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9-1
Chapter 8 Enterprise Information Systems
We have this beautiful, elegant, high-I.Q. part of our business that we have been working hard on for many years.”
Jeff Bezos, Founder Jeff Bezos, Founder and CEO of and CEO of Amazon.comAmazon.com
We have this beautiful, elegant, high-I.Q. part of our business that we have been working hard on for many years.”
Jeff Bezos, Founder Jeff Bezos, Founder and CEO of and CEO of Amazon.comAmazon.com
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Learning Objectives9-2
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Learning Objectives9-3
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Enterprise Systems9-4
Problem: Information systems growing
over time Lack of integration
Different computing platforms Difficult to integrate Data must be reentered from one
system to another Same pieces of data stored in
several versions Functional areas should be
interrelated
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Legacy System Approach9-5
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Enterprise System Approach9-6
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Supporting Business Processes9-7
Internally focused systems Support functional areas, business processes, and decision
making within an organization New information (value) is added at every step
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Supporting Business Processes9-8
Externally focused systems (interorganizational systems) Coordinate business activities with customers, suppliers,
business partners, and others who operate outside the organization
Streamline the flow of information between companies
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Internally Focused Applications: Value Chain
9-9
Flow of information through a set of business activities Core activities—functional areas that process inputs
and produce outputs Support activities—enable core activities to take place
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Core Activities9-10
Inbound logistics activities Receiving and stocking raw materials, parts, and
products Cisco—delivery of electronic components from
suppliers
Operations and manufacturing activities Order processing and/or manufacturing of end
products Dell—component parts assembled to make products
Outbound logistics activities Distribution of end products Amazon.com—delivery of books to customers
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Core Activities (cont’d)9-11
Marketing and Sales activities Presale marketing activities (e.g., creating marketing
brochures) Amtrak—use of IS to update prices and schedules
Customer service activities Post-sale activities HP—downloads related to purchased products
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Support Activities9-12
Administrative activities Support of day-to-day operations (for all functional
areas)
Infrastructure activities Implement hardware and software needed
Human resource activities Employee management
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Support Activities (cont’d)9-13
Technology development activities Design and development of applications to support the
primary activities
Procurement activities Purchasing of goods and services (inputs into the
primary activities)
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Externally Focused Applications—Value System
9-14
Coordination of multiple value chains
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Externally Focused Applications—Value System (cont’d)
9-15
Information Flows in a Value System Upstream information flow—information received from
another company Downstream information flow—information produced by a
company and sent to another organization
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The Rise of Enterprise Systems9-16
Packaged applications Written by third-party vendors Used by many different organizations Useful for standardized, repetitive tasks Cost effective Examples: Microsoft Money and Quicken
Custom applications Developed exclusively for a specific organization Designed for particular business needs Higher development costs
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The Rise of Enterprise Systems9-17
Evolution of enterprise systems Organizations start
with stand-alone applications
Legacy systems
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Legacy Systems9-18
Each department has its own system Infrastructure specific Inefficient processes Potential for inaccuracies
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The Need for Integrated Enterprise Systems
9-19
Advantages of integrated systems Centralized point of access
Conversion of information from legacy systems needed
Enterprise Resource Planning (ERP) vendors offer different modules Components that can be selectively
implemented Example: Modules of mySAP business suite
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Vanilla Versus Customized Software
9-20
Vanilla version Features and modules that an enterprise system
comes with out of the box Certain processes might not be supported
Customization Additional software or changes to vanilla version Always needs to be updated with new versions of
vanilla
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Best Practices-Based Software9-21
Most ERP vendors build best practices into their ERP systems Identify business processes in need of change Future updates are smoother if businesses
change their business processes to fit with ERP systems
Is following the best practices always the best strategy? If companies have competitive advantage from
unique business processes
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Learning Objectives9-22
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Business Process Management (BPM)9-23
Systematic and structured improvement approach All or part of organization is involved Rethinking and redesign of business processes
Became popular in 1990sIS seen as key enabler for radical changeProcesses intended to be cross-functionalVarious related terms:
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BPM Steps9-24
1. Develop a vision for the organization (specify business objectives)
2. Identify critical processes that are to be redesigned
3. Understand and measure existing processes as a baseline
4. Identify ways IS can be used for improvement
5. Design and implement a prototype of the new processes
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Conditions Leading to a Successful BPM
9-25
Support by senior managementShared vision by all organizational
membersRealistic expectationsParticipants empowered to make changesThe right people participatingSound management practicesAppropriate funding
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Enterprise Resource Planning (ERP)9-26
Integrating data to integrate applications
Data warehouse Large, centralized
data repository Single place for data
storage and access
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Choosing an ERP System9-27
Control Centralized control vs. control within specific business
units Level of detail provided to management Consistency of policies and procedures
Business requirements Selection of modules
Core and extended components
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Core and Extended ERP Components
9-28
Core components—support primary internal activities
Extended components—support primary external activities
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ERP Limitations9-29
ERP falls short in communicating across organizational boundaries
Not well suited for managing value system activities Other systems can work with ERP to provide these
capabilities
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Learning Objectives9-30
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Customer Relationship Management (CRM)9-31
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Customer Relationship Management(CRM) (cont’d)
9-32
The Web has changed the business Customers have the power Transactions vs. relationships Keeping customers satisfied is key
CRM Corporate-level strategy Concentrates on the downstream information flow
Attract potential customers Create customer loyalty
Managers need to be able to monitor and analyze factors driving customer satisfaction
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Key Benefits of CRM9-33
1. Enables 24/7/365 operation2. Individualized service3. Improved information4. Speeds problem identification/resolution5. Speeds processes6. Improved integration7. Improved product development8. Improved planning
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Developing a CRM Strategy9-34
More than just software purchase and installation
Enterprise-wide changes
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Policy and Business Process Changes
9-35
Policies and procedures need to reflect customer-focused culture
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Customer Service Changes9-36
Customer-focused measures of quality
Process changes to enhance customer experience
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Employee Training Changes9-37
Employees from all business areas must value customer service and satisfaction
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Data Collection, Analysis, and Sharing Changes
9-38
All aspects of customer experience must be tracked, analyzed, and shared
Consider ethical concerns
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Architecture of a CRM Environment9-39
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Operational CRM9-40
Systems for customer interaction and service Personalized and
efficient customer service
Access to complete information about customer
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Sales Force Automation9-41
Component of operational CRMSupports day-to-day sales activities:
Order processing and tracking Account and contact management Opportunity management Sales management Territory management Customer history, preferences, (product and
communication), and management Sales forecasting and performance analysis
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Advantages of Sales Force Management Systems for Sales Personnel
9-42
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Advantages of Sales Force Management Systems for Sales Managers
9-43
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Examples of Sales Measures Tracked by SFA
9-44
1. Revenue per sales person, per territory, or as a percentage of sales quota
2. Margins by product category, customer segment, or customer
3. Number of calls per day, time spent per contract, revenue per call, cost per call, ratio of orders to calls
4. Number of lost customers per period or cost of customer acquisition
5. Percentage of goods returned
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SFA Provides Improved Understanding of Market Conditions
9-45
1. Improved understanding of markets, segments and customers
2. Improved understanding of competitors
3. Enhanced understanding of organization’s strengths and weaknesses
4. Better understanding of economic structure of the industry
5. Enhanced product development
6. Improved strategy development and coordination with the sales function
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Customer Service and Support (CSS)9-46
Second component of operational CRM
Automation of traditional “help desk” services
Customer interaction center (CIC) Multiple communication
channels Customer service anytime,
anywhere through any communication channel
Low support cost
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Enterprise Marketing Management (EMM)
9-47
Third component of an operational CRMMake sure right messages are sent to the
right people through the right channelsCustomer lists need to be managed
carefullyIndividualized attention to each potential
customerExtensive analytical capabilities
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Analytical CRM9-48
Analysis of customer behavior and perceptions
Customized marketing Up-selling, cross-selling Retaining customers
Key technologies used to create predictive models Data mining Decision support systems
Continuous data collection and analysis is necessary
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Customer Focused Business Processes Addressed by Analytical CRM
9-49
1. Marketing campaign management and analysis
2. Customer campaign customization
3. Customer communication optimization
4. Customer segmentation and sales coverage optimization
5. Pricing optimization and risk assessment and management
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Customer Focused Business Processes Addressed by Analytical CRM (cont’d)
9-50
6. Price, quality, and satisfaction analysis of competitors
7. Customer acquisition and retention analysis
8. Customer satisfaction and complaint management
9. Product usage, life-cycle analysis, and product development
10.Product and service quality tracking and management
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Collaborative CRM9-51
Effective communication with the customer from the entire organization CIC is the key
Collaborative CRM enhances communication Greater customer focus
Understanding of historical and current needs Lower communication barriers
Communication preferences of the customer considered Increased information integration
Customer information shared across the organization
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Ethical Concerns with CRM9-52
Can personalization get too personal?
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Learning Objectives9-53
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Supply Chain Management9-54
Upstream activitiesImprovement of business processes spanning
organizational boundariesFocus on upstream information flows
Acceleration of product development Reduction of costs of raw materials procurement
Collaboration with suppliers (supply network) Ability to compete more effectively in the market place Cost reduction Increased responsiveness to market demands
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Supply Chain Management9-55
Supply chain: the producers of supplies that a company uses Suppliers work with additional suppliers Supply network
Problems with not collaborating effectively Information gets distorted Forecast errors add up, leading to degradation of
profitability and poor customer service “Bullwhip effect”
Goals of improving upstream information flows Accelerate product development Reduce costs associated with procuring raw materials
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Supply Network9-56
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Functions That Optimize the Supply Network (SCM Modules)
9-57
1. Supply chain collaboration2. Collaborative design3. Collaborative fulfillment4. Collaborative demand and supply planning5. Collaborative procurement6. Production planning7. Supply chain event management8. Supply chain exchange9. Supply chain performance management
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SCM Architecture9-58
SCM modules support two functions Supply chain planning—development of resource plans to
support production
Supply chain execution—execution of supply chain planning
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Supply Chain Planning (SCP)9-59
Four types of plans are developed:1. Demand planning and forecasting
o Examination of historic data
2. Distribution planningo Delivering products to consumerso Warehousing, delivering, invoicing, and payment
collection
3. Production schedulingo Coordination of activities needed to create the
product/serviceo Optimization of the use of materials, equipment, and
labor
4. Procurement planningo Development of inventory estimates
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Supply Chain Execution (SCE)9-60
Management of three key elements
1. Product flowo Flow of product from supplier to
consumero Automation of product returns
2. Information flowo Complete removal of paper documentso Access to current information at all times
3. Financial flowo Automatic flow of payments
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Developing an SCM Strategy9-61
SCM efficiency and effectiveness need to be balanced Efficiency—cost minimization Effectiveness—customer service maximization
Tradeoffs—Supply chain strategy should match overall competitive strategy
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Emerging SCM Trends9-62
Enterprise portals—B2B marketplace Access point to proprietary information Productivity gains and cost savings
Distribution portals Products from single
supplier to many buyersProcurement portals
Procurement of products between single buyer and multiple suppliers
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Example: Distribution Portal9-63
Automation of business processes between supplier and multiple customers Before transaction During transaction After transaction
Trading exchanges Equilibrium between
buyers and sellers Vertical markets
Source: http://www.dell.com
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Procurement Portal9-64
Automation of business processes between a buyer and multiple suppliers
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Trading Exchanges9-65
Small companies don’t have funds for SCMTrading exchanges provide a solution
Operated by third-party vendors Revenue model
Commission for each transaction Usage and association fees Advertising
Many buyers and many sellers can come together Popular trading exchanges:
www.scrapsite.com (steel) www.paperspace.com (paper) www.sciquest.com (medical equipment)
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Key Technologies for Enhancing SCM
9-66
Extensible Markup Language (XML) Specifies rules for tagging elements Specifies how information should be used and
interpreted <UPC>…. </UPC>
Useful for sharing data across applications over the web
Possible replacement for EDI Customizable XML variations
Extensible Business Reporting Language (XBRL) Publishing of financial information
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Radio Frequency Identification (RFID)9-67
Replacement for standard bar codes Transceiver and antenna Line-of-sight reading not necessary RFID tags can contain more
information than bar codes
Diverse usage opportunities
Scanning can be done from greater distance Passive tags—range of few feet Active tags—range of hundreds of
feet
Source: METRO AG.
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Use of RFID in Supply Chain Management
9-68
Pallet of inventory processed through an RFID gate
Source: METRO AG.
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Learning Objectives9-69
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The Formula for Enterprise System Success
9-70
1. Secure executive sponsorship Most failures due to lack of top-level management
support2. Get help from outside experts
Consultants are specifically trained Implementation tends to happen faster
3. Thoroughly train users Most overlooked, underestimated, and poorly budgeted
expense Training can prevent dissatisfaction
4. Take a multidisciplinary approach to implementations Include end users from all functional areas in the
implementation5. Look beyond ERP
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Looking Beyond ERP9-71
ERP systems are difficult to install, maintain, and upgrade
Service oriented architecture (SOA) Business processes are broken down into services Services are designed to achieve desired results for service
consumer E.g., Oil change
Enables businesses to react more swiftly to changing needs
Three principles of services Reusability Interoperability Componentization
ERP vendors are offering products for transitioning to SOA
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Service Oriented Architecture9-72
Multiple applications can access multiple services
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End of Chapter Content9-73
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Opening Case—Managing in the Digital World: Amazon.com
9-74
35 million customers worldwideInnovations leading to satisfactionExcellent at managing entire supply chain
Both acquiring the right products at the right time and shipping the products to the customers are crucial
12 North American,7 international fulfillment centers
Amazon.com manages fulfillment for Target.com as well as other businesses
Independent retailers can use Amazon.com’s supply chain infrastructure on an as-needed basis
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Three-Dimensional Fabrication
9-75
Fabbing—three-dimensional (3D) printing 2 printer heads
First lays down a fine powder Second head is a gluing agent With each pass of the heads one layer of the model is
done Prototype made in hours vs. days
Fast production of prototypes that are 3-D Usable With moving parts
Hewlett-Packard (HP)—leader 3-D HP printers now available for $1,000
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Outsourcing Your McDonald’s Order
9-76
McDonald’s—One of America’s success stories Founded in 1948 in San Bernardino, California $20 billion business 31,000 locations
Outsourcing the drive-through All stores already had an
Internet connection Orders processed overseas Entered into the queuing system Food quality remains the same
IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 04/20/23IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 04/20/23
SAP—Dietmar Hopp, Hans-Werner Hector, Hasso Plattner, Klaus Tschira, and Claus
Wellenreuther9-77
Former IBM employees80’s—multiple
international subsidiariesLargest software company
39,300 people 3rd largest in terms of revenue
Includes: ERP CRM PLM SCM SRM
IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 04/20/23IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 04/20/23
Census Computers9-78
2006 Census announced $600 million contract for
PDAs for census workers Test run unsuccessful PDAs not equipped for large volume of data Contract overruns
2008 Plans for the PDAs scrapped Contract still paid
IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 04/20/23IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 04/20/23
Customer Relationship Management (CRM)—Targeting or Discriminating?
9-79
CRM can be called a marketer’s dream Getting to know customers Maximizing the benefits gained from customers Customer segmentation Target marketing
Companies need to develop ethical principles of CRM use Establish how data will be used Inform customers about the use of data Refrain from stepping over the ethical/unethical
line
IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 04/20/23IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 04/20/23
RFID on the Rise9-80
Market for RFID is exploding Expected growth from $5.29 billion (2008) to $12.3 billion
(2010) Supply chain elements will account for majority of the growth Second largest growth segment will be consumer items Currently, largest RFID market sector is security and access
control (62.6%), followed by animals (28.8%)
IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 04/20/23IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 04/20/23
Manufacturing9-81
Computer Aided Design (CAD) Create drawings faster Reduce cycle time Improve sharing of designs
3-D drawings and printingComputer-Aided Engineering (CAE)
Testing of features before the first prototype is built
Computer-Aided Manufacturing (CAM) Takes input from CAD system Controls manufacturing of components