ERP Foundation

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Introduction

ERP Paradigm

ERP software platform

ERP marketERP driven enterprise transformation

Review Questions

Enterprise Resource PlanningFoundations



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ERP position in ES

ERP systems respond to the need of onesingle platform that can be able to process

– All transactions within an enterprise e.g.:

• Financial transactions as to record aninvoice on accounting books

• Operational transactions and eventsas recording stock storage orequipment maintenance

• Operations planning procedures asprocessing and optimizing theproduction program of a factory

• Etc.

– Related reporting, DSS and Dashboard

(the so-called MIS - ManagementInformation System)

In short, ERP systems serve the back-endactivities of an enterprise while CRM systemsserve the front-end ones.

Plan Exec Mon

Dash Rep DSS

Ctl Info

EStaxonomy

ES Architecture



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ERP structure overview

Level 1 Suite

Level 2 Module

Level 3 Function

• It is a collection of software applications

• It supports a set of business processes

• It may be more or less wide

• It is made of modules that share one or more data bases

• A module is a software application

• It supports one (or more) business process (e.g. materials

management).• It contains a set of functions

• It supports an elementary activity of a business process (e.g.

“materials picking”)• It reflects one or more Use-Cases

• It is triggered by users or instruments



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•SCM - Supply Chain

Mngt

Management

support

Administration

supportOperations support

ERP cross industry modules

ERP industry modules

extended ERP modules

Procur.

planning

Production

planning

Distribution

planning

Supply

ordersPlant orders

Shipment

orders

Materials

inspection &

warehouse

Production

scheduling

& control

Shipment

scheduling

& control

PLM - Product Life Cycle Management

CRM - Customer

Relationship

Management

Finance

HR mngt

Miscell.

Strategic plng

Budgeting

Activity Based

Costing

Balanced Score

Card

Mngt dashboards

ERP:

industry and cross-industry modules

Sales

Customer Care

Miscellaneous



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ERP structure overview

Associations among entities ofERP suite are many to many:

– Suite-Module: an application (e.g.

Materials Management) may beincluded in different suites and asuite may contain manyapplications

– Module-Function: a function maybe included in many applicationsand an application contains manyfunctions

– Function-Step: a step may be

included in many functions and afunctions contains many steps

Suite (S)

SM

Application

/ Module(M)

Function (F)

Screen /

Steps (P)

MF

FP



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Summary

Livello 1 Suite

Livello 2 Modulo

LIvello 3

Funzione

ERP suites are made of cross industry and industry modules

Each module includes N functions Each function is made of M steps



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From traditional to ERP view of ES

Automation Islands• Separate systems for

separate business

processes andfunctions.

• Systems seldominclude vendors andcustomers

Integration• Business processes

of a wholeenterprise areserved by a singlesoftware system

• Information flowsseamlessly.



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How ERP systems evolved

Systems

Years Stage Stage Scope

1960 1 Inventory Control Inventory and warehouse management

1970 2 Material RequirementPlanning (MRP/ I)

Raw materials to be supplied are calculated by computing the materials needed tosupply the production plan

1980 3 Manufacturing Resource

Planning (MRP/II)

Integration of MRP/I with Production Management and Distribution Management in

one single software platform

1990 4 Enterprise ResourcePlanning (ERP)

Integration of MRP/II with institutional systems (HR, Finance, Management InformationSystems)

2000 5 Extended ERP Integration in ERP systems of a supply chain planning and monitoring operations ofmultiple plants and distribution centers via EAI (Enterprise Application Integration)

2010 6 Integrated ES Integration of enterprise portals and CRM (Customer Relations Management) systemsvia Web services and/ or EAI

ERP systems were born in ManufacturingThey evolved over decades by a gradual integration and differentiationNowadays

• Over 70,000 ERP systems are installed worldwide with over 35 million users• ERP systems include every kind of information and transaction processing in enterprises• Specific versions of ERP systems are used in services industry, retail and other sectorsERP systems are growing because they:• Overcome the mess of incompatible applications that sprung up in most businesses

• Address the need for global information reporting in complex enterprises• Avoid the effort of fixing legacy systems



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Learning objectives

To have an overall view of theERP (Enterprise ResourcePlanning) systems option

To outline the paradigmaticcharacteristics by which ERPsystems are the core of ES

To outline architecture of ERPplatforms

To understand Fit-Gap

Analysis

To understand the impact ofERP systems on Enterprises

ERP



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Introduction

ERP Paradigm



Review Questions




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The ERP Paradigm

Modularity

MANAGEMENT SUPPORT APPLICATIONS

MANAGEMENT DATA

WAREHOUSE

INFORMATION

TRANSFORMATION

OPERATIONAL DATABASE

OPERATIONAL SUPPORT APPLICATIONS

Shared Information NormativeInserimento

Ordine

Invio Acconto

VerificaOrdine

Controlla

Solvibilità

[ <= 5000 Euro ]

Ordina

Spedizione

Convalida

Ordine

[ > 5000 Euro ]

Annulla Ordine

[ Solvibile ]

[ Non Solvibile ]

DirettoreVenditoreCliente

• ERP suite is based on a specific model of enterprise information– Shared information (Unique information),– Extensible and functional modularity– Normative approach

• These characteristics define the ERP Paradigm.



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ERP Paradigm:

Shared Information

Unique & shared Information

– One and only one value for each information.

– Unique database (physically or virtually)

Advantages of a unique database:– Data are synchronized (no redundancy and inconsistency)

– All updates are tracked and available to all the modules

– Single source for management systems

Without a unique database

– Information cannot be used as an enterprise resource (difficult to takedecisions)

– It is almost impossible to govern enterprises geographically distributed

A unique operational information enables a consistent management information

– From a unique database, sales information distributed all over the world arequickly available for reporting through web to the entire management



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ERP Paradigm:

Shared Information vs information islands

• Information islands : a same

information (e.g. credit) is

stored in different instances

in different systems• Point to pint interfaces to

synchronize information

islands

• The effort to develop and

maintain interfaces is oftenequal or bigger than the one

for applications

• Multiple and often contrasting

versions / value of the sameinformation: which I the true

one?



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Shared Information: updates tracking

To track = record data of all updates

Tracking information implies to record every document (paper or

digital) associated to events that updates the database e.g.:– The withdraw of an item from a warehouse is tracked by two

documents:

•Request for withdraw

•The withdraw

– Every account transaction is tracked by:

•Input document, that records the transaction to be registered(e.g. supplier bill)

•Output documents, that updates the accounting books



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Shared Information: updates tracking

The data model implied by trackingrequirements

– Associates to any Master (M)record all the series of relatedevents and/or documents (E),e.g.: in a warehouse, to themaster information on eachstock item information on eventsare associated

– Fixes updating errors by a newevent (a wrong stored quantity iscorrected by a reversetransaction)

– Logs all changes to theinformation contained in eachrecord in terms of

• update record,• before image• after image

Therefore, the system can roll back

Master

(M)

ME

Event (E)

MU

Updates (E)



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MANAGEMENT SUPPORT APPLICATIONS

MANAGEMENT DATA WAREHOUSE

INFORMATIONTRANSFORMATION

OPERATIONAL DATA BASE

OPERATI ONAL SUPPORT APPL I CAT I ONS

Shared Information:

unique management information



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Shared Information:

unique management information

By a unique data on operations,

management data can be unique too

A large insurance, thanks to a uniquewarehouse, can plan and control the

insurance customer proposals andclaims

A multinational in the tire businesscan consolidate in almost real timeworldwide sales, stock and suppliesand distribute information to thesmartphones of managers

MANAGEMNT SUPPORT APPLICATIONS

MANAGEMENT DATAWAREHOUSE

INFORMATIONTRANSFORMATION

OPERATIONAL DATA BASE

OPERAT I ONAL SUPPORT APPL I CAT ION S



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Shared Information

Enterprise Application Integration

In a mature ERP stage (5/6) integration is a key issue

Many companies purchase ERP, SCM, and a CRM modules from differentvendors and therefore should link those modules trough an integration

middleware

Integration middleware includes several different types of software whichsit in the middle of modules and provide connectivity between two ormore software applications

Enterprise Application Integration (EAI) are middleware packages thatreduce the effort needed for integrating applications of multiple vendors

By contrast a custom made point-to-point integration will eventually result

in a mess that is hard to maintain and is referred to as spaghetti.– The links L for point-to-point connections of n modules, is L = n((n-1)/2.

– With 10 applications to be integrated 10X9/2 = 45 connections areneeded.



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ERP paradigm : Modularity

ERP database

SAP R/3 example

• Selecting an ERP is alike LEGO: multiple strategies apply•One-vendor strategy•“Best of the bread” strategy (modules from different vendors)•Mixed strategies

• With heterogeneous systems LEGO may result hard.



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ERP paradigm : Modularity

Modularity

– A suite combines a set of moduleswith a common kernel

– LEGO implementation

– An enterprise selects the modules itrequires

Multi-nationality

– Multi-language support– Various notations

– Local add-ons

Multi-industry– The same platform supports several

enterprise from different industries

SAP R/3 example

ERP database



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ERP paradigm : Modularity: example

SAP R/3 for Manufacturing

– SD Sales And Distribution

– MM Materials Management

– PP Production Planning– QM Quality Management

– PM Plant Management

– HR Human Resource

– FI Finance– CO Controlling

– AM Asset Management

– PS Project

– WF Work Flow– IS Information System (Summary

Data)



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ERP paradigm : Normative Approach

Inserimento

Ordine

Invio Acconto

Verifica Ordine

Controlla

Solvibilità

[ <= 5000 Euro ]

Ordina

Spedizione

Convalida

Ordine

[ > 5000 Euro ]

Annulla Ordine

[ Solvibile ]

[ Non Solvibile ]

DirettoreVenditoreCliente

An ERP platform is an almost ready to use software

An ERP platform embodies a functional model of

– Business Processes• Users• Activity sequence and steps• Activity business rules

– Information• Document formats• Information model

Such ERP model is to be considered a normativemodel and it is also called «best practice» e.g.:

– A material may be accepted if and only if it has beenordered

– A material can be ordered if and only if has beenrequested.

The user enterprise should decide what to do– modifying their behavior to comply with ERP model

– modifying ERP to comply with their behavior



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The functional model l incorporated in ERP platforms revolutionizes thedesign approach :

– Custom applications : from business process to software

– ERP applications :•Software functions are mapped on the as-is or to-be business process

•By a fit –gap analysis the designer decides if to change software orthe process

BUSINESS

PROCESS

ANALYSIS

SYSTEM

SPECS

SOFTWARE

DEVELOPMENT

BUSINESS

PROCESS

ANALYSIS

FIT GAP

ANALYSIS

SOFTWARE

CUSTOMIZATION&

PROCESS TUNING

d h



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Fit-Gap analysis - an example

Activities As-is logic ERP logic Changes of

business process

Changes of

software

MaterialsReceiving

Pure recording; no control onsupply order

Control on supply order; materialsaccepted if and only if covered by a

supply order

Business processto be fitted to ERP

rules

------------

Quality

Control

Quality rules specialized by

material and supplier

Bare record no quality control rules --------------- Software to be

modified (Plug-in)

Stocking ofmaterials

Rules guide the selection ofthe warehouse cell where

materials should be stocked

Bare record of the event --------------- Software to bemodified (Plug-in)

Picking Rules guide the selection of

the warehouse cell where

from materials should be picked

Bare record of the event --------------- Software to be

modified (Plug-in)

Inventory

variance

Overwrite the database Inventory values are updated by ad

hoc transactions and changes are

logged in the database

Business process

to be fitted to ERP

rules

------------



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Introduction

ERP Paradigm



Review Questions


ERP l f hi



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ERP platform : architecture

An ERP Software Package is made of three main layers

– DBMS

– Kernel : low level services

•Data access•Execution logic of elementary tranbsactions

•Interface with other SW pakages

•Monitoring and administration of the sw application•User priveilege management

•Etc.

– Package : it groups similar functions e.g. Accounting or Materials

Management, that are typically cinfigured by industry and therforecalled Industry Solution.



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ERP platform : function execution

traditional SAP R/3

The classic SAP R/3 runs with a “fat client”

architecture

A function (e.g. record a document) is

performed by a series of elementary steps1. The user selects the function form a menu by

entering the transaction code in the command

row

2. The server compiles the program

3. The server loads the compiled program on the

client

4. The client displays the screens and enters data

5. The server processes the subsequent screen

6. The server transmits the new screen to the

client that follows the flow till the end

The example shows

– Slow execution because of the many screens– High dependability thanks to the “fat client”

architecture

Nowadays transactions are wrapped and called via web

services or API e.g. SOAP (Service Oriented Application

Interface), RFC (Remote Function Call)

l f ll



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ERP platform : installation

The predefiend functions are installed by

– Function selection

– Parameter definition of selected functions

• Localization (Currrency, Taxes , etc...),• Stock management policy

• Rule definition in specific tables

ERP platform: customization



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ERP platform: customization

Customization follows a Fit-Gap Analysis

In SAP customization includes

– Creation of new tables, by a specific table management interface

– Coding of new functions (often ABAP language) that specifies

•Activity flow•Controls

•Trigger

With other platforms customization is similar: the engineer cerates anew object by modifying / customizing an existing one

Customization: SAP example



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Customization: SAP example

Gap Analysis

Customization list----------------------------

Tables Function

Description

Screen

Customization follows a Fit-Gap Analysis

In SAP customization includes

– Creation of new tables, by a specific tablemanagement interface

– Coding of new functions (often ABAP language) thatspecifies

• Activity flow

• Controls

• Trigger

With other platforms customization is similar: theengineer creates a new object by modifying /customizing an existing one



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Introduction

ERP Paradigm



Review Questions


ERP market (AMR 2007)



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ERP market (AMR 2007)

From 2007 ERP is considered as a commodity

More than one hundred of vendors

However, only few vendors can cover a large number of industries

– SAP

– Oracle (that bought Peoplesoft e JDEdwards).

– MS

Huge investments are required to develop and maintain a complete selection of modules

Vendor Sales (Milions $) Market Share

SAP 11.753 41%

Oracle 6.044 21%Microsoft 996 3%

Altri 10.027 35%

Total 28.820 100%

ERP market



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ERP market

ERP market includes :

– Level 1platforms for LE/VLE

– Level 2 platforms for SME

– Open Source Software

Worldwide level 1 ERP installations are over 300 K

ERP peaked in EU, USA, Japan from 1992 to 2000

A same proliferation is now happening in fast growing countries

– China

– India

– Malaysia

– Brazil

ERP level 1: SAP story



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ERP level 1: SAP story

1970s: SAP R/1

– 1972: 5 IBM former employees - Dietmar Hopp,

Hans-Werner Hector, Hasso Plattner, Klaus Tschira,

Klaus Wellenreuther – found SAP (Systems Analysis

and Program Development) at Mannheim

(Germany).

– 1973: R/1, an accounting software package is

released, on which software components suite will

be grafted (”R” is for “real-time”).

– End of 1970s: R/2 is developed

1980s: SAP R/2

– 1980s: 50 of the top German 100 enterprises are

SAP customers .

– 1985 : SAP opens in Austria the first branch abroad.

– Late 1980s: SAP enters the stock market and opensbranches in Denmark, Sweden, Italy e USA.

– A multi-lingual and multi-currency version od SAP

R/2 is developed

1990s: SAP R/3

– 1992: SAP R / 3 is released, with a three-tier client-

server architecture (Presentation, Application, Data)

that can run with a wide range of DBMS and OS.

– SAP cooperates with major Systems Integrators and

Software Houses in a SAP certification program.

– Growth is explosive. 1996 begins with over 1.000

customers and ends with 9.000 systems worldwide.

2000s: SOA and ES integration

– Internet drives SAP to release new access modes as

mySAP Workplace.

– The package is recoded in Java and a SOA (Service

Oriented Architecture) is implemented.

– New solutions for PME (All-in-One e SAP Business

One).

– New solutions for CRM and SCM

– New solutions for business intelligence : SAP

Business Warehouse and 2007 acquisition of

Business Objects, leader in the Business Reporting

ERP level 1: Oracle story



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ERP level 1: Oracle story

Oracle, born in 1977around DBMS, enters the ERP market in mid 1990s

In ERP Oracle grows also with multiple acquisitions

– January 2005: Peoplesoft

•PS (founded in 1987) features HR software and whole ERP suite

•In 2003 PS buys JD Edwards (founded in 1977) targeting MLE

– September 2005: acquisition of Siebel

•Founded in 1993 by Tom Siebel & leader in CRM (CustomerRelationship Management)

– 2007: acquisition of Hyperion Solutions

•Founded in 1997

•Targeting Management Information Systems

In 2010s Oracle offers one of the most complete suites for ES targetingmainly VLE/MLE

ERP level 2



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Basic packages :

– Generic modules ready to use (HR, Accounting, Inventory etc.)

“Super-vertical” Packages

– Fashion & Textile (management of size & color),

– Furniture and wood porcessing (wood stock mannagement)

– Etc.

Simplified editions of standard ERP:

– SAP All-in-One

– Microsoft Business Solutions

ASP (Application Service Provider) e SAS (SW as A Service):

SAP-all-in-one: a web page



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SAP all in one: a web page

ERP Open Source



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p

On Source Forge (www.sourceforge.net) 00s ERP Open Source are listed

However the evolution looks slow in terms of:

– Functional Fit : functional support to business processes– Flexibility: add-on development and customization.

– Support: transfer of the knowledge needed to the installation andoperation

Evolution of ERP Systems



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Operational Integration Stages

1970 1980 1990 2000 2010

MaterialRequirementPlanning (MRP)•Ensure materials areavailable for productionand products are available

for delivery to customers.

•Maintain the lowestpossible material andproduct levels in store

•Plan manufacturingactivities, delivery

schedules and purchasingactivities.

ManufacturingResource Planning(MRP/II)•Is based around the Bill ofMaterials,

•Uses a Master ProductionSchedule (MPS) as itsstarting point and

•Uses the three steps ofExplosion, Netting andOffsetting to create theinitial schedule.

EnterpriseResource Planning(ERP)•Materials Planning•Order Entry•Distribution

•General Ledger•Accounting•Shop Floor Control

ExtendedEnterpriseResource Planning•Scheduling•Forecasting•Capacity Planning

•E-Commerce•Warehousing•Logistics

ERP II•Project Management•Knowledge Management•Workflow Management•Customer RelationshipManagement•Human Resource

Management•Portal Capability•Integrated Financials

Evolution of ERP Systems



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Analytical Integration Stages

1960 1980 1990 2000

“Blue book”Batch Statistics•Periodic reports printed onpapers:

•A batch for each report•High cost of information•Multiple sources notconsistent

Information Centre•Ad hoc queries based ongraphical languages

Business Intelligence•Kimball defines the paradigm ofData Warehouse (1991)•Business Objects introduces thefirst reporting suite (1995)•Oracle and others introduceWarehousing platforms (1997-

98)

Strategic EnterpriseManagement /CorporatePerformanceManagement

•Support to plan and controlactivities by integratingoperational information andwarehousing



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Introduction

ERP Paradigm



Review Questions

Enterprise Resource Planning

Foundations

Potential benefits by ERP systems:

f k



- 41-

a framework

41

CHARACTERISTICS OF

CRM SUITE

TRANSFORMATION

OF BUSINESS PROCESSES

POTENTIAL

OPERATIONAL

ADVANTAGES

TRASFORMATION

OF BUSINESS MODEL

POTENTIAL

STRATEGIC ADVANTAGES

OTHER ENABLING TECNOLOGIES

• DATA SHARED ON CUSTOMER AND

PRODUCTS

• MODULARITY & FUNCTIONAL COVERAGE

• NORMATIVE MODEL / BEST PRACTICE

• MULTICHANNEL

• FRONT-END TO BACK-END INTEGRATION

• OPERATIONAL PROCESSES

• MANAGEMENT PROCESSES

• CROSS-COMPANY PROCESSES

• EFFICIENCY & COST

• EFFECTIVENESS & VALUE

• NEW PRODUCTS/ MARKETS / CHANNELS • ADDTIONAL SALES

• PROFIT GROWTH

• BETTER COMPETITIVE POSITION

Benefits and Problems of ERP



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Benefits

– Processes effective and efficient

– Organizations do not need to reinvent processes

•Built-in process based on Industry best practices– Reduce lead time

– No data inconsistency problem

– Lower costs – in Long Run

– Higher profitability

Problems

– Costly – Initial implementation

Benefits and Risks (cost) of ERP



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The ERP challenge



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Change impact:

– Change intensiveness: may affect user behavior, organizationstructure (centralization), jobs, procedures

– Change pervasiveness: ERP is integrated, a change in one ofprocess business affects other processes as well

– Employee resistance: employees do not like to change theircustomary practice (SAP is rather cumbersome)

Project risk:

– Budget overrun 70-200%

– Delayed schedule

– Project rejection

– Unmet functional expectations (in my experience only 1 project outof 3 was a success)

ERP projects:failure cases and risk factors



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failure cases and risk factors

Critical success factors:

– System integrator: EXPERIENCE on PLATFORM and DOMAIN

– Software platform: DEPENDABILITY and SUITABILITY to the industry and size

– User organization: COMMITMENT to CHANGE

Case User System integrator Outcome

Projectmanagement

RequirementsAnalysis

SoftwareTechnology

Deployment &Technology

Fashion /Sport MNC

Low commitmentUnfamiliar with ERPor IT projects

No User TestNo regression test

Poor domainknowledgeNEEDS UNMET

No knowledge ofthe platformoptions

OK BUSINESSDEADLOCKProject terminated

IndustrialMachineryMNC

Low committmentPennywise approach

OK Poor domainknowledge andshort analysis

Fair knowledge ofthe platformoptions

Wrong scaling ofdata serverSYTEM DEADLOCK

Project resumedwith newconsultants

FurnitureMedium

Company

Low committmentUnfamiliar with ERP

or IT projects

Poor to absent No domainknowledge

NEEDS UNMET

OK OK Project terminated

Telecom(Finance)

Fair committmentFamilair with large ITporjectUnfomailair with ERP

OK User forced heavycustomization tofill previous habits

OK OK LABOUR BURDENSystem replacedafter one year



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Introduction

ERP Paradigm

ERP Benefits and RisksReview Questions

Enterprise Resource Planning

Foundations

Review Questions



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1. What is the main purpose of ERP?

2. Describe the main characteristics of the ERP Paradigm: sharedinformation, modularity, normative.

3. Which are the benefits and the challenges of ERP?

4. Which are the main evolution steps of ERP (MRP, ERP, ERP II)?

5. Which are the main vendors of ERP?

References



- 48-

Venkatraman N. (1994) IT enabled business transformation: from automation to business scope redefinition, Sloan ManagementReview, Vol. 35, n. 2, Winter, p 74-88

Davenport T. H. (1998) Putting the enterprise into the enterprise system, Harvard Business Review, 75 (4).

Volkoff O., Chan Y.E., Newson P.E.F.(1999) Leading the development and implementation of collaborative interorganizationalsystems, Information and Management, 35 (1999) pp 63-75

Holland, C.P., Light, B. (1999) Global enterprise resource planning implementation, Systems Sciences, 1999. HICSS-32. in:Proceedings of the 32nd Annual Hawaii International Conference, 10 pp.

Ming-Ling C., Shaw, W.H. (2000) Distinguishing the critical success factors between e-commerce, enterprise resource planning,and supply chain management, Engineering Management Society, Page(s): 596-60

Mabert Vincent A., Soni Ashok, Venkatraman M.A. (2001), Enterprise Resource Planning: common myths versus evolving reality,Business Horizons, May-June, pp 69-75

Ross J.W., Vitale M.R. (2000), The ERP revolution: surviving versus thriving, Information systems frontiers 2 (2), pp 233- 241

Scheer, A. W., Habermann, F. (2000). Making ERP a Success, Communications of the ACM, 43(4), 57-61.

Somers T.M., Nelson K. (2001), The impact of critical success factors across the stages of enterprise resource planningimplementations, 34th Hawaii International Conference on Systems Science

Murphy K.E., Simon S.J (2001) Using cost benefit analysis for enterprise resource planning project evaluation: a case for including

intangibles, in: Proceedings of the 34th Annual Hawaii International Conference on System Sciences, pp 2955 -2965

Motwani J. Mircahandani D., Madan M., Gunasekaran A. (2002) Successful implementation of ERP projects: evidence from twocase studies, International Journal of Production Economics, 75, pp. 83-96

Motta G. (2002) Paradigma ERP e trasformazione della impresa, Mondo Digitale, n.1, pp 26-36

References



- 49-

Umble Elisabeth J., Haft Ronald R. and Umble M. Michael (2003) Enterprise resource planning: Implementation procedures andcritical success factors, European Journal of Operational Research, Volume 146, Issue 2, 16 April 2003, Pages 241-257

Reuther, D. Chattopadhyay, G. (2004) “Critical factors for enterprise resources planning system selection and implementationprojects within small to medium enterprises”, Engineering Management Conference, 2004. Proceedings, 2004 , pp 851 - 855Vol.2

Hendricks Kevin B., Singhal Vinod R., and Stratman Jeff K. (2007) “The impact of enterprise systems on corporate performance: Astudy of ERP, SCM, and CRM system implementations”, Journal of Operations Management, Volume 25, Issue 1, January 2007,Pages 65-82

Moon Y.B. (2007) “Enterprise Resource Planning (ERP): a review of the literature”, International Journal of Management andEnterprise Development, Volume 4, Number 3 / 2007, Pages: 235 - 264

By Pan, Ming-Ju, Jang, Woan-Yuh (2008) , “Determinants of the adoption of enterprise resource planning within the technology-organization-environment framework: Taiwan's communications industry”, The Journal of Computer Information Systems, April 12008

Ngaia E.W.T., Law C.C.H., Wata F.K.T. (2008) “Examining the critical success factors in the adoption of enterprise resourceplanning” , Computers in Industry, Volume 59, Issue 6, August 2008, Pages 548-564

Wang, X, Zhou X. (2009) “Information resources planning based on enterprise architecture”, Service Operations, Logistics andInformatics, 2009. SOLI '09. IEEE/INFORMS International Conference on, pp 230 - 234

Yang W.,Liu H., Shi J., (2010) “The design of printing enterprise resources planning (ERP) software” abstract InformationManagement and Engineering (ICIME), 2010 The 2nd IEEE International Conference on, 16-18 April 2010 , 151 – 154

References



- 50-

Manuals– ASAP world consultancy & Blain J. (1999), Using SAP R/3, 1164 pages [complete manual on

SAP modules, includes implementation issues ]

– Oswald G., Hummel U. (1999), SAP R/3 implementation with ASAP, Hartwig Brand, [completeguide on ASAP, the specific implementation methodology proposed by SAP itself ]

– Rockefeller B.W. (1999), Using SAP R/3 FI , John Wiley [a guide that explains the financial

module of SAP called FI for Finance]– Oon, R.D.(2010), Open ERP, Pearson [illustration of the ADampiere project ]

Text– Bancroft N.H., Seip H., Sprengel A. (1996), Implementing SAP R/3, Manning [an illustration of

ABAP methodology ]

– Buck-Emden R., Galimow J. (1996), SAP r/3 A client / server technology, Addison Wesley [ahigh level illustration of SAP architecture ]

– Curran T., Keller G. (1998), SAP business blueprint, Prentice Hall [an illustration of businessprocess reengineering for SAP projects; obsolete and of mere historical value]

– Norris G., Hurley J.R., Hartley K.H., Dunleavy J.R., Balls J.D. (2000), e-Business and ERP, JohnWiley [a management oriented assessment of the web impact on ERP; obsolete and of mere

historical value]– Bradford M. Modern ERP(2008), H&M books [management oriented university text on ERP ]

– Krigsman M.(2011), Why new systems fail, Course Technology [a very informal illustration ofbad project experiences ]

Documents

ERP Foundation