SUBMITTED TO MS.

SANGEETA RAWAL
SUBMITTED BY MONIKA DUBEY
PUNEETA DOBRIYAL
TABLE OF CONTENTS
O Introduction
O istory of ERP
O ,t is ERP
O Integr,tion of ERP systems
O %e ide, ERP System
O Impement,tion of ERP Systems
O ERP impement,tion process
O Roe of CIO
O Re,sons for growt of ERP
O dv,nt,ges ,nd imit,tions of ERP
O ERP myts
O Over expect,tions from ERP
O uture of ERP
O ERP vendors
O ERP process impement,tion in CISCO














INTRODUCTION
ERP is an abbreviation for Enterprise Resource Planning ,nd me,ns te
tecniques ,nd concepts for integr,ted m,n,gement of businesses ,s , woe from
viewpoint of te effective use of m,n,gement resources to improve te efficiency of
enterprise
ERP packages ,re integr,ted softw,re p,ck,ges t,t support te ERP concepts
ERP software is , mirror im,ge of te m,or business processes of ,n
org,niz,tion, suc ,s customer order fufiment ,nd m,nuf,cturing.
ERP integr,tes , business functions into , singe, integr,tes softw,re progr,m
t,t runs on , singe d,t,b,se so t,t v,rious dep,rtments c,n more e,siy s,re
inform,tion ,nd communic,te wit e,c oter.
%e integr,ted ,ppro,c of ERP ,s tremendous power ,nd potenti, in improving
te efficiency, productivity, ,nd competitiveness of te org,niz,tion.






























HISTORY OF ERP

ERP (Enterprise Resource P,nning) is te evoution of M,nuf,cturing Requirements
P,nning (MRP) II. rom business perspective, ERP ,s exp,nded from coordin,tion
of m,nuf,cturing processes to te integr,tion of enterprise-wide b,ckend processes
rom tecnoogic, ,spect, ERP ,s evoved from eg,cy impement,tion to more
fexibe tiered cient- server ,rcitecture.

%e istory of ERP c,n be tr,ced b,ck to te 1960s,wen te focus of systems w,s
m,iny tow,rds inventory contro. Most of te systems softw,re w,s designed to
,nde inventory b,sed in tr,dition, inventory concepts. %e 1970s witnessed ,
sift of focus tow,rds MRP (M,teri, Requirement P,nning). %is system eped in
tr,ns,ting te m,ster production scedue into requirements for individu, units
ike sub ,ssembies, components ,nd oter r,w m,teri, p,nning ,nd procurement.
%is system w,s invoved m,iny in p,nning te r,w m,teri, requirements.


%en, in 1980s c,me te concept of MRP-II (M,nuf,cturing Resource P,nning)
wic invoved optimizing te entire p,nt production process. %oug MRP-II, in
te beginning w,s ,n extension of MRP to incude sop foor ,nd distribution
m,n,gement ,ctivities, during ,ter ye,rs, MRP-II w,s furter extended to incude
,re,s ike in,nce, um,n Resource, Engineering, Proect M,n,gement etc. %is
g,ve birt to ERP (Enterprise Resource P,nning) wic covered te cross-function,
coordin,tion ,nd integr,tion in support of te production process. %e ERP ,s
comp,red to its ,ncestors incuded te entire r,nge of , comp,nys ,ctivities
owever, it ,s been witin te ,st dec,de t,t ERP ,s re,y t,ken off ,nd seen
record revenues by te softw,re comp,nies. In te p,st, ERP softw,re w,s used to
number cruncing ,ppic,tions ,nd production p,nning processes. M,n,gement
w,s not using ERP to its fu potenti,. %od,y, ERP is te found,tion of businesses
domestic,y ,nd gob,y. It is used ,s , m,n,gement too ,nd gives org,niz,tions
, gre,t competitive ,dv,nt,ge. But te consuting firm t,t cre,ted te term ,
dec,de ,go G,rtner, c,imed ERP w,s de,d. %ey ,so recognized t,t te need for
,n inform,tion b,ckbone for ,n enterprise ,s not gone ,w,y. s e-business
becomes business ,s usu,, s,ring ,ccur,te re,-time inform,tion ,bout orders
,nd inventory is critic, to success. nd not ust ,cross ,n enterprise. Now,
business needs to move t,t inform,tion ,cross , suppy c,in. or t,t re,son,
G,rtner ,s introduced , new term to describe te enterprise systems for te 21st
century-ERP II.





















ENTERPRISE RESOURCE PLANNING (ERP)
Enterprise resource planning (ERP) systems integr,te intern, ,nd
extern, m,n,gement inform,tion ,cross ,n entire org,niz,tion,
embr,cing fin,nce/,ccounting, m,nuf,cturing, s,es ,nd service, customer
re,tionsip m,n,gement, etc. ERP systems ,utom,te tis ,ctivity wit ,n
integr,ted softw,re ,ppic,tion. Its' purpose is to f,ciit,te te fow of inform,tion
between , business functions inside te bound,ries of te org,niz,tion ,nd
m,n,ge te connections to outside st,keoders.
ERP systems c,n run on , v,riety of ,rdw,re ,nd network configur,tions, typic,y
empoying , d,t,b,se ,s , repository for inform,tion.
ERP (Enterprise Resource P,nning) is princip,y ,n integr,tion of business
m,n,gement pr,ctices ,nd modern tecnoogy. Inform,tion %ecnoogy (I%)
integr,tes wit , corpor,te ouses core business processes to stre,mine ,nd
,ccompis specific business obectives. Consequenty, ERP is ,n ,m,g,m,tion of
tree most import,nt components: Business M,n,gement Pr,ctices, Inform,tion
%ecnoogy, ,nd Specific Business Obectives.
In simper words, ,n ERP is , m,ssive softw,re ,rcitecture t,t supports te
stre,ming ,nd distribution of geogr,pic,y sc,ttered enterprise inform,tion ,cross
, te function, units of , business ouse. It provides te business m,n,gement
executives wit , compreensive overview of te compete business execution,
wic infuences teir decisions in , productive w,y.
t te core of ERP is , we m,n,ged, centr,ized d,t, repository t,t ,cquires
inform,tion from ,nd suppies inform,tion to te fr,gmented ,ppic,tions oper,ting
on , univers, computing p,tform.
Inform,tion in ,rge business org,niz,tions is ,ccumu,ted on v,rious servers
,cross m,ny function, units t,t geogr,pic, bound,ries sometimes sep,r,te.
Suc inform,tion is,nds c,n possiby service individu, org,niz,tion, units but f,i
to en,nce enterprise perform,nce, speed, ,nd competence.
%e term ERP origin,y referred to te w,y , ,rge org,niz,tion p,nned to use its
resources. ormery, ERP systems were used in ,rger ,nd more industri, comp,ny
types. owever, ERP use ,s c,nged r,dic,y over , period of few ye,rs. %od,y
te term c,n be ,ppied to ,ny type of comp,ny oper,ting in ,ny kind of fied ,t
,ny m,gnitude.
%od,ys ERP softw,re ,rcitecture c,n possiby enveop , bro,d r,nge of enterprise
functions ,nd integr,te tem into , singe unified d,t,b,se repository. or inst,nce,
functions suc ,s um,n Resources, Suppy C,in M,n,gement, Customer
Re,tionsip M,n,gement, in,nce, M,nuf,cturing ,reouse M,n,gement, ,nd
Logistics were , previousy st,nd ,one softw,re ,ppic,tions, gener,y oused
wit teir own ,ppic,tions, d,t,b,se, ,nd network. %od,y, tey c,n , work under
, singe umbre, - te ERP ,rcitecture.

In order for , softw,re system to be considered ERP, it must provide , business
wit muc function,ity t,t ,ve fe,tures ike fexibiity, modu,rity & openness,
bro,dness, te finest business processes, ,nd gob, focus.









Integration is Key to ERP Systems
Integr,tion is ,n exception,y signific,nt ingredient to ERP systems. %e
integr,tion between business processes eps deveop communic,tion ,nd
inform,tion distribution, e,ding to rem,rk,be incre,se in productivity, speed, ,nd
perform,nce.
n ERP systems key obective is to integr,te inform,tion ,nd processes from ,
function, divisions of ,n org,niz,tion ,nd merge it for effortess ,ccess ,nd
structured work fow. %e integr,tion is typic,y ,ccompised by constructing ,
singe d,t,b,se repository t,t communic,tes wit mutipe softw,re ,ppic,tions,
providing different divisions of ,n org,niz,tion wit v,rious business st,tistics ,nd
inform,tion.
toug te perfect configur,tion woud be , singe ERP system for ,n entire
org,niz,tion, m,ny ,rger org,niz,tions usu,y depoy , singe function, system
,nd sowy interf,ce it wit oter function, divisions. %is type of depoyment c,n
re,y be time consuming ,nd expensive.











The Ideal ERP System
n ERP system woud qu,ify ,s te best mode for enterprise-wide soution
,rcitecture, if it c,ins , te beow org,niz,tion, processes togeter wit ,
centr, d,t,b,se repository ,nd , fused computing p,tform.
Manufacturing
Engineering, resource & c,p,city p,nning, m,teri, p,nning, work fow
m,n,gement, sop foor m,n,gement, qu,ity contro, bis of m,teri,,
m,nuf,cturing process, etc.
Financials
ccounts p,y,be, ,ccounts receiv,be, fixed ,ssets, gener, edger, c,s
m,n,gement, ,nd biing (contr,ct/service)
Human Resource
Recruitment, benefits, compens,tions, tr,ining, p,yro, time ,nd ,ttend,nce,
,bour rues, peope m,n,gement
Supply Chain Management
Inventory m,n,gement, suppy c,in p,nning, suppier sceduing, c,im
processing, s,es order ,dministr,tion, procurement p,nning, tr,nsport,tion ,nd
distribution
Projects
Costing, biing, ,ctivity m,n,gement, time ,nd expense
Customer Relationship Management
S,es ,nd m,rketing, service, commissions, customer cont,ct ,nd ,fter s,es
support
Data Warehouse
Gener,y, tis is ,n inform,tion storeouse t,t org,niz,tions, customers,
suppiers, ,nd empoyees c,n ,ccess for teir e,rning ,nd orient,tion.


ERP SYSTEMS IMPROVE PRODUCTIVITY, SPEED, AND PERFORMANCE
Prior to te ERP modes evoution, e,c dep,rtment in ,n enterprise ,d teir own
iso,ted softw,re ,ppic,tion t,t did not interf,ce wit ,ny oter system. Suc
iso,ted fr,meworks coud not syncronize te inter-dep,rtment processes ,nd
ence ,mpered te org,niz,tions productivity, speed, ,nd perform,nce. %ese ed
to issues suc ,s incomp,tibe exc,nge st,nd,rds, ,ck of syncroniz,tion,
incompete underst,nding of te enterprise functioning, unproductive decisions, etc.
or ex,mpe, te fin,nci,s coud not coordin,te wit te procurement te,m to p,n
out purc,ses ,s per te ,v,i,biity of money.
ence, depoying , compreensive ERP system ,cross ,n org,niz,tion e,ds to
perform,nce incre,se, work fow syncroniz,tion, st,nd,rdized inform,tion
exc,nge form,ts, compete enterprise functioning overview, gob, decision
optimiz,tion, speed en,ncement, etc.










IMPLEMENTING AN ERP SYSTEM
Impementing ,n ERP system in ,n org,niz,tion is ,n extremey compex process.
It t,kes quite , bit of system,tic p,nning, expert consut,tion, ,nd , we
structured ,ppro,c. Due to its extensive scope it m,y even t,ke ye,rs to
impement in , ,rge org,niz,tion. Impementing ,n ERP system eventu,y
necessit,tes signific,nt c,nges on st,ff ,nd work processes. ie it m,y seem
pr,ctic, for ,n in-ouse I% ,dministr,tion to e,d te proect, it is commony
,dvised t,t speci, ERP impement,tion experts be consuted, since tey ,re
speci,y tr,ined in depoying tese kinds of systems.
Org,niz,tions gener,y use ERP vendors or consuting comp,nies to impement
teir customized ERP system. %ere ,re tree types of profession, services t,t
,re provided wen impementing ,n ERP system, tey ,re Consuting,
Customiz,tion, ,nd Support.
O Consulting Services - ,re responsibe for te initi, st,ges of ERP
impement,tion were tey ep ,n org,niz,tion to being teir new system to
ife wit product tr,ining, workfow, improvement in ERPs use in te specific
org,niz,tion, etc.
O Customization Services - extend te new ERP systems use or c,nge its
use by cre,ting customized interf,ces ,nd/or underying ,ppic,tion code.
ie ERP systems ,re m,de for m,ny core routines, tere ,re sti some
needs to be buit or customized for , p,rticu,r org,niz,tion.
O Support Services - incude bot support ,nd m,inten,nce of ERP systems,
for inst,nce, troubesooting ,nd ,ssist,nce wit ERP issues.

ERP IMPLEMENTATION PROCESS
%e ERP implementation process goes troug five m,or st,ges: Structured
P,nning, Process ssessment, D,t, Compi,tion & Ce,nup, Educ,tion & %esting,
,nd Us,ge & Ev,u,tion.
1. Structured Planning: is te foremost ,nd te most cruci, st,ge were ,ny
c,p,be proect te,m is seected, present business processes ,re studied,
inform,tion fow witin ,nd outside te org,niz,tion is scrutinized, vit,
obectives ,re set, ,nd , compreensive impement,tion p,n is formu,ted.
2. Process Assessment: is te next import,nt st,ge were te prospective
softw,re c,p,biities ,re ex,mined, m,nu, business processes ,re
recognized, ,nd st,nd,rd working procedures ,re constructed.
. Data Compilation & Cleanup: eps to identify d,t, to be converted ,nd
te new inform,tion t,t woud be needed. %e compied d,t, is ten
,n,yzed for ,ccur,cy ,nd competeness, trowing ,w,y te
wortess/unw,nted inform,tion.
4. Education & Testing: ,ids in proofing te system ,nd educ,ting te users
wit ERP mec,nisms. %e proect te,m tests ,nd verifies te compete
d,t,b,se vi, mutipe testing metods ,nd processes. bro,d in-ouse
tr,ining is ed were , te concerned users ,re oriented wit te
functioning of te new ERP system.
5. Usage & Evaluation: is te fin, ,nd ,n ongoing st,ge for te ERP. %e
,tey impemented ERP is depoyed ive witin te org,niz,tion ,nd te
proect te,m cecks it regu,ry for ,ny f,w or error detection.

ROADMAP TO SUCCESSFUL ERP IMPLEMENTATION
Some of te cruci, ,spects t,t determine te success or f,iure of te system ,re:

Pre-impement,tion p,nning
P,ck,ge seection
"u,ity, knowedge ,nd experience of te consut,nts
C,iber of te proect m,n,ger
Impement,tion te,m composition
%op m,n,gement support
unds ,nd oter resources
%r,ining ,nd educ,tion
nowedge tr,nsfer from consut,nts to empoyees
Use of te system








ROLE OF CIO

%e CIO ,s , very import,nt roe to p,y during te impement,tion of te ERP
system. In most c,ses te CIO wi be design,ted ,s te impement,tion proect
sponsor ,s te CEO ,nd oter top m,n,gement te,m woud be concentr,ting on
te core business of te org,niz,tion. %e CEO is te e,d of te IS dep,rtment. It
is from te IS dep,rtment t,t te m,ximum number of peope wi be ,ssigned to
te ERP impement,tion te,m. %e CEO wi e,d , te pre-impement,tion
t,sks ,nd wi p,y , vit, roe in te seection of te ERP p,ck,ge, extern,
consut,nts, ,nd impement,tion te,m embers incuding te proect m,n,ger. %e
CIO wi monitor te impement,tion ,nd wi t,ke corrective ,ctions wenever te
proect is not going ,e,d ,s p,nned. It is te roe of te CIO to keep te mor,e
of te empoyees-bot te impement,tion te,m members ,nd oter empoyees
wo wi be te end users of te system. %e CIO soud ensure t,t te
impement,tion te,m ,nd te end-users ,re given proper tr,ining ,nd educ,tion on
te w,t, wy, ,nd ow of te ERP systems, te ,dv,nt,ges of using tem, ,nd so
on. %e CIO ,so soud t,ke time to ,ddress te fe,r ,nd uncert,inty surrounding
te ERP impement,tion ,nd soud convey to te empoyees, w,t is going to
,ppen ,fter impement,tion, ow teir obs wi be ,ffected ,nd w,t te comp,ny
is p,nning to do ,nd so on. %e CIO ,so soud ensure t,t te knowedge
tr,nsfer soud ,ppen before te extern, consut,nts ,nd ERP vendor
represent,tives e,ve te comp,ny ,nd tere ,re enoug peope in te comp,ny
wo ,re c,p,be of t,king c,re of te system ,nd keep it running smooty. %us,
te CIO is te person wo is responsibe for te successfu impement,tion ,nd use
of te ERP system.








REASONS FOR THE GROWTH OF ERP

O ERP improves business perform,nce cyce time reduction. Inventory
reduction, f,ster response times, stre,mined f,ster order fufiment, etc.
O ERP supports business growt requirements ike new products, product ines,
customers, mutipe ,ngu,ges ,nd mutipe currency support, etc.
O ERP provides fexibe, integr,ted, re,-time decision support.
O ERP eimin,tes imit,tions in te eg,cy systems.
O ERP t,kes ,dv,nt,ge of unt,pped mid m,rket of medium sized org,niz,tions.

ADVANTAGES OF ERP SYSTEMS

%ere ,re m,ny ,dv,nt,ges of impementing ,n EPR system. few of tem ,re
isted beow:
O Business Integration: ERP p,ck,ges integr,te te inform,tion processing
,nd ,utom,te d,t, upd,ting (,utom,tic d,t, exc,nge ,mong ,ppic,tions)
between re,ted business components. perfecty integr,ted system
c,ining , te function, ,re,s togeter
O Flexibility: Diverse MNCs environment suc ,s ,ngu,ge, currency,
,ccounting st,nd,rds etc. ,re covered in system wic m,kes te ERP
systems very fexibe.
O Better Analysis and Planning Capabilities: n ERP system en,bes
compreensive ,nd unified m,n,gement of re,ted businesses ,nd its d,t,.
%us unific,tion m,kes it possibe to fuy utiize m,ny types of decision
support systems ,nd simu,tion functions. %e c,p,biity to stre,mine
different org,niz,tion, processes ,nd work fows.
O Use of Latest Technology: ERP vendors use te ,test deveopments in te
fied of inform,tion tecnoogy. %is tecnoogy ,doption benefits te
org,niz,tions using te p,ck,ges ,s te get better products ,nd wit better
c,p,biities.
O %e ,biity to effortessy communic,te inform,tion ,cross v,rious
dep,rtments
O Improved efficiency, perform,nce, ,nd productivity eves
O En,nced tr,cking ,nd forec,sting
O Improved customer service ,nd s,tisf,ction


LIMITATIONS OF ERP SYSTEMS
ie ,dv,nt,ges usu,y outweig dis,dv,nt,ges for most org,niz,tions
impementing ,n ERP system, ere ,re some of te most common obst,ces
experienced:
O %e scope of customiz,tion is imited in sever, circumst,nces
O %e present business processes ,ve to be ret,ugt to m,ke tem
syncronize wit te ERP
O ERP systems c,n be extremey expensive to impement
O %ere coud be ,ck of continuous tecnic, support
O ERP systems m,y be too rigid for specific org,niz,tions t,t ,re eiter new or
w,nt to move in , new direction in te ne,r future
O Re-engineering of business processes to fit te "industry st,nd,rd"
prescribed by te ERP system m,y e,d to , oss of competitive
,dv,nt,ge.M,ny of te integr,ted inks need ig ,ccur,cy in oter
,ppic,tions to work effectivey. comp,ny c,n ,cieve minimum st,nd,rds,
ten over time "dirty d,t," wi reduce te rei,biity of some ,ppic,tions.
O %e burring of comp,ny bound,ries c,n c,use probems in ,ccount,biity,
ines of responsibiity, ,nd empoyee mor,e.
O Resist,nce in s,ring sensitive intern, inform,tion between dep,rtments c,n
reduce te effectiveness of te softw,re.
O %e system m,y be too compex me,sured ,g,inst te ,ctu, needs of te
customers.
O ERP Systems centr,ize te d,t, in one p,ce. %is c,n incre,se te risk of
oss of sensitive inform,tion in te event of , security bre,c.











COMMON ERP MYTHS

%ere ,re , ot of myts t,t surround te concept, infr,structure, impement,tion
,nd pr,ctice of enterprise resource p,nning. Very often peope ,re not wiing to
,dopt ERP bec,use of tese wrong notions. If tese myts ,re not dispeed troug
proper tr,ining, educ,tion ,nd top m,n,gement ,ssur,nce, tey c,n resut in
empoyee resist,nce during te impement,tion ,nd oper,tion of te ERP system
,nd c,n resut in f,ied or f,wed impement,tions. Some of te common myts
,bout ERP ,re:

1. ERP me,ns more work ,nd procedures
2. ERP wi m,ke m,ny empoyees redund,nt ,nd obess
. ERP is te soe responsibiity of te m,n,gement
4. ERP is ust for te m,n,gers/ decision-m,kers
5. ERP is ust for m,nuf,cturing org,niz,tions
6. ERP is ust for te ERP impement,tion te,m
7. ERP sows down te org,niz,tion
8. ERP is ust to impress customers
9. ERP p,ck,ge wi t,ke c,re of everyting
10.One ERP p,ck,ge wi suit everybody
11.ERP is very expensive
12.Org,niz,tions c,n succeed witout ERP


Professor M,,dev,n in is ,rtice ,s identified te foowing misconceptions
,bout ERP:
irst misconception ,bout ERP is t,t te org,niz,tions beieve t,t te
m,or ,dv,nt,ge of ERP is in ,cieving se,mess integr,tion ,cross te
enterprise by effective m,n,gement of s,red d,t,b,ses troug
networking. e points out t,t in re,ity, ,cieving se,mess integr,tion
comes ,t , price t,t not m,ny org,niz,tions c,n ,fford rigt ,w,y. %ey
often sette for , `ess t,n se,mess integr,tion.
noter myt is t,t ERP impement,tion inv,ri,by eps in cutting costs,
e,d-time, inventory, ,nd in improving customer s,tisf,ction. But te re,ity
is t,t ERP impement,tion provides ,n initi, brief oneymoon period.
Beyond t,t it depends on ow org,niz,tions ,nde te ERP impement,tion
,nd oter issues re,ted to it. %ird ERP myt is t,t m,ny m,n,gers beieve
t,t te d,unting probems in ERP impement,tion re,te to compex
tecnic, issues ,rising out of softw,re ,nd integr,tion were,s te re,
probems ,re te peope issues wic ,re f,r more difficut to sove.
Moreover, peope issues dict,te te ong-term benefits re,ized from ERP
systems.
%e fin, myt is ,bout best pr,ctices t,t org,niz,tions beieve t,t te
impement,tion of ERP ,s te ,dded ,dv,nt,ge of bringing in te best
pr,ctices. e points out t,t tere ,re , ost of best business pr,ctices t,t
,re outside te re,m of ERP. Incorpor,ting te best pr,ctices is ,n `on going
,ctivity ,nd , w,y of ife for progressive org,niz,tions.

In te ,rtice tited ERP ppic,tions: Myts ,nd Misconceptions, ex,nder Gordon
writes ,s foows:

ny new tecnoogy is bound to ,ve its s,re of myts ,nd misconceptions. ERP is
no different, ,nd integr,tion of ERP is ,n especi,y fuzzy ,re,. Most sm, business
owners tink of ERP in terms of od communic,tion principes, ,nd tink of ERP ,s
no more t,n ,n upgr,ded version of od systems. Some of te common myts
reg,rding integr,tion of ERP ,re discussed beow.

Inform,tion tr,nsfer is unidirection,
ERP integr,tion is , ,bout copying d,t,
ERP c,n come up wit st,nd,rdized ,nswers , te time
ou must use ony te ,test ERP tecnoogy
ERP to p,nt integr,tion needs to be tot,
D,t, security is compromised wen you integr,te p,nt to ERP
Inst,ing ERP system me,ns t,t you c,n keep fewer it st,ff

Some oter ERP myts:

ERP is expensive
Ce,per ERP wi not ,ve enoug fe,tures
Prior knowedge to use ERP
Proect cost is v,ri,be ,nd end cost is ig
ERP impement,tion is , sow stopper

ccording to cev, %ecnoogies, ERP ,s , proven istory of deivering gre,t v,ue
to tod,ys corpor,tions by en,bing , centr,ized inform,tion w,reouse to be
ever,ged enterprise-wide. owever, ERP ,s , bro,d focus, so best-of-breed (BoB)
,ppic,tions ,ve been deveoped to provide te dept of function,ity required by
key function, ,re,s, suc ,s ,ccounts receiv,be. s , resut, corpor,tions ,ve
ong recognized te need for best- of-breed ,ppic,tions to bridge te void of ERPs
function, imit,tions.

it ERPs wide-re,cing function,ity, it is e,sy to beieve t,t it c,n provide ,
singe soution to , of your corpor,tions c,enges. %ere is no doubt t,t ERP
p,ys , very cruci, roe in tod,ys enterprise, but ,s wit ,ny tecnoogy, n,tur,y
tere ,re function, imit,tions. It is cruci, to underst,nd w,t tese imit,tions
,re ,nd were te ines of re,ity ,nd myt coide. Some of te myts ,bout ERP
,re:
ERP c,n do everyting t,t best-of-breed products c,n do
Ive ,re,dy purc,sed te modue ,s , p,rt of , bunde, so tere is itte or
no cost to impement te ERP coections soution
ERP is e,sier ,nd ce,per to support
ERP ,s , of te reporting t,t I need
ERP wi grow wit my business
ERP wi en,be , f,ster Return-on-Investment (ROI).

ccording cev,, tere is no deb,te t,t ERP p,ys , signific,nt roe witin
corpor,tions tod,y. owever, for speci,ized business functions suc ,s ,ccounts
receiv,be ,nd coections, corpor,tions need to cosey ex,mine system
function,ities ,nd determine if tey truy ,ddress teir business requirements.





























WHY ERP PACKAGES NOW?

%e word is undergoing ,noter revoution, te biggest ,nd most compex since
te industri, Revoution. %e inform,tion tecnoogy is revoutionizing te w,y we
ive ,nd conduct business. %e exponenti, rise in te popu,rity of Internet ,nd
combined wit te new tecnoogic, deveopment in mobie computing ,nd
,rtifici, inteigence is c,nging te od rues of business, ,nd business pr,ctices.
In order to survive in tod,ys brut,y competitive business environment, businesses
,ve to embr,ce tecnoogy. %ecnoogy ,s c,used te word to srink, ,nd gob,
competition to become fierce. Businesses t,t once oper,ted re,tivey
,utonomousy ,t ,n ,rm's engt from teir customers ,nd suppiers ,re now being
forced to work more cooper,tivey ,nd co,bor,tivey witin integr,ted business
communities. Businesses, wic ony , few ye,rs ,go oper,ted oc,y, ,ve
exp,nded region,y, ten n,tion,y, ,nd fin,y intern,tion,y, to te point were
even modest businesses c,n be profoundy ,ffected by c,nges in te gob,
economy ERP systems in combin,tion wit oter tecnoogies ike SCM, CRM, BI,
etc. ep te org,niz,tions to become competitive in tis new business
environment. %ese tecnoogies ep ERP systems to ever,ge ,nd t,ke ,dv,nt,ge
of te gob, re,c offered by te Internet ,nd . %od,y businesses ,ve to
c,nge teir tr,dition, w,y ,nd ,dopt te new w,ys to doing business. %ey ,ve
to evove from te `brick ,nd mort,r d,ys to become e-businesses. E-businesses
oper,te ,t Internet speeds ,nd ,re muc coser to te consumers ,nd business
p,rtners t,n te tr,dition, ones. E-business is ,bout bre,king down te b,rriers
of communic,tion ,nd interoper,biity between businesses, potenti,y on , gob,
b,sis.
It is te ,cceer,ting p,ce of business ,nd te corresponding quickening of te p,ce
of c,nge itsef t,t forces us to ook ,t w,ys to m,ximize te return on existing
investments, wit te e,st ,mount of disruption to business ,nd ERP integr,ted
wit oter suppy c,in ,nd customer re,tionsip tecnoogies, Internet, ,nd
is , must for surviv,. ERP is no onger , uxury; it is , business necessity.


OVER EXPECTATIONS ABOUT ERP

Some of te truts ,bout ERP systems ,re:
ERP impement,tion is compex ,nd engty ,nd ,s , ig prob,biity of
f,iure if not m,n,ged propery. It is , ig risk proect.
f,ied ERP impement,tion c,n ,ve profound imp,ct on te comp,ny-te
situ,tions were org,niz,tions ,ve cosed sop ,fter , f,ied
impement,tion ,re not very r,re.
successfuy impemented ERP wi need proper use to re,p te benefits.
%e proper use of te system is in te ,nds of te end-users ,nd teir
cooper,tion, knowedge, ,ptitude ,nd ,ttitude ,re cruci, for te success of
te ERP system
successfuy impemented ,nd efficienty used ERP system wi t,ke , m,ny
monts to sow te dr,m,tic perform,nce improvements. Immedi,tey ,fter
te impement,tion, ti te system re,ces , st,be st,te, tere wi be , dip
in te perform,nce.
%e ,cquisition, impement,tion, oper,tion, ,nd m,inten,nce cost of ERP
systems ,re ig. In tis Internet ,ge-te ,ge of e-businesses-,
st,nd,one ERP system is not enoug to g,in competitive ,dv,nt,ge. ERP
needs to be integr,ted wit oter business inteigence ,nd suppy c,in
tecnoogies, Internet, ,nd .
ERP m,inten,nce is ,n on-going proect wit continuous tr,ining, tr,ining of
new users, tr,ining on new fe,tures, softw,re ,nd ,rdw,re upgr,des ,nd so
on. So tere soud be , perm,nent ERP proect office in te org,niz,tion
ERP is not , siver buet; for it to produce te dr,m,tic productivity
improvements ,nd competitive ,dv,nt,ges tere soud be , concentr,ted
effort of , te peope invoved.

e s,w t,t te ERP system is not , m,gic, softw,re system t,t wi t,ke te
comp,ny to te eigts of efficiency ,nd productivity ,utom,tic,y. M,ny peope in
te org,niz,tion ,ve very ig ,nd unre,istic expect,tions ,bout ERP systems.
en tings do not ,ppen ,s tey oped, tere wi be frustr,tion ,nd
dis,ppointment, wic c,n e,d to improper use of te system. %o ,void tese
probems, te impement,tion te,m wit te support of te m,n,gement soud
educ,te te empoyees w,t to expect once te system is impemented, so t,t
tere wi not be ,ny surprises ,nd peope wi w,t to expect ,nd wy.




























FUTURE OF ERP

%e future of te ERP is very brigt. %od,y te Internet ,ows us to re,c more
peope in more p,ces in , time fr,me t,t w,s previousy inconceiv,be ere it
once took m,ture comp,nies tirty, forty, even fifty ye,rs to penetr,te new,
intern,tion, m,rkets, tod,y , tiny st,rt-up c,n est,bis , gob, presence on te
eb virtu,y overnigt.
ERP forms , found,tion for successfuy meeting your e-business needs. But in
tod,ys Internet ,ge, ERP systems ,one wi not do. ERP systems ,ve to be
integr,ted wit te Internet, ,nd tecnoogies ike SCM, CRM, business
inteigence, etc. %is integr,ted ERP is n,med ERP II by te G,rtner group. %e
need for speed ,nd fexibiity ,s been ust one by- product of te Internet ge.




















SOME EXAMPLES OF ERP VENDORS










ERP IMPLEMENTATION IN CISCO
n exemp,ry ERP impement,tion procedure ,s been set by CISCO Systems, Inc.
- renowned for designing ,nd seing network ,nd communic,tions tecnoogy, ,nd
services. Often te CISCO ERP impement,tion is considered ,s , guide for ERP
impement,tion. It provides guideines for w,t soud be done ,nd w,t to desist.
%e CISCO ERP impement,tion proect ,s been gre,t success. %e ,cievement of
te proect is ,ssoci,ted wit sever, contributing f,ctors. Often te veter,ns ,ve
been found to be specu,tive ,bout ERP, owever in c,se of CISCO te top
m,n,gement offered fu support for te proect from te very beginning. %is
expedited te coordin,tion between te upper ,nd ower m,n,gement, ,ong wit
te te,m responsibe for te woe proect. %e communic,tion between te top
m,n,gement ,nd executive w,s commend,be. ,iure of sever, oter simi,r ERP
impement,tion proects w,s ,n upsot of ,ck of p,tron,ge from upper
m,n,gement.
noter import,nt f,ctor conducive to CISCO ERP impement,tion w,s te
integr,tion of peope. %ey were cogniz,nt of teir ,ctivities. %e experienced ,nd
knowedge,be empoyees m,de te compex proect of ERP impement,tion muc
simper. Moreover, te proect w,s in te ,nds of Or,ce, wic ,d enoug
m,npower ,nd resources to ,ccompis ERP impement,tion for ,rge comp,nies
suc ,s CISCO.
CISCO ERP impement,tion w,s furter boosted by proper p,nning. Like every
oter proect, CISCO ERP w,s strengtened by ce,ry setting go,s ,nd ,ciev,be
expect,tions. %e proect w,s not upset wit very ig proections ,nd un,tt,in,be
go,s. fixed de,dine obig,ted te empoyees to strive to get tings done on
time. Luckiy, for CISCO, te ERP impement,tion proect met te needs of fin,nci,
ye,r t,rget d,te. %e proect w,s re,ized witin nine monts - origin,y cosen
,nd p,nned de,dine.
n essenti, ,spect of ERP proect is proper budgeting. CISCO ERP impement,tion
proect ,d , p,nned budget. n import,nt consider,tion for te proect is
,v,i,biity of resources. %o stress te commitment of suc , proect, te comp,ny
soud ire , sep,r,te te,m to m,n,ge te fu time c,p,city. CISCO ,d enoug
workers to ,dust wit te new system, f,st enoug.
CISCO ,d ,dopted , rigt c,nge m,n,gement ,ppro,c, so t,t te resist,nce to
c,nge w,s m,rgin,. %is ,so ensured optim, r,te of success for CISCO. %e
comp,ny w,s tr,nsp,rent in its communic,tion - informing te obectives of te
proect to te empoyees ce,ry. %e empoyees were furter encour,ged by
incre,sing teir invovement in te proect. %e upper m,n,gement ,nd executives
were ,so convinced ,bout te proect.
CISCO re,ized t,t ERP impement,tion is muc more compreensive t,n ust I%.
CISCO cose ,n exceent integr,tion p,rtner in PMG ,nd , fin,nci,y strong
vendor Or,ce ,s te keys in te impement,tion process. %ey were re,dy to offer
expert resources to CISCO, required for competion of suc , ,rge proect in ,s
sort , time ,s possibe.
%ere were siz,be c,nges required in te e,ry st,ges ,fter configur,tion session.
owever, CISCO ERP impement,tion continues to be , gre,t ,cievement, wit te
type of time, scope ,nd money m,n,gement t,t te te,m disp,yed.