1. ERP Systems

2. What is ERP? ERP stands for Enterprise Resource Planning, which: Is a software system that takes an enterprise approach to integrating and optimising business processes across departments (finance, HR, sales, etc). Provides consistent information for timely decision-making and performance measurement

3. 3 ERP vendors and market SAP and Oracle are the main vendors of ERP systems Other vendors such as PeopleSoft were purchased by Oracle There are also specialised vendors Infor (GEAC, SSA) – consolidator/vertical niches Microsoft Dynamix - SME Open source projects are not widely used SugarCRM has shown open source is possible for enterprise applications This lecture will cover general ERP issues but focus on SAP as an example. This is not an advert for SAP!

4. 4 Example of a common cross-enterprise process: Purchase-to-Pay 1. Determine requirements, complete purchase requisition. Automatically generate the purchase requisition based on quantity on-hand, quantity-on-order, and expected demand. © L. Gray, CNU

5. 5 Purchase-to-Pay 2. Prepare and record purchase order. Assists the buyer in identifying sources of supply for the requested item, preparing RFQs to vendors, analyzing vendor quotes, comparing vendor prices, terms, and past performance

6. 6 Purchase-to-Pay 3. Receive and record goods. Compare quantity ordered to quantity received. Routes goods to the function that requested them or directs them the warehouse for immediate sale. It also records vendor performance data.

7. 7 Purchase-to-Pay 4. Receive vendor invoice, match with PO and receiving report; record payable. If the three-way match fails, the enterprise system notifies the proper personnel to ensure timely reconciliation of differences.

8. 8 Purchase-to-Pay 5. Prepare and record cash disbursement and update accounts. Uses vendor and AP data to schedule payments in accordance with vendor terms and to receive discounts.

9. 9 Example of Inefficient Business Process A telephone ordering service Requires the agent to take the ordered items Provide pricing information Estimate delivery date Check availability of credit for the caller A manual/semi-automated process would require a number of phone calls or use of multiple computer systems

10. 10 Requirement Provide agent with a single point of access from which they can complete the order Check information (availability of items, pricing and credit) Request initiation of internal processes (manufacturing, delivery) Provide reliable information to the customer (delivery date, price) But associated data and processes relate to different functions within the organisation which may be in different systems.

11. 11 Potential Solutions Integration of existing function based systems EAI is the solution Consolidation into a single application ERP is the solution In most cases, an enterprise will combine both approaches Consolidate in some places Integrate in other places

12. 12 Recap: Problems with integration of function based systems Data Sharing is difficult between systems Data duplication and inconsistencies  Which is the true address or order? Data model inconsistencies Integration of information not automatic Often results in manual steps Partial information leads to isolated decisions lead to overall inefficiencies Increased expenses Note: This does not mean integration is wrong all the time. See end of lecture.

13. 13 Enterprise Resource Planning ERP is An approach to managing all resources and their use in the entire enterprise in a coordinated manner A set of integrated business applications, or modules which carry out common business functions such as general ledger, accounting, or order management An approach to supporting business through optimizing, maintaining, and tracking business functions Focused on value chains, rather than individual functions More about business process change than technology ERP core capabilities include Integrated modules Common process and data models and definitions Common database Update one module, automatically updates others

14. 14 The user view of an ERP: Login screen

15. 15 The user view of an ERP: Choose your options

16. 16 The user view of an ERP: Create a requisition

17. 17 The user view of an ERP: Create a requisition (II) ERP implementations may contain 1,000s of screens ERP embeds knowledge of the organisation’s and industry’s terminology, processes and data

18. 18 ERP approach extends beyond ERP ERP vendors also provide other enterprise applications including Customer Relationship Management Supply Chain Management Product lifecycle management Supplier Relationship management

19. 19 Benefits of ERP Common set of data Removes consistency and synchronisation issues Ready integration for decision support systems Inter-department integration for all departments using the ERP Library of available standard template processes and modules make integration easier Forces Business Process Reengineering

20. 20 Potential Limitations of ERP Global ERP can be a never-ending project for large organisations No organisation exists in isolation There are always suppliers and clients who use different data models. This means that the need for integration cannot be removed. Inter-department integration relies on using the global ERP Causes problems with anomalous departments, recently required, geographically isolated or with different business processes. The software can drive the business rather than the other way around Templates tend to impose the standard business process rather than your organisations business process. This is okay for commoditised processes but not for all.

21. 21 Typical Technical Architecture N-tier architecture Database server with a single data model (multiple servers hosting a distributed database ) Application logic servers with process models (multiple servers, distributed ) Web/Internet server Presentation level (browsers) Evolved to SOA for leading vendors Architecture facilitates integration of external systems into the ERP system.

22. 22 e.g. mySAP ERP

23. 23 mySAP ERP Portal Data Warehouse Technology to integrate people, information and business processes across technologies Integrate SAP systems

24. 24 mySAP ERP Management of travel costs and expense claims Managing corporate liability Traditional ERP: Controlling areas of most expense Management of property etc HR: Workforce compensation

25. 25 mySAP ERP Traditional ERP: All the well-known value chain processes: Order to cash etc.

26. 26 mySAP ERP Human Capital Management: support of line management, retention/recruitment, global HR planning and management

27. 27 mySAP ERP Financials:Automation of finance functions to minimise costs. Speed up the preparation of financial information. Compliance, better management of free cash resources

28. 28 mySAP ERP Analytics: Optimisation and automation of planning, analysis of performance, management accounting support.

29. 29 mySAP Business Suite Solutions lmySAP Insurance lmySAP Media lmySAP Mill Products lmySAP Mining lmySAP Oil & Gas lmySAP Pharmaceuticals lmySAP Public Sector lmySAP Retail lmySAP Service Providers lmySAP Telecommunications lmySAP Utilities Industry Solutions lmySAP Aerospace & Defense lmySAP Automotive lmySAP Banking lmySAP Chemicals lmySAP Consumer Products lmySAP Engineering & Construction lmySAP Financial Service Provider lmySAP Healthcare lmySAP High Tech lmySAP Higher Education & Research Cross-Industry Solutions lmySAP Workplace lmySAP CRM lmySAP SCM lmySAP Marketplace lmySAP E-Procurement lmySAP BI lmySAP PLM lmySAP HR lmySAP Financials lmySAP Mobile Business lmySAP Hosted Solutions l mySAP Services Infrastructure and Services lmySAP Technology Many variants of the horizontal ERP package are available for specific industy needs. There are also some niche ERP vendors focusing exclusively on individual industries.

30. 30 ERP Implementation Options Green field Create IT architecture from scratch Uncommon as there are few new companies which start off large enough to implement ERP ERP by Process Deploy one or a few ERP modules across all Business Units Risk: May never extend beyond original process. ERP by Business Unit Deploy fully integrated ERP suite in one or more Business Units Risk: May never extend beyond original function. Fully Integrated ERP Full scale deployment across the enterprise Risk: Very expensive and could take a long time before getting a return/

31. 31 ERP and integration capabilities All ERP implementations require integration with other systems Supplier or customer systems Legacy systems which cannot be retired. As part of an incremental transition to a global ERP system ERP Integration layers Provide SOA or EAI type capabilities Typically tightly coupled to the ERP and focus on integration into the ERP E.g. SAP NetWeaver Oracle Fusion

32. 32 Example: SAP XI SAP Exchange Infrastructure (SAP XI) An integration server (EAI) Integrates SAP applications and 3 rd party applications Integration server Message routing Message mapping/transformation

33. 33 Example: SAP XI Integration adapters Protocol and data format conversion (into/out of XML) Runtime Workbench Test and monitor System Landscape Directory Component Repository includes a description of all SAP Components Landscape Directory includes a complete description of the actually installed SAP system landscape

34. 34 ERP is always a major project Any ERP project requires significant time and cost. It is likely to be disruptive and result in business process changes across the organisation. To be successful The project must have high priority and visibility within an organization. Senior management commitment with regular progress reviews at the appropriate levels of management. Risks Many companies are unclear on the likely total project cost or return. As with any enterprise level project, scope creep, organisational politics and change regularly cause failure. Implementing an ERP system

35. 35 SAP‘s ASAP – Rapid Implementation Methodology Project Preparation Business Blueprint Realization Final Preparation Go Live & Support Continuous Change © SAP Five step approach to implementation of SAP Incorporates many standard concepts of project management

36. 36 SAP provided tools Welcome to AcceleratedSAP Version Project Preparation Business Blueprint Realization Final Preparation Go Live & Support Continuous Change What’s New Roadmap Implementation Accelerators Project Plan Question and Answer Database Issues Database Business Process Procedures Knowledge Corner Glossary Help ContentsSearch BackHideForwardRefreshPrintOptions Home Page SAP provides tools to assist and support implementation Implementation Accelerators, Project Plan, Consulting Guides, Knowledge Corner, Glossary, Help What’s New Roadmap Phase 1: Project Preparation Phase 2: Business Blueprint Phase 3: Realization Phase 4: Final Preparation Phase 5: Go Live and Support Implementation Accelerators Project Plan Knowledge Corner Glossary ContentsSearch Home Page Help

37. 37 Structure and definitions Phase The major organizational steps of the ASAP Roadmap. Work package A group of activities designed to accomplish a major portion of a Roadmap phase. A work package is assigned to a project team for completion. Activity A group of tasks. The results of an activity can produce certain deliverables and can be accomplished by one or more project team members. Several activities comprise a work package. Task A specific event to be performed by a project team member. Within ASAP, tasks can be accelerated using: How-To - Explanation documentation of how to perform a process, activity, or task. Accelerator documents, templates, tips and tricks used to accelerate task completion.

38. 38 SAP‘s ASAP – Rapid Implementation Methodology Phase 1: Project Preparation Provides initial planning and preparation for project. Gather requirements Requirements workshops Requirements documentation and control processes Project success requires requirements gathering which Is inclusive with representation and engagement from all participants. Has clear and effective approval processes at senior management level. Phase 2: Business Blueprint Create the Business Blueprint detailed documentation of the results gathered during requirements workshops. documents the business process requirements of the company which creates a common understanding of how the company will operate.

39. 39 Strengths/Weaknesses of Business Blueprints Strengths Share a common understanding with everyone on the project Formalises the agreement between The IT project team and business Different business departments Reduced level of communication required during implementation Supports impact analysis when requirement change occurs. Weaknesses Processes can be difficult to model Business process can be poorly defined Need to distinguish between real business process requirements and legacy “way we do business” Must balance need to perfect definitions and need to complete the project. Business processes can change rapidly

40. 40 SAP‘s ASAP – Rapid Implementation Methodology Phase 3: Realization Implement all the business and process requirements based on the Business Blueprint. Configure the system step by step in two work packages, Baseline and Final configuration. Phase 4: Final Preparation Complete testing, end user training, system management and cutover activities to achieve go-live readiness. Final Preparation phase requires resolution of all critical open issues.

41. 41 SAP‘s ASAP – Rapid Implementation Methodology Phase 5 Go Live and Support: Transition from a project-oriented, pre-production environment to live production operation. Continuous Change: Provide on-going support and assistance for post go-live. Provide solutions for standard minor tweaks and changes Provice solutions for evolution of the solution to support: Business changes Technology changes Changes in the user community or New business content. ASAP covers these activities

42. 42 Supporting Continuous Change Market Technology Changes 1 1 2 2 3 3 5 5 4 4 Project Preparation Business Blueprint Realiz- ation Final Preparation Go Live & Support New Analysis RequirementsNew Business Content Implementation Release 1 ASAP Implementation ASAP Continuous Change New Functionality Implementation Release 2 Implementation Release 3 Competitive Environment Changes

43. Example Penguin’s Global ERP Strategy

44. 44 The Globalization of Supply Chain Systems Anne Naramore Vice President International Technology Strategy Pearson plc Frankfurt Book Fair 28 th International Supply Chain Specialist Meeting

45. 45 Agenda Pearson Supply Chain Environment Today Supply Chain Technology Strategy Case Study: Asia Summary

46. 46 Pearson is a world leading education and information company, helping people of all ages to live and learn. 2005 Sales: £4,096 M / $7,045 M +9% 2005 Adjusted Operating Profit: £509 M / $875 M +22% PEARSON A Good Read

47. 47 Geographic Businesses Penguin: 20% £804 M / $1,383 M FT Group: 15% £629 M / $1,082 M Professional: 14% £589 M / $1,013 M Higher Education: 19% £779 M / $1,340 M School: 32% £1,295 M / $2,227 M North America: 66% £2,717 M / $4,673 M Europe: 24% £963 M / $1,656 M Asia Pacific: 7% £300 M / $516 M Rest of World: 3% £116 M / $200 M Main Businesses

48. 48 250 New authors published by Penguin around the world 18 M U.S. school students learning English and Math with a Pearson programme 3.5 M Professionals who qualified in our testing centres Interesting Facts

49. 49 4.5 M Readers reached by the Financial Times in print and online 0.5 BN People learning English with Longman materials 3.6 M College students in America using a Pearson online service Interesting Facts

50. 50 Pearson’s business strategy and organization culture has yielded a relatively diverse, decentralized portfolio of ERPs implemented at the region/operating company level. Business process standardization within Pearson occurs largely at the region/operating company level due to market demands. Consequently, Pearson has adopted a decentralized IT strategy, with implementations occurring at the region/operating company level. Supply Chain: Environment Today Business processes: The life cycle of a product/title Editorial & Production Sales & Marketing Inventory Management Sales Order Processing Financials Distribution and Warehousing eCommerce Human Resources/Payroll Business Intelligence (analysis and reporting)

51. 51 ERP Editorial & Production Sales & Marketing Inventory Mgmt Order MgmtFinanceDistributioneCommerceHR/Payroll Business Intelligence Oracle - Assessment SAP 4.6 - Penguin SAP 3.1i - School Vista - Canada Custom System - Higher Education Complex Environment: North America Supported by ERPNot supported by ERPLegend:

52. 52 ERP Editorial & Production Sales & Marketing Inventory Mgmt Order MgmtFinanceDistributioneCommerceHR/Payroll Business Intelligence Vista - Dutch JDE - Spain Infos - Germany Exact - Poland Libris - France Oracle - Italy SAP 4.6 - UK Vista - UK Complex Environment: Europe Supported by ERPNot supported by ERPLegend:Not in scope for business

53. 53 Complex Environment: Latin America ERP Editorial & Production Sales & Marketing Inventory Mgmt Order MgmtFinanceDistributioneCommerceHR/Payroll Business Intelligence JDE - Mexico Siscorp - Brazil Stradivarius - Argentina JDE - Colombia Saab - Chile Figaro - Uruguay Supported by ERPNot supported by ERPLegend:

54. 54 Complex Environment: Pacific Rim ERP Editorial & Production Sales & Marketing Inventory Mgmt Order MgmtFinanceDistributioneCommerceHR/Payroll Business Intelligence IBS Bookmaster - Hong Kong - Singapore - Malaysia Epicor - Taiwan - Korea Custom System - Japan IBS Bookmaster - Australia Supported by ERPNot supported by ERPLegend:

55. 55 Exercise What should Pearson do? Identify three strategies Identify business risks with each strategy

56. 56 Supply Chain Technology: Strategy Pearson has adopted a decentralized strategy, with implementations occurring at the region/operating company level. While supporting all the operating companies from a single ERP is desirable, the cost to consolidate is high and difficult to justify, and the process standardization required could inhibit business performance. Pearson’s Roadmap sets a course to: Maintain a decentralized approach Allow ‘scope’ to meet regional /operating company requirements Upgrade as versions go end-of-life Govern introduction of new systems Consolidate and standardize when cost justified

57. 57 Case Study: Asia September 2004: Consolidate business units into a single ERP instance NPV: $954.9 K | IRR: 37 % | Payback: 1.3 years Goals: Standardize business processes & operating procedures across the region Reduce long-term costs (IT, Customer Service, Finance) Improve utilization of IT systems & resources Provide standard system platform for operation Scope (Locations): Hong Kong, Taiwan, Korea, Japan, Singapore and Malaysia Hong Kong hosting location and support center MPLS connectivity for each country access

58. 58 Case Study: Asia Consolidate business units into a single ERP instance Functionality: Editorial & Production processing Academic adoption management Sales Order processing Inventory management Procurement Distribution & warehousing Financials (GL, AP, AR) Royalty management Business intelligence (analysis and reporting)

59. 59 Case Study: Asia Consolidate business units into a single ERP instance Rollout Timeline: Apr 200 6 May 200 6 Jun 200 6 Jul 2006 Aug 2006 Sep 2006 Oct 2006 Nov 200 6 De c 20 06 Jan 2007 Feb 2007 Mar 2007 Apr 2007 May 200 7 Jun 2007 Jul 2007 Aug 2007 Sep 200 7 Singapore Malaysia Hong Kong Korea Taiwan (delayed 6 months) Japan 20062007

60. 60 Case Study: Asia Consolidate business units into a single ERP instance Solution Provider: IBS Bookmaster Build upon existing implementation in Singapore Build upon existing relationship with vendor Singapore and Malaysia Pearson Australia South Africa (MML) Most cost effective solution Met majority of functionality needs

61. 61 Case Study: Asia Consolidate business units into a single ERP instance What We Learned: Partnership with vendor Strong executive sponsorship and project governance Thorough functionality requirements Functionality gaps always found – accept it and manage closely Dedicated and skilled project managers (internal & vendor) Contingency: money, time and resources Don’t underestimate language barriers and cultural styles: slows process down Replicate Success and Learnings: Taking approach to Europe

62. 62 Summary: Environment today

63. 63 Summary: Future environment Long-term strategy | Time, Money, and Strong Partners

64. 64 Exercise Could Reach (the Irish government SOA programme) have used an ERP? Identify organisational and technical barriers. What are the legal implications and can they be dealt with?