企業(yè)資源管理ERP

EnterpriseResourcePlanning-ERPKevinCowellNatthawutLertpitayakunIsabelleMerthaXiaoguangYou1WhatisERP?Thepracticeofconsolidatinganenterprise’splanning,manufacturing,salesandmarketingeffortsintoonemanagementsystem.1

Combinesalldatabasesacrossdepartmentsintoasingledatabasethatcanbeaccessedbyallemployees.2ERPautomatesthetasksinvolvedinperformingabusinessprocess.1Sources:1./summaries/enterprise/erp/index.html,viewedSeptember19,20022.CIOEnterpriseMagazine,May15,1999.

2EvolutionofERPSource:/020903/514feat2_1.shtml,viewedSeptember19,2002.3EmployeesManagersandStakeholdersHowDoERPSystemsWork?CentralDatabaseReportingApplicationsHumanResourceManagementApplicationsFinancialApplicationsManufacturingApplicationsInventoryAndSupplyApplicationsHumanResourceManagementApplicationsServiceApplicationsSalesandDeliveryApplicationsSalesForceAndCustomerServiceRepsCustomersBack-officeAdministratorsAndWorkersSuppliersSource:Davenport,Thomas,“PuttingtheEnterpriseintotheEnterpriseSystem”,HarvardBusinessReview,July-Aug.1998.4ERPComponentsFinance:modulesforbookeepingandmakingsurethebillsarepaidontime.Examples:GeneralledgerAccountsreceivableAccountspayableHR:softwareforhandlingpersonnel-relatedtasksforcorporatemanagersandindividualemployees.Examples:HRadministrationPayrollSelf-serviceHRManufacturingandLogistics:Agroupofapplicationsforplanningproduction,takingordersanddeliveringproductstothecustomer.Examples:ProductionplanningMaterialsmanagementOrderentryandprocessingWarehousemanagementSource:

/printthis/1998/0,4814,43432,00.html,viewedSeptember19,2002.5AnERPExample:BeforeERPCustomersCustomerDemographicFilesSalesDept.VendorOrdersPartsAccountingAccountingFilesPurchasingPurchasingFilesOrderisplacedwithVendorInvoicesaccountingInventoryFilesWarehouseChecksforPartsCallsback“Notinstock”“Weorderedtheparts”“WeNeedparts#XX”“Weorderedtheparts”SendsreportSendsreportSendsreportShipsparts6AnERPExample:AfterERPDatabaseCustomersSalesDept.PurchasingWarehouseAccountingVendorInventoryDataIfnoparts,orderisplacedthroughDBOrdersPartsOrderissubmittedtoPurchasing.PurchasingrecordorderinDBOrderisplacedwithVendorAndinvoicesaccountingFinancialDataexchange;BooksinvoiceagainstPOBooksinventoryagainstPOShipsparts7WhoarethemainERPvendors?BaanJDEdwardsOraclePeopleSoftSAP8ERPVendorsandIndustriesTheyServe9RevenueandProfitsofMajorERPVendors10RevenueandProfitsofMajorERPVendors11ERPMarketSource:AMRResearch,2001.12ERPInvestmentsSource:

AMRResearchSurveyof686companieswithannualrevenuesrangingfrom<$50Mto>$1B,October2001.Roughly65%ofcompaniessurveyedalreadyhaveERPinplace.Ofthose,manyarestillactivelyspendingtoupgradeexistingsystemsandtotakeadvantageofnewweb-orientedfeatures.13ERPInvestmentsn=666n=232Source:AMRResearchSurveyof686companieswithannualrevenuesrangingfrom<$50Mto>$1B,October200114WhyERP?3MajorReasons:Tointegratefinancialdata.Tostandardizemanufacturingprocesses.TostandardizeHRinformation.Source:

/summaries/enterprise/erp/index.html,viewedSeptember19,2002.15ERPProjectandTimeRealtransformationalERPeffortswillusuallyrunbetween1to3years,onaverage.Shortimplementations(3to6months):smallcompanies,implementationlimitedtoasmallareaofthecompany,orthecompanyonlyusedthefinancialpiecesoftheERPsystem.TheimportantthingisnottofocusonhowlongitwilltakebuttounderstandwhyyouneedERPandhowyouwilluseittoimproveyourbusiness.Source:

/summaries/enterprise/erp/index.html,viewedSeptember19,2002.16TotalCostofOwnershipofERPTotalcostofownership(TCO)

isamodeldevelopedbyGartnerGrouptoanalyzethedirectandindirectcostsofowningandusinghardwareandsoftware.TCOessentiallyhelpsacompanydeterminewhetheritwinsorlosesfromspecifictechnologyimplementations.

Metagroupstudyamong63companiessurveyedshowedthat:theaverageTCOwas$15million(thehighestwas$300millionandlowestwas$400k),theaverageTCOperuserwas$53,320.Source:

/summaries/enterprise/erp/index.html,viewedSeptember19,2002.17TotalCostofOwnershipofERPItalsofoundthat:ittook8monthsafterthesystemwasintoseeanybenefits,butthatthemedianannualsavingsfromthesystemwas$1.6millionperyear.Source:

/summaries/enterprise/erp/index.html,viewedSeptember19,2002.18HiddenCostsofERPTrainingIntegrationandtestingDataconversionDataanalysisConsultantsReplacingbestandbrighteststaffafterimplementationImplementationteamscanneverstopWaitingforROIPost-ERPdepressionSource:

/summaries/enterprise/erp/index.html,viewedSeptember19,2002.19BenefitsofERPSystemsImprovingintegration,flexibility

Fewererrors

Improvedspeedandefficiency

MorecompleteaccesstoinformationLowertotalcostsinthecompletesupplychainShortenthroughputtimesSustainedinvolvementandcommitmentofthetopmanagement20BenefitsofERPSystems(cont’d)ReducestocktoaminimumEnlargeproductassortmentImproveproductqualityProvidemorereliabledeliverydatesandhigherservicetothecustomerEfficientlycoordinateglobaldemand,supplyandproduction21RiskswithERPImplementationExpensive(cancosts100thousandstomillionsofdollars)

Time-consuming(cantakemonthstoyears)

Greatriskfortheorganization

TransferofKnowledgeAcceptancewiththecompany22CaseStudyNestléUSA23NestléBackgroundFoundin1866,Switzerland.World'slargestfoodcompany,#50inFortunemagazine’s Globe500NestléUSAwasincorporatedin1990;HomeOfficeinGlendale,CA.33manufacturingfacilities,6distributioncentersand17salesofficesaroundthecountry,17,300employeesnationwide.$11.1billioninSales(2001)“…America'smostadmiredFoodCompanyforthefourthconsecutiveyear”-FortuneMagazine,February2001Source:

/all_about/at_a_glance/index.html,viewedOctober14,2002,and/4_publications/pdf/financial_report/final_2001/consolidated_accounts_2001.pdf,viewedOctober14,2002.24Milkproducts,dieteticfoods,infantfoods,chocolateandconfections,refrigeratedandfrozenitems,icecream,andpetfoods Nestlé'sproductsandbrands

Source:Weller,Joe,“IntroductiontoNestleintheUSA”,

/home-frameset.asp?largeur=1024,viewedOctober14,2002.25CompetitiveMarket USAFoodMarketin2001Source:Weller,Joe,“IntroductiontoNestleintheUSA”,/home-frameset.asp?largeur=1024,viewedOctober20,2002.26OrganizationalChart

JoeWellerChairman&CEOJeriDunnCIOOtherBoardmembersTomJamesDir.ofProcesschangeJoseIglesiasDir.ofISDickRamageVPofsupplychain

BenWorthen,“Nestlé'sERPOdyssey”,May15,2002IssueofCIOMagazine27BusinessChallengesAfterthebrandswereunifiedandreorganizedinto NestleUSA in1991,.Divisionsstillhadgeographicallydispersed.Forexample,NestleUSA’sbrandswerepaying29differentpricesforvanilla-tothesamevendor.1Ninedifferentgeneralledgersand28pointsofcustomersentry.Yearsofautonomousoperationprovidedanalmost“insurmountablehurdle”.“…Nestlewastheworld’sNO.1foodandbeveragecompany–butoneoftheleastefficient”2Source:1.BenWorthen,“Nestlé'sERPOdyssey”,May15,2002IssueofCIOMagazine;2.“Nestle:AnElephantDances”,/2000/00_50/b3711064.htm,viewedOctober20,2002.

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ProjectScope–“BEST”FiveSAPModules–purchasing,financials, salesanddistribution,accountspayableandaccountsreceivableandManugistics’supplychainmoduleFromOctober1997to1stQuarterof2000.$210millionbudget50topbusinessexecutivesand10seniorITprofessionalsSource:Worthen,Ben,“Nestlé'sERPOdyssey”,May15,2002IssueofCIOMagazine.29

ProjectObjectives-

“OneNestle,underSAP”Transformingtheseparatebrandsinto onehighlyintegratedcompany.Internalalignedandunited,establishingacommonbusinessprocessarchitectureStandardizingmasterdataSource:Worthen,Ben,“Nestlé'sERPOdyssey”,May15,2002IssueofCIOMagazine.30

ProcessofSAPImplementation

Thenewbusinessprocessconfused mostofemployees,thenresistancegrewintorebellionin2000.ReconstructedinJune2000andcompletedin2001.Source:Worthen,Ben,“Nestlé'sERPOdyssey”,May15,2002IssueofCIOMagazine.31ConclusionofNestléCaseChangesandsuccessCommondatabaseandbusinessprocessesleadto moretrustworthydemandforecast.Acomprehensiveaccountplanningtool.Nestlecannowforecastdowntotheredistributioncenterlevel.Nestlehasimprovedforecastaccuracyby2%Higherfactoriesutilizationfewerfactories=biggainsinfactoriesUtilizationReduceinventorylevelSource:Brownson,Jim,andMitchell-Keller,Lori,NestleUSA,Casestudy:supplychain:NestleIntegratedCRMandSCMOptimizeEnterpriseEffectiveness,http:www./Brochure/crmny/sessions.asp?trackid=1190,viewedonNovember06,2002.32ConclusionofNestléCase586371Source:Weller,Joe,“IntroductiontoNestleintheUSA”,http://www./home-frameset.asp?largeur=1024,viewedOctober20,2002.Saved$$$-WithERPinpractice,$371millionhasbeensaveduntil2001.33ConclusionofNestléCaseLessonslearnedbyNestléDon’tstartaprojectwithadeadlineinmind.Updateyourbudgetprojectionatregularintervals.ERPisn’tonlyaboutthesoftware.

“Nomajorsoftwareimplementationisreallyaboutthesoftware.”FormerNestléCIOJeriDunnsays,“Youarechallengingtheirprinciples,theirbeliefsandthewayhavedonethingsformanymanyyears”

Keepthecommunicationlinesopen.Remembertheintegrationpoints.Source:Worthen,Ben,“Nestlé'sERPOdyssey”,May15,2002IssueofCIOMagazine.34NestléintheFutureTheGlobalBusinessExcellenceProgram SupportedbySAP,contractedinJune2000andbyIBMinJuly2002.Tobecompletedbytheendof2005TosavecostaroundCHF3billion,withbenefitsrealizedfrom2003.Source:

/news/2002/mem0307.asp,viewedonNovember1,2002.35CaseStudy36WhatisAgilentTechnologies?AgilentTechnologiesistheworld'sleadingdesigner,developer,andmanufacturerofelectronicandopticaltest,measurementandmonitoringsystems.SeparatedfromHewlettPackardandbecameapubliccompanyin1999WorldHQinPaloAlto,CASource:,viewed,viewedNovember3,2002.37AroundtheWorldAgilenthasfacilitiesinmorethan40countriesanddevelopsproductsatmanufacturingsitesintheU.S.,China,Germany,Japan,Malaysia,Singapore,AustraliaandtheU.K.Approximately37,000employeesthroughouttheworldSource:

/about/index.html,viewedNovember3,2002.38ProductsandServicesAgilentoperatesinthreebusinessgroups:TestandMeasurementTestinstrumentsandsystems,automatedtestequipment.SemiconductorProductsSemiconductorsolutionsforwiredandwirelesscommunications,informationprocessing.ChemicalAnalysis

Lifesciencesandanalyticalinstrumentsystems.Source:

/about/newsroom/features/2002june04_oneit.pdf,viewedNovember3,2002.39Agilentrevenuefor2001TestandMeasurement:$5.4billionSemiconductorProducts:$1.9billionChemicalAnalysis:$1.1billionTotalrevenue:$8.4billionSource:

,viewedNovember3,2002.40Agilent’sCustomersServedcustomersinmorethan120countriesaroundtheworld1ElectroniccomponentmanufacturersPharmaceuticalcompaniesChemicalcompaniesCommunicationcompanies2Source:

1./about/index.html,viewedNovember3,2002;2./about/newsroom/features/2002june04_oneit.pdf,viewedNovember3,2002.41Source:

/about/newsroom/execs/org/index.html,viewedNovember3,2002.42ProjectScopeOracle’sliE-BusinessSuitesoftwareStartedSeptember2000till2004Budgetroughly100OracleconsultantstoinstalltheprogramSource:Songini,MarcL.,“ERPeffortsinksAgilentrevenue”Computerworld,Framingham,August26,2002.43ERPProjectObjective“OneIT”organizationSupplychaincapability;forexample,-Suppliers-CustomersMigrating2,200legacyapplicationsthatitinheritedfromHPtoOracleSource:Gaither,Chris,“WatchingOracleForSignsOfStrength”BostonGlobe,Boston,Mass.,September16,2002.44OneITProject(Before)ITspendwas8-10%ofsales80%forbusinessoperations20%maint.&upgradinglegacysystemsFurtherautonomyovertheITportfoliowouldhaveledto50%costincreaseSource:

/about/newsroom/features/2002june04_oneit.pdf,viewedNovember3,2002.45OneITProjectMartyChuck,CIO,developedaVisionforOneITorganizationinAugust2000Movedmorethan2,500ITprofessionalsinthedifferentsite,regionalanddivisionalITorganizationsSource:

http:///about/newsroom/features/2002june04_oneit.pdf;http:///about/newsroom/features/2002june08_chuck.html,viewedNovember3,2002.46OneITProjectObjectiveToconsolidatealargenumberofindependentoperatinggroupsintoasingleworldwideITfunctionToshareinformationquicklyandefficientlyTodrivetheoperationalcostsdownbymorethan20%TocombineallITbudgetsSource:

/about/newsroom/features/2002june04_oneit.pdf,viewedNovember3,2002.47ChangesinSupplyChainProcess:SupplierMigratingfromallexistingERPsystemstoasingleOracle-basedinfrastructuresystemTheuseofbarcodeformaterialsreceivedfromsuppliersTheuseofEvaluatedReceiptSettlement(ERS)Source:/supplier/default.html,viewedNovember3,2002.48Source:

/supplier/generalinformation.shtml,viewedOctober31,2002.TheprocessofmigratingERP

systemstoOracle49EvaluatedReceiptSettlement(ERS)AnautomatedinvoiceandpaymentsystemHowdoesERSwork?Source:

/supplier/downloads/ERS_supplier_guide.pdf,viewedNovember3,2002.50ChangesinSupplyChainProcess:CustomersReal-timeinformationaboutinventoryandorderstatusEasiertounderstandinvoicingandpricingImprovedvisibilityonproductdeliveryleadtimeSource:

http://www./model/index.shtml,viewedNovember3,2002.51TroubleswithProjectEverestBecauseoftheconsolidationofits2,200softwaresystemstounder20,confusionmeantlostorderandrevenue.An$88millionreductioninthird-quarterordersOfthat,$38millionwaslostand$50millionwillbepulledthroughthefourthquarter.$105millioninlostrevenueand$70millioninoperatingprofitSource:Shah,JenniferB.,“Agilent’sERPRolloutExpensiveGlitches”EBN;Manhasset,August26,2002.52TroubleswithProjectEverestCFOAdrianDillonsaidtheproblemwastwofold:Softwarebug“Aswebegantohitsortofa50percentrampofnormalcapacity,webegantogetconflictsinprioritiesofsystemsinstructions.Whenwehadthoseconflictsthatinevitablyshutthesystemdown.”Source:

FD(FairDisclosure)Wire,August19,2002Monday,Transcript081902ag.735,Q32002AgilentTechnologiesEarningsConferenceCall-Final;/int/release/51627.html,viewedNovember3,2002,andShah,JenniferB.,“Agilent’sERPRolloutExpensiveGlitches”EBN,Manhasset,August26,2002.53TroubleswithProjectEverestMistakesconvertingbacklog.

“Theotherproblemwehadwasconvertingbacklogfromlegacytonewsystems,especiallyforourhighlyconfiguredproductsinourtestandmeasurementoperation.”Extra$35milliontocovercostsofERPandCRMrollout.Source:

Shah,JenniferB.,“Agilent’sERPRolloutExpensiveGlitches”EBN;Manhasset,Aug26,2002,andhttp:///int/release/51627.html,viewedNovember3,2002.54LessonsLearnedbyAgilentERPimplementationsarealotmorethansoftwarepackages.People,processes,policiesandcultureareallfactorsthatshouldbetakenintoconsiderationwhenimplementingamajorenterprisesystem.ERPdisastersareoftencausedbyausercompanyitself.Source:Songini,MarcL.,“ERPeffortsinksAgilentrevenue”Computerworld,Framingham,August26,2002.55LessonsLearnedbyAgilentStudyERPwellbeforeimplementation

“Thedisruptionsaftergoingliveweremoreextensivethanweexpected”–CEONedBarnholtSource:Songini,MarcL.,“ERPeffortsinksAgilentrevenue”Computerworld,Framingham,August26,2002.56BestPracticesandwhatERPholdsfortheFuture57ERPImplementationBiggestITprojectthatmostcompanieseverhandle,Changestheentirecompany,andHasrepercussionsinalldepartmentsanddivisionsoftheorganization.Itisessentialthatallthekeyplayersunderstandthescopeoftheproject.ThisisanIT-RelatedProject.Source:

/articles/2000_03/000309.htm,viewedNovember5,2002.58BestPracticesofERPImplementationABusinessStrategyalignedwithBusinessProcessesTop-DownProjectSupportandcommitmentChangeManagementExtensiveEducationandTrainingDataCleanupandDataIntegrityImplementationisviewedasanongoingprocess59BestPracticesofERPImplementationABusinessStrategyalignedwithBusinessProcessesBusinessstrategythatwillgiveyouacompetitiveadvantageAnalyzeandmapyourcurrentbusinessprocessesDevelopyourobjectivesEvaluateyourbusinessstrategyandERPplanbeforeyoucommittosoftwareacquisitionandinstallation.Source:

/pdf/perfor8.pdf,viewedNovember5,2002.

60BestPracticesofERPImplementationTop-DownProjectSupportandcommitmentCEO1supportimplementationcostschampiontheproject,anddemandfullintegrationandcooperation.Mostknowledgeableandvaluablestaff2Sources:

1.M.MichaelUmble,“AvoidingERPImplementationFailure”,IndustrialManagement,Jan/Feb2002;2./articles/2000_03/000309.htm,viewedNovember5,2002.61BestPracticesofERPImplementationChangeManagementChangesinbusinessprocedures,responsibilities,

workload.1

Asaresult,ERPimplementationsaretimesofhighstress,longhours,anduncertainty.1Mid-levelmanagersmust2

facilitatecontinualfeedbackfromemployees,providehonestanswerstotheirquestions,andhelpresolvetheirproblems.Sources:

1.Yakovlev,I.V.,“AnERPImplementationandBusinessProcessReengineeringataSmallUniversity”,EducauseQuarterly,Number2,2002;2.Umble,M.Michael,“AvoidingERPImplementationFailure”,IndustrialManagement,Jan/Feb2002.62BestPracticesofERPImplementationExtensiveEducationandTrainingGeneraleducationabouttheERPsystemforeveryone.Massiveamountofenduserstrainingbeforeandduringimplementation.Follow-uptrainingaftertheimplementation.10to15%oftotalERPimplementationbudgetfortrainingwillgiveanorganizationan80%chanceofasuccessfulimplementation.Source:Umble,M.Michael,“AvoidingERPImplementationFailure”,IndustrialManagement,Jan/Feb2002.

63BestPracticesofERPImplementationDataCleanupandDataIntegrityClean-updatabeforecut-over.1“Nearenoughisnolongergoodenough.”2Tocommandtrust,thedatainthesystemmustbesufficientlyavailableandaccurate.3Eliminatetheoldsystems,includingallinformalsystems.3Sources:

1.http://www.bpic.co.uk/checklst.htm,viewedNovember5,2002;2..au/info_erp_imp.htm,viewedNovember5,2002;3.M.MichaelUmble,“AvoidingERPImplementationFailure”,IndustrialManagement,Jan/Feb2002.64BestPracticesofERPImplementationImplementationisviewedasanongoingprocessOngoingneedfortrainingandsoftwaresupportafterimplementation.Ongoingneedtokeepincontactwithallsystemusersandmonitortheuseofthenewsystem.Ongoingprocessoflearningandadaptationthatcontinuallyevolvesovertime.Source:Umble,M.Michael,“AvoidingERPImplementationFailure”,IndustrialManagement,Jan/Feb2002.65ERPImplementationPhases4