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Erp and related technology
Erp and related technology
Erp and related technology
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Identifying major issues summary
At one point HPC did not have a clear and concise way of viewing management reports. HPC has set its position as becoming the premier chemical company all over Asia and the world; it had a sale of $10Billion US dollars, but still wanted and needed to grow. HPC plans on accomplishing this by fortifying and firming up its existing business, prolonging their over sees business, and creating new businesses. The problem arises when managing its widespread outfits. HPC needs a more dependable, consistent, and trustworthy set of reports to view and make critical decisions on and against, as these reports need to provide accurate real time information on management performance, sales, and reducing costs. The problem with the current reports is they are not accurate. HPC’s legacy system presented managers with reports that were sterilized to make departments and individuals look better. This scenario will break a company as wrong data is sent up the chain of command to be reviewed and analyzed. Reports were monotonous and were presented only on an intermittent base. (Laudon, 2013)
To alleviate this business process, HPC needs a better, up to date, real time reporting tool that executives can access at any time and see raw untouched data. HPC chose SAP Business Objects Dashboards and SAP BusinessObjects Web intelligence. The issue always comes about when planning, costs, ROI, what is needed, what is not needed, when to roll it out, and training staff. The information systems department took lead and met with executives to produce a list of existing reports, and to measure the practicality of each. Another challenge was to wait until HPC was skilled and qualified with the ERP software , and its...
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... company with its business objectives. This can be accomplished by selecting information to be distributed throughout the organization and vendors. This information enables the end-users, employees’ and vendors to be attentive to the most critical information made available. (Business Intelligence)
Works Cited
Business Intelligence. (n.d.). Retrieved April 19, 2014, from businessintelligencetutorial.blogspot.com: http://businessintelligencetutorial.blogspot.com/2010/07/33-what-are-benefits-of-business.html
Gumz, F. R. (2003, April). The Roles of the User in Project Planning an ERP . Retrieved April 19, 2014, from nextgenerp.com: http://www.nextgenerp.com/uploads/2/6/1/4/2614417/the_roles_of_the_user_in_project_planning_an_erp_implementation.pdf
Laudon, K. C. (2013). Management Information Systems. In K. C. Laudon, Managing the Digital Firm (pp. 524-525). Pearson.
Saunders, C. S., & Pearlson, K. E. (2009). Managing and Using Information Systems. John Wiley&Sons, Incorporated.
Information is a key component, which is virtual source in all aspects of business. Information helps create a well balance between analytics, business information, customers, vendors, and sales. Without proper use of information, businesses may struggle to understand components of their business, such as monitoring information, validated decision making, performance measuring, and the ability to identify new business opportunities. In this text, there will dialogue on how a Laboratory Corporation of America, also known as LabCorp, uses each one of these functions, to ensure better business practices, and proper regulatory control of the business components, that make this business strive.
The company can make use of SAP BW/4HANA warehouse in order to perform any analytical operations on real time data. Using this data warehouse the company can generate reports which will be helpful: • For the business managers to know more about their product manufacturing and distribution costs. These reports will provide them with necessary information so that they can build new ways to reduce overall
Russell Ackoff’s article, Ackoff’s Management Misinformation Systems, relates five assumptions about information systems used to provide mass amounts of analyzed data to management to assist them in making adequate decisions (1967). Ackoff’s assumptions are that: “Management Needs More Information; Managers Need the Information They Want; Giving Managers The Information They Need Improves Their Decision Making; More Communication Means Better Performance;” and finally, “Managers Need Only to Understand How To Use an Information Systems” (1967). Although Ackoff wrote the article in 1967, he has pinpointed problems within organizations that still exist today, and organizations that do not evaluate their entire management information systems are likely not operating efficiently.
As such, the CIO should consider various strategies to mitigate ERP system implementation risks. Research recommendations include, active involvement of top management and appointing a project champion; early involvement of subject matter experts (SMES), effective and efficient project management, and thoughtful appointing of ERP team members (Garg & Agarwal, 2014). To validate commitment, top management must actively participate in the project planning and implementing. The project champion will assist with encouraging the buy-in of staff resistant to the changes. Effective project management allows for efficient complex managing of internal and external staff, processes, and IT throughout the project; all of which must be completed on-time, within scope, quality product, and cost-effective. The ERP team must represent the most skilled employees throughout the organization. Successful ERP implementation is correlated to recruiting the correct individuals with intelligence, proficiencies, and capabilities (Garg & Agarwal,
Nicolaou, A. I., & Schick, A. G. (2011). Institutional Forces In Accounting Information Systems Choice. Review of Business Information Systems (RBIS), 1(1), 37-50.
An ERP Story : Background (A) and An ERP Story : Choosing a Project Leader (B)
Laudon, K. C. and Laudon, J. P. (2013). Part II: Information Technology Infrastructure. In Essentials of Management Information Systems (10TH ed., pp. 372-373, 402-403). Prentice Hall
First problem identified in ERP implementation is, difficulties in transferring data from previous application. The biggest problem in ERP implementation is management of data transition from old system to new ERP system. Programmers find that transferring data are the most tedious work to do. Conversion of the data requires tremendous patience to deal with it as it is a complex task to do. The ERP system first need to fit with the company requirement so that the data can be transferred easily and smoothly and also, data need to be formatted to meet the standard of the new system. The conversion can be done manually or by an automated program. If it is done by using an automated program, programmers need to make sure that the formatted data do not jeopardize the file system integrity. There are two types of data migration; static data migration and dynamic data migration. Static data migration is data that change infrequently like engineering master files and price book. The migration need to make early on so that later can focus on more challenging tasks of dynamic data migration. Next is dynamic data migration, it refers to volatile data which include shop work orders and account receivable open items. Due to the changeable nature of this type of the data, it should be migrated as late as possible. Late migration ensures that the system includes the most up to date data.
First of all, business intelligence analysis requires the capturing of information and storing in a single location for effective data analysis. Currently, data analysis is supported by transactional systems, business specific data marts, and other ad-hoc processes. Information is distributed making it difficult and time-consuming to access. Business teams have adapted to this environment by creating user maintained databases and manual “work-arounds” to support new types of reporting and analysis. This has resulted in inconsistent data, redundant data storage, significant resource use for maintenance, and inefficient response to changing business needs.
The purpose of implementing an ERP system in a company is when the company isn’t operating efficiently. Look at it like this, when your body is sick, you know you need to take medicine, you just can’t stand the taste. And in the same matter when your company isn’t operating efficiently, you’ve got to take steps to correct it. Most companies just fear the disruption, the learning, and the cost and the inconvenience of it all. “Another way to look at or understand ERP is cars have dashboards so the driver can get to where he or she wants to go. Airports have control towers to make sure everything and everyone gets to where they need to be. All of your typical individual machines have control panels so you can make them do what they are supposed to do”. (Jones, W (2006, 01). Roadmap to Fusion: Engaging Oracle Consulting on the path to your next business platform. Orcacle Corporation World Headquarters,)
Setia, P, Venkatesh, V, &Joglekar, S (2013).'LEVERAGING DIGITAL TECHNOLOGIES: HOW INFORMATION QUALITY LEADS TO LOCALIZED CAPABILITIES AND CUSTOMER
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Perry, B., 2005, Organisational Management and Information Systems. [e-book] Oxford; Elsevier. Available at: Google Books . [Accessed 14 November 2013]