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Fang Zhao, 2004 (pp. 675-689) mentions that the role of production planning's integration is to further produce a higher level of efficiency in all aspects of transactions. This includes higher transaction velocities for BOM Master Data use, more accurate use of both logical and physical BOMs, and the critical integration links to inventory management, MRP synchronization and demand management interfaces to enable a higher level of transaction accuracy and responsiveness on the part of manufacturing. SAP's Production Planning Module has been designed to support these workflows, and as SAP dominates process industries, the ERP provider has includes the PP-PI module for Oil and Gas. The following figure shows an example of the process workflow of the SAP R/3 PP Module being used in a furniture manufacturing company. Figure 3 illustrates how critical integration of the SAP R/3 PP Module is to legacy and 3rd party systems including those from Viewlocity and SmartTeam, two systems that manage product data and also manage the manufacturing execution system (MES) integration to the production planning system. The majority of the process workflow is based on the PP Module from SAP, showing a workflow that supports S&OP, MRP and Demand Management process functions.
Figure 3: Process Workflow showing SAP R/3 system and legacy system integration (Source: SAP Sapphire presentation, 2007)
The implications to manufacturers of relying on the SAP R/3 PP Module are measured in attaining financial performance gains as well. An example of this is shown in the following table of results accumulated through the research completed byThang N. Nguyen, 2005 (et. al.), Mahesh Gupta, Amarpreet Kohli, 2006 (pp. 687-696) and Fang Zhao, 2004 (et. al.).
Summary
The implications of streamlining manufacturing, procurement, supply chain, and the many customer-facing processes through the use of ERP systems have significant financial implications on the organizations adopting them. The many challenges of installing SAP R/3 into heterogeneous environments as discussed in this paper show that Order Management and Production Planning Modules make significant contributions to the organizations that have constructed their enterprise systems around them. The role of Production Planning specifically to align purchasing, procurement to demand management is one of...
Analyzing convergence alternatives across existing SAP solutions. Industrial Management + Data Systems, 104(8/9), 722-734. Retrieved November 24, 2007, from ABI/INFORM Global database. (Document ID: 773804071).
Mahesh Gupta, Amarpreet Kohli, 2006. Enterprise resource planning systems and its implications for operations function. Technovation, 26(5,6), 687-696. Retrieved November 26, 2007, from ABI/INFORM Global database. (Document ID: 1006962051).
Mike Kennerley, Andy Neely, 2001. Enterprise resource planning: analysing the impact. Integrated Manufacturing Systems, 12(2), 103-113. Retrieved November 26, 2007, from ABI/INFORM Global database. (Document ID: 119045895).
Pernille Kraemmergaard, Jeremy Rose, 2002. Managerial Competences for ERP Journeys. Information Systems Frontiers: Special Issue: Information Systems: Modeling and Analysis, 4(2), 199. Retrieved November 23, 2007, from ABI/INFORM Global database. (Document ID: 338583171).
Purnendu Mandal, a Gunasekaran, 2002. Application of SAP R/3 in online inventory control. International Journal of Production Economics, 75(1-2), 47-55. Retrieved November 27, 2007, from ABI/INFORM Global database. (Document ID: 109663765).
Thang N. Nguyen, 2005. Scalable E-Business Integration. Journal of American Academy of Business, Cambridge, 6(1), 135-142. Retrieved November 25, 2007, from ABI/INFORM Global database. (Document ID: 774833731).
Marit Schallert, 2003. Business process redesign in travel management in an SAP R/3 upgrade project -- a case study. Annals of Cases on Information Technology, 5, 319-332. Retrieved November 24, 2007, from ABI/INFORM Global database. (Document ID: 434392071).
Judy E. Scott, Iris Vessey, 2000. Implementing Enterprise Resource Planning Systems: The Role of Learning from Failure. Information Systems Frontiers, 2(2), 213-232. Retrieved November 24, 2007, from ABI/INFORM Global database. (Document ID: 404810101).
O'Leary, D.E., 2000. Enterprise Resource Planning Systems - Systems, Life Cycle, Electronic Commerce and Risk, Cambridge University Press, New York pp. 36, 234-270.
Fang Zhao, 2004. Management of information…
References
Thomas Gulledge, Rainer Sommer, George Simon, 2004. Analyzing convergence alternatives across existing SAP solutions. Industrial Management + Data Systems, 104(8/9), 722-734. Retrieved November 24, 2007, from ABI/INFORM Global database. (Document ID: 773804071).
Mahesh Gupta, Amarpreet Kohli, 2006. Enterprise resource planning systems and its implications for operations function. Technovation, 26(5,6), 687-696. Retrieved November 26, 2007, from ABI/INFORM Global database. (Document ID: 1006962051).
Mike Kennerley, Andy Neely, 2001. Enterprise resource planning: analysing the impact. Integrated Manufacturing Systems, 12(2), 103-113. Retrieved November 26, 2007, from ABI/INFORM Global database. (Document ID: 119045895).
Pernille Kraemmergaard, Jeremy Rose, 2002. Managerial Competences for ERP Journeys. Information Systems Frontiers: Special Issue: Information Systems: Modeling and Analysis, 4(2), 199. Retrieved November 23, 2007, from ABI/INFORM Global database. (Document ID: 338583171).
The SME can then refine the description of the requirements and the formulation of the company's questions to the vendors. Each requirement is ranked according to the risks and opportunities identified by each user group and an aggregate of the data allows the user groups opinions to be consolidated (Krystkowiak et al., 2004). Finally, Figure 3 below is an OPAL screen that shows how the SME weights each requirement by
Role-based ERP systems are critical for the siloed, highly inefficient architectures of legacy ERP systems to be made more relevant, contribute greater financial performance, and lead to higher levels of overall customer satisfaction. c. Purpose of the study The purpose the study is evaluate how enterprises who adopt role-based ERP system implementations are able to attain higher levels of financial and operations-based performance vs. those that rely on silo-based, more functionally
The Black & Decker DOM system aligns with the Distributed Order Management (DOM) Hierarchical Model shown in Figure 1 as is shown in the Appendix of this study. This model conceptually illustrates how the Black & Decker supply chain, DOM, and distribution networks are integrated with each other (Johnson, 2003, et.al.). The Data Services of Black & Decker, as defined by its customer- and shipment history databases, anchor the model,
..ERP combines them all together into a single, integrated software program that runs of a single database so that the various departments can more easily share information and communicate with each other." (Pang, 2001) the work of Les Pang (2001) entitled: "Manager's Guide to Enterprise Resource Planning (ERP) Systems" published in the Information Systems Control Journal informs this study that over the past ten years an organizations have significantly experienced
global strategic alliances that exist between two companies in the computer industry. Hewlett Packard and SAP are the two companies selected for evaluations here. A brief overview of the companies will be provided. HP is a leading provider of products, technologies, solutions and services to consumers and businesses. HP offers services spanning IT infrastructure, personal computing and access devices, global services, and imaging and printing. (HP.com, 2005) William Hewlett
This approach to defining a performance-based taxonomy will also allow for a more effective comparison within industries as well. All of these factors taken together will provide enterprise computing buyers with more effective foundations of arguing for more thorough measures of application performance. The net result will be much greater visibility into how cloud computing is actually changing the global economics of the enterprise computing industry. III. Final Report: Introduction The foundational