehouses, carriers, defective product returns and invoicing. A typical manufacturing supply chain Supplier, storage, manufacturing, storage (finished goods), distribution, retailer, customer A typical service supply chain Supplier, storage, service, customer SCM software can enable an organization to generate efficiencies within these move different supply chain components. Impact of Efficient & Effective Supply Chain Management on Porters Five ForcesEffective and efficient SCM systems can enable an organization to Decrease the power of its buyers Increase its own supplier power Increase switching costs to reduce the threat of substitut e products or services manufacture entry barriers thereby reducing the threat of new entrants Increase efficiencies while seeking a competitive advantage through cost leadership Organizations supply chain Supplier power + 5. 2 Supply Chain Fundamentals Supply chain fundamentals The supply chain has three main tie in 1 . Materials flow from suppliers and their upstream suppliers at all levels 2. Transformation of materials into semi-finished and finished products through the organizations own production process 3.Distribution of products to customers and their downstream customers at all levels Collecting, analyzing, and distributing transactional information to all relevant parties, SCM systems help all the different entities in the supply chain work together more effectively SCM has significantly improved companies forecasting abilities over the last few years A Typical Supply Chain for a Manufacturer Supplier/supplies 0 suppliers manufacturer (transformation) distributor retaile rs customer customers customer They need to determine all areas and potential threats that make the supply chain vulnerable. For example, An unusually bad season in Australia causes the eucalyptus harvest to fall short of expectation production levels, which causes the price to skyrocket The factory in Lit, Pennsylvania, is destroyed by a fire One of its transportation ships sinks A hurricane causes one of its transportation ships to be delayed The five basic supply chain management components Plan This is the strategic portion of supply chain management. A company must