Enterprise resource planning - Wikipedia, the free encyclopedia

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nterprise resource planning - Wikipedia, the free encyclopedia

Enterprise resource planningFrom Wikipedia, the free encyclopedia

This article appears to contain a large number ofbuzzwords. Specific

concerns can be found on the Talk page. Please improve this article if you ca

(May 2010)

Enterprise Resource Planning (ERP) is an integrated computer-based system used to man

internal and external resources, including tangible assets, financial resources, materials, and h

resources. Its purpose is to facilitate the flow of information between all business functions ins

the boundaries of the organization and manage the connections to outside stakeholders. Built

centralized database and normally utilizing a common computing platform, ERP systems conso

all business operations into a uniform and enterprise-wide system environment.[1]

An ERP system can either reside on a centralized server or be distributed across modular hard

and software units that provide "services" and communicate on a local area network. The

distributed design allows a business to assemble modules from different vendors without the n

for the placement of multiple copies of complex and expensive computer systems in areas whi

will not use their full capacity.[2]

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Contents[hide]

1 Origin of the term

2 Components / Modules

3 Commercial applications

4 History

5 Implementation

6 Data Migration

r 6.1 Process preparation

r 6.2 Configuration

7 Connectivity to Plant Floor Information

8 Consulting services

r 8.1 "Core system" customization vs configuration

r 8.2 Extensions

9 Advantages

10 Disadvantages

11 See also

12 References

13 Further reading

Origin of the term

The initialism ERP was first employed by research and analysis firm Gartner Group in 1990[3]

extension of MRP (Material Requirements Planning; later manufacturing resource planning[4])

CIM (Computer Integrated Manufacturing), and while not supplanting these terms, it has come

represent a larger whole. It came into use as makers of MRP software started to develop softw

applications beyond the manufacturing arena.[5] However, this does not mean that ERP packa

have typically been developed from a manufacturing core. Many of the major players started t

development of an integrated package from other directions, such as accounting, maintenance

human resources management. ERP systems now attempt to cover all core functions of an

enterprise, regardless of the organization's business or charter. These systems can now be fou

non-manufacturing businesses, non-profit organizations and governments.[6]

To be considered an ERP system, a software package should have the following traits:

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Should be integrated and operate in real time with no periodic batch

updates.[citation needed

]

All applications should access one database to prevent redundant data and multiple data

definitions.

All modules should have the same look and feel.

Users should be able to access any information in the system without needing integration

on the part of the IS department.[7]

Components / Modules

Transactional Backbone

r Financials

r Distribution

r Human Resources

r Product lifecycle management

Advanced Applications

r Customer Relationship Management (CRM)

r Supply chain management software

Purchasing

Manufacturing

Distribution

r Warehouse Management System

Management Portal/Dashboard

r Decision Support System

These modules can exist in a system or can be utilized in an ad-hoc fashion.

Commercial applications

Manufacturing

Engineering, bills of material, work orders, scheduling, capacity, workflow management,

quality control, cost management, manufacturing process, manufacturing projects,

manufacturing flow

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Ting Vit

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Supply chain management

Order to cash, inventory, order entry, purchasing, product configurator, supply chain

planning, supplier scheduling, inspection of goods, claim processing, commission calcula

Financials

General ledger, cash management, accounts payable, accounts receivable, fixed assets

Project management

Costing, billing, time and expense, performance units, activity management

Human resources

Human resources, payroll, training, time and attendance, rostering, benefits

Customer relationship management

Sales and marketing, commissions, service, customer contact, call-center support

Data services

Various "self-service" interfaces for customers, suppliers and/or employees

Access control

Management of user privileges for various processes

History

The term "Enterprise resource planning" originally derived from manufacturing resource plann

(MRP II) that followed material requirements planning (MRP).[8] MRP evolved into ERP when

"routings" became a major part of the software architecture and a company's capacity plannin

activity also became a part of the standard software

activity.[citation needed

] ERP systems typically handle the

manufacturing, logistics, distribution, inventory, shipping, invoicing, and accounting for a comp

ERP software can aid in the control of many business activities, including sales, marketing, del

billing, production, inventory management, quality management, and human resource

management.[citation needed

]

ERP systems saw a large boost in sales in the 1990s as companies faced theY2Kproblem in t

legacy systems. Many companies took this opportunity to replace such information systems wi

ERP systems. This rapid growth in sales was followed by a slump in 1999, at which time most

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companies had already implemented theirY2Ksolution.[9]

ERP systems are often incorrectly called back office

systems , indicating that customers and the general public are not directly

involved. This is contrasted with front office

systems like customer relationship management (CRM) systems that deal dir

with the customers, or the eBusiness systems such as eCommerce, eGovernment, eTelecom, a

eFinance, or supplier relationship management (SRM)

systems.[citation needed

]

ERP systems are cross-functional and enterprise-wide. All functional departments that are invo

in operations or production are integrated in one system. In addition to areas such as

manufacturing, warehousing, logistics, and information technology, this typically includes

accounting, human resources, marketing and strategic

management.[citation needed

]

ERP II, a term coined in the early 2000s, is often used to describe what would be the next

generation of ERP software. This new generation of software is web-based and allows both

employees and external resources (such as suppliers and customers) real-time access to the

system's data.

EAS Enterprise Application Suite is a new name for formerly developed ERP systems which

include (almost) all segments of business using ordinary Internet browsers as thin

clients.[citation needed

]

Though traditionally ERP packages have been on-premise installations, ERP systems are now a

available as Software as a Service.

Best practices are incorporated into most ERP vendor's software packages. When implementin

ERP system, organizations can choose between customizing the software or modifying their

business processes to the "best practice" function delivered in the "out-of-the-box" version of

software.[citation needed

]

Prior to ERP, software was developed to fit individual processes of an individual business. Due

the complexities of most ERP systems and the negative consequences of a failed ERP

implementation, most vendors have included "Best Practices" into their software. These "Best

Practices" are what the Vendor deems as the most efficient way to carry out a particular busin

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process in an Integrated Enterprise-Wide system.[10] A study conducted by Ludwigshafen

University of Applied Science surveyed 192 companies and concluded that companies which

implemented industry best practices decreased mission-critical project tasks such as configura

documentation, testing and training. In addition, the use of best practices reduced over risk by

71% when compared to other software implementations.[11]

The use of best practices can make complying with requirements such as IFRS, Sarbanes-Oxle

Basel II easier. They can also help where the process is a commodity such as electronic funds

transfer. This is because the procedure of capturing and reporting legislative or commodity co

can be readily codified within the ERP software, and then replicated with confidence across mu

businesses who have the same business

requirement.[citation needed

]

Implementation

Businesses have a wide scope of applications and processes throughout their functional units,

producing ERP software systems that are typically complex and usually impose significant chan

on staff work practices.[12] Implementing ERP software is typically too complex for in-house

developers, lacking the required skills, so it is desirable and advisable to hire outside consultan

who are professionally trained to implement these systems.[1] This is typically the most cost-

effective way.

[2]

There are three types of services that may be employed - Consulting,

Customization, and Support.[12] The length of time to implement an ERP system depends on t

size of the business, the number of modules, the extent of customization, the scope of the cha

and the willingness of the customer to take ownership for the project. ERP systems are modul

they don't all need be implemented at once. Implementation can be divided into various stage

phase-ins. The typical project is about 14 months and requires around 150 consultants.[13] A s

project (e.g. a company of less than 100 staff) can be planned and delivered within 39 mont

however, a large, multi-site or multi-country implementation can take

years.[citation needed

] The length of the implementations is clo

tied to the amount of customization desired.[13]

To implement ERP systems, companies often seek the help of an ERP vendor or a third-party

consulting company. Consulting firms typically provide three areas of professional services:

consulting, customization, and support. The client organization can also employ independent

program management, business analysis, change management, and UAT specialists to ensure

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business requirements remain a priority during

implementation.[citation needed

]

Data Migration

Data migration is one of the most important activities in determining the success of an ERP

implementation. Since many decisions must be made before migration, a significant amount o

planning must occur. Unfortunately, data migration is the last activity before the production ph

of an ERP implementation, and therefore receives minimal attention due to time constraints. T

following are steps of a data migration strategy that can help with the success of an ERP

implementation:[14]

1. Identify the data to be migrated

2. Determine the timing of data migration

3. Generate the data templates

4. Freeze the tools for data migration

5. Decide on migration-related setups

6. Decide on data archiving

Process preparation

ERP vendors have designed their systems around standard business processes, based upon be

business practices. Different vendor(s) have different types of processes but they are all of a

standard, modular nature. Firms that want to implement ERP systems are consequently forced

adapt their organizations to standardized processes as opposed to adapting the ERP package t

existing processes.[15] Neglecting to map current business processes prior to starting ERP

implementation is a main reason for failure of ERP projects.[16] It is therefore crucial that

organizations perform a thorough business process analysis before selecting an ERP vendor an

setting off on the implementation track. This analysis should map out all present operational

processes, enabling selection of an ERP vendor whose standard modules are most closely align

with the established organization. Redesign can then be implemented to achieve further proce

congruence. Research indicates that the risk of business process mismatch is decreased by:

linking each current organizational process to the organization's strategy;

analyzing the effectiveness of each process in light of its current related business capabilit

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understanding the automated solutions currently implemented.[17][18]

ERP implementation is considerably more difficult (and politically charged) in organizations

structured into nearly independent business units, each responsible for their own profit and los

because they will each have different processes, business rules, data semantics, authorization

hierarchies and decision centers.[19] Solutions include requirements coordination negotiated by

local change management professionals or, if this is not possible, federated implementation us

loosely integrated instances (e.g. linked via Master Data Management) specifically configured a

or customized to meet local needs.[citation needed

]

A disadvantage usually attributed to ERP is that business process redesign to fit the standardiz

ERP modules can lead to a loss of competitive advantage. While documented cases exist wher

has indeed materialized, other cases show that, following thorough process preparation, ERP

systems can actually increase sustainable competitive advantage.

[20][21]

Configuration

Configuring an ERP system is largely a matter of balancing the way you want the system to wo

with the way the system lets you work. Begin by deciding which modules to install, then adjus

system using configuration tables to achieve the best possible fit in working with your compan

processes.[citation needed

]

Modules Most systems are modular simply for the flexibility of implementing some functions

not others. Some common modules, such as finance and accounting are adopted by nearly all

companies implementing enterprise systems; others however such as human resource

management are not needed by some companies and therefore not adopted. A service compa

for example will not likely need a module for manufacturing. Other times companies will not a

a module because they already have their own proprietary system they believe to be superior.

Generally speaking, the greater the number of modules selected, the greater the integration

benefits, but also the increase in costs, risks and changes

involved.[citation needed

]

Configuration Tables A configuration table enables a company to tailor a particular aspect of

system to the way it chooses to do business. For example, an organization can select the type

inventory accountingFIFO or LIFO it will employ, or whether it wants to recognize revenue

geographical unit, product line, or distribution

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channel.[citation needed

]

So what happens when the options the system allows just aren't good enough? At this point a

company has two choices, both of which are not ideal. It can re-write some of the enterprise

systems code, or it can continue to use an existing system and build interfaces between it and

new enterprise system. Both options will add time and cost to the implementation process.

Additionally they can dilute the systems integration benefits. The more customized the system

becomes the less possible seamless communication between suppliers and

customers.[citation needed

]

Connectivity to Plant Floor Information

ERP systems connect to real-time data and transaction data (data accumulated into collections

deliver sets of information) in a variety of ways. These systems are typically configured by Sys

Integrators, able to bring their unique knowledge on process, equipment and vendor solutions

Direct Integration ERP systems include connectivity (communications to plant floor equipm

as part of their product offering. This requires the ERP system developers to offer specific sup

for the variety of plant floor equipment that they want to interface with. ERP Vendors must be

expert in their own products, and connectivity to other vendor products, often those offered b

competitors.

Relational Database (RDB) I ntegration ERP systems connect to plant floor data source

through a Relational Database Staging Table. Plant floor systems will deposit the necessary

information into a Relational Data Base. The ERP system will remove and use the information

the RDB Table. The benefit of RDB Staging is that ERP vendors do not need to get involved in

complexities of plant floor equipment integration. Connectivity becomes the responsibility of th

System Integrator.

EATM (Enterprise Transaction Modules) These devices have the ability to communicate

directly with plant floor equipment and will transact data with the ERP system in methods best

supported by the ERP system. Again, this can be through a staging table, Web Services, or thr

system specific business systemAPIs. The benefit of an EATM is that it offers a complete, off

shelf solution, minimizing long term costs and customization.

Custom Integrated Solutions Many system integrators designs offer custom crafted solu

created on a per instance basis to meet site and system requirements. There are a wide variet

http://en.wikipedia.org/wiki/Wikipedia:Citation_neededhttp://en.wikipedia.org/wiki/Wikipedia:Citation_neededhttp://en.wikipedia.org/wiki/Systems_integratorhttp://en.wikipedia.org/wiki/Systems_integratorhttp://en.wikipedia.org/wiki/Relational_databasehttp://en.wikipedia.org/wiki/Systems_integratorhttp://en.wikipedia.org/wiki/Eatmhttp://en.wikipedia.org/wiki/Apihttp://en.wikipedia.org/wiki/Apihttp://en.wikipedia.org/wiki/Eatmhttp://en.wikipedia.org/wiki/Systems_integratorhttp://en.wikipedia.org/wiki/Relational_databasehttp://en.wikipedia.org/wiki/Systems_integratorhttp://en.wikipedia.org/wiki/Systems_integratorhttp://en.wikipedia.org/wiki/Wikipedia:Citation_neededhttp://en.wikipedia.org/wiki/Wikipedia:Citation_needed


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communications drivers available for plant floor equipment and there are separate products th

have the ability to log data to relational database tables. Standards exist within the industry to

support interoperability between software products, the most widely known being OPC, manag

by the OPC Foundation. Custom Integrated Solutions typically run on workstation or server cla

computers. These systems tend to have the highest level of initial integration cost, and can ha

higher long term cost in terms on maintenance and reliability. Long term costs can be minimiz

through careful system testing and thorough documentation.

Consulting services

Many organizations do not have sufficient internal skills to implement an ERP project. This res

many organizations offering consulting services for ERP implementation. Typically, a consulting

team is responsible for the entire ERP implementation

including:[citation needed ]

1. selecting

2. planning

3. training

4. testing

5. implementation

6. delivery

of any customized modules. Examples of customization includes creating processes and report

compliance; additional product training; creation of process triggers and workflow; specialist a

to improve how the ERP is used in the business; system optimization; and assistance writing

reports, complex data extracts or implementing Business

Intelligence.[citation needed

]

For most mid-sized companies, the cost of the implementation will range from around the list

of the ERP user licenses to up to twice this amount (depending on the level of customization

required). Large companies, and especially those with multiple sites or countries, will often spe

considerably more on the implementation than the cost of the user licensesthree to five time

more is not uncommon for a multi-site

implementation.[citation needed

]

Unlike most single-purpose applications, ERP packages have historically included full source co

http://en.wikipedia.org/wiki/List_of_automation_protocolshttp://en.wikipedia.org/wiki/OPC_Foundationhttp://en.wikipedia.org/wiki/Wikipedia:Citation_neededhttp://en.wikipedia.org/wiki/Wikipedia:Citation_neededhttp://en.wikipedia.org/wiki/Wikipedia:Citation_neededhttp://en.wikipedia.org/wiki/Wikipedia:Citation_neededhttp://en.wikipedia.org/wiki/Wikipedia:Citation_neededhttp://en.wikipedia.org/wiki/Wikipedia:Citation_neededhttp://en.wikipedia.org/wiki/OPC_Foundationhttp://en.wikipedia.org/wiki/List_of_automation_protocols


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and shipped with vendor-supported team IDEs for customizing and extending the delivered co

During the early years of ERP the guarantee of mature tools and support for extensive

customization was an important sales argument when a potential customer was considering

developing their own unique solution in-house, or assembling a cross-functional solution by

integrating multiple "best of breed" applications.[citation needed

"Core system" customization vs configuration

Increasingly, ERP vendors have tried to reduce the need for customization by providing built-in

"configuration" tools to address most customers' needs for changing how the out-of-the-box c

system works. Key differences between customization and configuration include:

Customization is always optional, whereas some degree of configuration (e.g., setting up c

profit centre structures, organisational trees, purchase approval rules, etc.) may be neede

before the software will work at all.

Configuration is available to all customers, whereas customization allows an individual

customer to implement proprietary "market-beating" processes.

Configuration changes tend to be recorded as entries in vendor-supplied data tables, whe

customization usually requires some element of programming and/or changes to table

structures or views.

The effect of configuration changes on the performance of the system is relatively predict

and is largely the responsibility of the ERP vendor. The effect of customization is unpredic

and may require time-consuming stress testing by the implementation team.

Configuration changes are almost always guaranteed to survive upgrades to new software

versions. Some customizations (e.g. code that uses pre-defined "hooks" that are called be

after displaying data screens) will survive upgrades, though they will still need to be retes

More extensive customizations (e.g. those involving changes to fundamental data structur

will be overwritten during upgrades and must be reimplemented manually.

By this analysis, customizing an ERP package can be unexpectedly expensive and complicated

tends to delay delivery of the obvious benefits of an integrated system. Nevertheless, customi

an ERP suite gives the scope to implement secret recipes for excellence in specific areas while

ensuring that industry best practices are achieved in less sensitive areas.

Extensions

http://en.wikipedia.org/wiki/Integrated_development_environmenthttp://en.wikipedia.org/wiki/Wikipedia:Citation_neededhttp://en.wikipedia.org/wiki/Stress_testing_(software)http://en.wikipedia.org/wiki/Stress_testing_(software)http://en.wikipedia.org/wiki/Wikipedia:Citation_neededhttp://en.wikipedia.org/wiki/Integrated_development_environment


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In this context, "Extensions" refers to ways that an ERP environment can be

"extended" (supplemented) with third-party programs. It is technically easy to expose most ER

transactions to outside programs that do other things, e.

g.:[citation needed

]

archiving, reporting and republishing (these are easiest to achieve, because they mainly

address static data);

performing transactional data captures, e.g. using scanners, tills or RFIDs (also relatively

because they touch existing data).

However, because ERP applications typically contain sophisticated rules that control how data

be created or changed, such functions can be very difficult to implement.

Advantages

In the absence of an ERP system, a large manufacturer may find itself with many software

applications that cannot communicate or interface effectively with one another. Tasks that nee

interface with one another may involve:[citation needed

]

ERP systems connect the necessary software in order for accurate forecasting to be done.

allows inventory levels to be kept at maximum efficiency and the company to be more

profitable.

Integration among different functional areas to ensure proper communication, productivit

efficiency

Design engineering (how to best make the product)

Order tracking, from acceptance through fulfillment

The revenue cycle, from invoice through cash receipt

Managing inter-dependencies of complex processes bill of materials

Tracking the three-way match between purchase orders (what was ordered), inventory re

(what arrived), and costing (what the vendor invoiced)

The accounting for all of these tasks: tracking the revenue, cost and profit at a granular le

ERP systems centralize the data in one place. Benefits of this include:

Eliminates the problem of synchronizing changes between multiple systems - consolidation

finance, marketing and sales, human resource, and manufacturing applications

http://en.wikipedia.org/wiki/Wikipedia:Citation_neededhttp://en.wikipedia.org/wiki/Wikipedia:Citation_neededhttp://en.wikipedia.org/wiki/Engineeringhttp://en.wikipedia.org/wiki/Invoicehttp://en.wikipedia.org/wiki/Bill_of_materialshttp://en.wikipedia.org/wiki/Purchase_orderhttp://en.wikipedia.org/wiki/Costhttp://en.wikipedia.org/wiki/Accountinghttp://en.wikipedia.org/wiki/Revenuehttp://en.wikipedia.org/wiki/Profit_(accounting)http://en.wikipedia.org/wiki/Profit_(accounting)http://en.wikipedia.org/wiki/Revenuehttp://en.wikipedia.org/wiki/Accountinghttp://en.wikipedia.org/wiki/Costhttp://en.wikipedia.org/wiki/Purchase_orderhttp://en.wikipedia.org/wiki/Bill_of_materialshttp://en.wikipedia.org/wiki/Invoicehttp://en.wikipedia.org/wiki/Engineeringhttp://en.wikipedia.org/wiki/Wikipedia:Citation_neededhttp://en.wikipedia.org/wiki/Wikipedia:Citation_needed


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Permits control of business processes that cross functional boundaries

Provides top-down view of the enterprise (no "islands of information"), real time informati

available to management anywhere, anytime to make proper decisions.

Reduces the risk of loss of sensitive data by consolidating multiple permissions and securit

models into a single structure.

Shorten production lead time and delivery time

Facilitating business learning, empowering, and building common visions

Some security features are included within an ERP system to protect against both outsider crim

such as industrial espionage, and insider crime, such as embezzlement. A data-tampering scen

for example, might involve a disgruntled employee intentionally modifying prices to below-the

break-even point in order to attempt to interfere with the company's profit or other sabotage.

systems typically provide functionality for implementing internal controls to prevent actions of

kind. ERP vendors are also moving toward better integration with other kinds of information

security tools.[22]

Disadvantages

This section does not cite an y references or sources.

Please help improve this article by adding citations to reliable sources. Unsourced material m

be challenged and removed. (May 2010)

Problems with ERP systems are mainly due to inadequate investment in ongoing training for th

involved IT personnel - including those implementing and testing changes - as well as a lack o

corporate policy protecting the integrity of the data in the ERP systems and the ways in which

used.[citation needed

]

Disadvantages

Customization of the ERP software is limited.

Re-engineering of business processes to fit the "industry standard" prescribed by the ERP

system may lead to a loss of competitive advantage.

ERP systems can be very expensive. (This has led to a new category of "ERP light" solutio

ERPs are often seen as too rigid and too difficult to adapt to the specific workflow and bus

process of some companiesthis is cited as one of the main causes of their failure.

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Many of the integrated links need high accuracy in other applications to work effectively. A

company can achieve minimum standards, then over time "dirty data" will reduce the relia

of some applications.

Once a system is established, switching costs are very high for any partner (reducing flexi

and strategic control at the corporate level).

The blurring of company boundaries can cause problems in accountability, lines of

responsibility, and employee morale.

Resistance in sharing sensitive internal information between departments can reduce the

effectiveness of the software.

Some large organizations may have multiple departments with separate, independent

resources, missions, chains-of-command, etc., and consolidation into a single enterprise m

yield limited benefits.

See also

List of ERP software packages

List of ERP vendors

Accounting software

Advanced Planning & Scheduling

APICS

Bill of materials (BOM)

Business process management

Configurable BOM (CBOM)

Data migration

Enterprise Feedback Management (EFM)

Enterprise system

E-procurement

ERP modeling

ERP for IT

ERP System Selection Methodology

Information technology management

List of project management software

Management information system

http://en.wikipedia.org/wiki/List_of_ERP_software_packageshttp://en.wikipedia.org/wiki/List_of_ERP_vendorshttp://en.wikipedia.org/wiki/Accounting_softwarehttp://en.wikipedia.org/wiki/Advanced_Planning_%26_Schedulinghttp://en.wikipedia.org/wiki/APICShttp://en.wikipedia.org/wiki/Bill_of_materialshttp://en.wikipedia.org/wiki/Business_process_managementhttp://en.wikipedia.org/wiki/Configurable_BOMhttp://en.wikipedia.org/wiki/Data_migrationhttp://en.wikipedia.org/wiki/Enterprise_Feedback_Managementhttp://en.wikipedia.org/wiki/Enterprise_systemhttp://en.wikipedia.org/wiki/E-procurementhttp://en.wikipedia.org/wiki/ERP_modelinghttp://en.wikipedia.org/wiki/ERP4IThttp://en.wikipedia.org/wiki/ERP_System_Selection_Methodologyhttp://en.wikipedia.org/wiki/Information_technology_managementhttp://en.wikipedia.org/wiki/List_of_project_management_softwarehttp://en.wikipedia.org/wiki/Management_information_systemhttp://en.wikipedia.org/wiki/Management_information_systemhttp://en.wikipedia.org/wiki/List_of_project_management_softwarehttp://en.wikipedia.org/wiki/Information_technology_managementhttp://en.wikipedia.org/wiki/ERP_System_Selection_Methodologyhttp://en.wikipedia.org/wiki/ERP4IThttp://en.wikipedia.org/wiki/ERP_modelinghttp://en.wikipedia.org/wiki/E-procurementhttp://en.wikipedia.org/wiki/Enterprise_systemhttp://en.wikipedia.org/wiki/Enterprise_Feedback_Managementhttp://en.wikipedia.org/wiki/Data_migrationhttp://en.wikipedia.org/wiki/Configurable_BOMhttp://en.wikipedia.org/wiki/Business_process_managementhttp://en.wikipedia.org/wiki/Bill_of_materialshttp://en.wikipedia.org/wiki/APICShttp://en.wikipedia.org/wiki/Advanced_Planning_%26_Schedulinghttp://en.wikipedia.org/wiki/Accounting_softwarehttp://en.wikipedia.org/wiki/List_of_ERP_vendorshttp://en.wikipedia.org/wiki/List_of_ERP_software_packages


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Manufacturing Operations Management

Modular BOM (MBOM)

Order to cash

Service Management

Software as a Service

Supply chain management

Warehouse management system

References

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2. ^ Khosrow-Puor, Mehdi. (2006). Emerging Trends and Challenges in Information Technology

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2009-10-07.

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Wiley and Sons, Inc. p. 9.

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id=359640.359793. Retrieved September 9, 2009.

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Technology Cengage Learning.Boston, Massachusetts.2009

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What is ERP?, http://www.tech-faq.com/erp.shtml

http://en.wikipedia.org/wiki/Manufacturing_Operations_Managementhttp://en.wikipedia.org/wiki/Modular_BOMhttp://en.wikipedia.org/wiki/Order_to_cashhttp://en.wikipedia.org/wiki/Service_Managementhttp://en.wikipedia.org/wiki/Software_as_a_Servicehttp://en.wikipedia.org/wiki/Supply_chain_managementhttp://en.wikipedia.org/wiki/Warehouse_management_systemhttp://www.erp.com/component/content/article/324-erp-archive/4407-erp.htmlhttp://www.erp.com/component/content/article/324-erp-archive/4407-erp.htmlhttp://portal.acm.org/citation.cfm?id=359640.359793http://portal.acm.org/citation.cfm?id=359640.359793http://en.wikipedia.org/wiki/Association_for_Information_Systemshttp://en.wikipedia.org/wiki/Association_for_Information_Systemshttp://en.wikipedia.org/wiki/International_Standard_Book_Numberhttp://en.wikipedia.org/wiki/Special:BookSources/ICIS2000-Xhttp://portal.acm.org/citation.cfm?id=359640.359793http://portal.acm.org/citation.cfm?id=359640.359793http://www.wlug.org.nz/EnterpriseSpeakhttp://www.wlug.org.nz/EnterpriseSpeakhttp://www.wlug.org.nz/EnterpriseSpeakhttp://www.wlug.org.nz/EnterpriseSpeakhttp://www.wlug.org.nz/EnterpriseSpeakhttp://en.wikipedia.org/wiki/International_Standard_Book_Numberhttp://en.wikipedia.org/wiki/Special:BookSources/0619216638http://en.wikipedia.org/wiki/Special:BookSources/1592290310http://www.tech-faq.com/erp.shtmlhttp://www.tech-faq.com/erp.shtmlhttp://en.wikipedia.org/wiki/Special:BookSources/1592290310http://en.wikipedia.org/wiki/Special:BookSources/0619216638http://en.wikipedia.org/wiki/International_Standard_Book_Numberhttp://www.wlug.org.nz/EnterpriseSpeakhttp://www.wlug.org.nz/EnterpriseSpeakhttp://www.wlug.org.nz/EnterpriseSpeakhttp://portal.acm.org/citation.cfm?id=359640.359793http://portal.acm.org/citation.cfm?id=359640.359793http://en.wikipedia.org/wiki/Special:BookSources/ICIS2000-Xhttp://en.wikipedia.org/wiki/International_Standard_Book_Numberhttp://en.wikipedia.org/wiki/Association_for_Information_Systemshttp://en.wikipedia.org/wiki/Association_for_Information_Systemshttp://portal.acm.org/citation.cfm?id=359640.359793http://portal.acm.org/citation.cfm?id=359640.359793http://www.erp.com/component/content/article/324-erp-archive/4407-erp.htmlhttp://www.erp.com/component/content/article/324-erp-archive/4407-erp.htmlhttp://en.wikipedia.org/wiki/Warehouse_management_systemhttp://en.wikipedia.org/wiki/Supply_chain_managementhttp://en.wikipedia.org/wiki/Software_as_a_Servicehttp://en.wikipedia.org/wiki/Service_Managementhttp://en.wikipedia.org/wiki/Order_to_cashhttp://en.wikipedia.org/wiki/Modular_BOMhttp://en.wikipedia.org/wiki/Manufacturing_Operations_Management


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13. ^a

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CRITICAL ISSUES AFFECTING AN ERP IMPLEMENTATION, http://carl.sandiego.edu/gb

critical_issues_affecting_an_erp.htm

14. ^ Ramaswamy V K (2007-09-27). "Data Migration Strategy in ERP". http://research.ittoolbox.co

white-papers/backoffice/erp/data-migration-strategies-in-erp-4620/. Retrieved 2008-04-08.

15. ^ Turban et al. (2008). Information

Technology for Management,

Transforming Organizations

in the Digital Economy . Massachuset

John Wiley & Sons, Inc., pp. 300-343. ISBN 978-0-471-78712-9

16. ^ Brown, C., and I. Vessey, "Managing the Next Wave of Enterprise Systems: Leveraging Lesso

from ERP," MIS Quarterly Executive

(1), 2003.

17. ^ King. W., "Ensuring ERP implementation success," Information

Systems Management , Summer 2005.

18. ^ Yusuf, Y., A. Gunasekaran, and M. Abthorpe, "Enterprise Information Systems Project

Implementation: A Case Study of ERP in Rolls-Royce,"

International Journal of

Production Economics , 87(3), February 2004

19. ^"Requirements Engineering for Cross-organizational ERP Implementation: Undocumented

Assumptions and Potential Mismatches" (PDF). University of Twente. http://www.vital-project.o

papers/Daneva-Wieringa-Camera-Ready-RE-Paper.pdf. Retrieved 2008-07-12.

20. ^ Turban et al. (2008). Information

Technology for Management,

Transforming Organizations

in the Digital Economy . Massachuset

John Wiley & Sons, Inc., p. 320. ISBN 978-0-471-78712-9

21. ^Dehning,B. and T.Stratopoulos, 'Determinants of a Sustainable Competitive Advantage Due to

IT-enabled Strategy,' Journal of Strategic Information Systems, Vol. 12, 2003

22. ^ Walsh, Katherine (January 2008). "The ERP Security Challenge". CSOonlineCXO Media Inc. http://www.csoonline.com/article/216940/The_ERP_Security_Challenge. Retriev

2008-01-17.

Further reading

http://carl.sandiego.edu/gba573/critical_issues_affecting_an_erp.htmhttp://carl.sandiego.edu/gba573/critical_issues_affecting_an_erp.htmhttp://research.ittoolbox.com/white-papers/backoffice/erp/data-migration-strategies-in-erp-4620/http://research.ittoolbox.com/white-papers/backoffice/erp/data-migration-strategies-in-erp-4620/http://research.ittoolbox.com/white-papers/backoffice/erp/data-migration-strategies-in-erp-4620/http://en.wikipedia.org/wiki/Special:BookSources/9780471787129http://www.vital-project.org/papers/Daneva-Wieringa-Camera-Ready-RE-Paper.pdfhttp://www.vital-project.org/papers/Daneva-Wieringa-Camera-Ready-RE-Paper.pdfhttp://www.vital-project.org/papers/Daneva-Wieringa-Camera-Ready-RE-Paper.pdfhttp://www.vital-project.org/papers/Daneva-Wieringa-Camera-Ready-RE-Paper.pdfhttp://en.wikipedia.org/wiki/Special:BookSources/9780471787129http://en.wikipedia.org/wiki/Bruce_Dehninghttp://www.csoonline.com/article/216940/The_ERP_Security_Challengehttp://www.csoonline.com/article/216940/The_ERP_Security_Challengehttp://www.csoonline.com/article/216940/The_ERP_Security_Challengehttp://www.csoonline.com/article/216940/The_ERP_Security_Challengehttp://en.wikipedia.org/wiki/Bruce_Dehninghttp://en.wikipedia.org/wiki/Special:BookSources/9780471787129http://www.vital-project.org/papers/Daneva-Wieringa-Camera-Ready-RE-Paper.pdfhttp://www.vital-project.org/papers/Daneva-Wieringa-Camera-Ready-RE-Paper.pdfhttp://www.vital-project.org/papers/Daneva-Wieringa-Camera-Ready-RE-Paper.pdfhttp://www.vital-project.org/papers/Daneva-Wieringa-Camera-Ready-RE-Paper.pdfhttp://en.wikipedia.org/wiki/Special:BookSources/9780471787129http://research.ittoolbox.com/white-papers/backoffice/erp/data-migration-strategies-in-erp-4620/http://research.ittoolbox.com/white-papers/backoffice/erp/data-migration-strategies-in-erp-4620/http://research.ittoolbox.com/white-papers/backoffice/erp/data-migration-strategies-in-erp-4620/http://carl.sandiego.edu/gba573/critical_issues_affecting_an_erp.htmhttp://carl.sandiego.edu/gba573/critical_issues_affecting_an_erp.htm


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This article's further readingmay not follow W ikipedia's content policie

guidelines . Please improve this article by removing excessive, less relevant

many publications with the same point of view; or by incorporating the relev

publications into the body of the article through appropriate citations.

(August 2010)

Grant, David; Richard Hall, Nick Wailes, Christopher Wright (March 2006). "The false prom

of technological determinism: the case of enterprise resource planning systems".

New Technology, Work &

Employment 21 (1): 215. doi:10.1111/j.1468-005X.2006.00159.

Loh, Tee Chiat; Lenny Koh Siau Ching (September 2004). "Critical elements for a successf

ERP implementation in SMEs". International

Journal of Production

Research 42 (17): 34333455. doi:10.1080/00207540410001671679.

Head, Simon (2005). The New Ruthless

Economy. Work and Power

in the Digital Age . Oxford UP.

ISBN0195179838.

Waldner, Jean-Baptiste (1992). Principles of

Computer Integrated

Manufacturing . Chichester: John Wiley & Sons Ltd.

ISBN047193450X.

Waldner, Jean-Baptiste (1990). Les nouvelles

perspectives de la

production . Paris: DUNOD BORDAS. ISBN9782040198206.

Lequeux, Jean-Louis (2008). Manager avec les

ERP, Architecture

Oriente Services (SOA) . P

EDITIONS D'ORGANISATION. ISBN9782212540949.

CIO Magazine's ABCs of ERP

History Of ERP

http://en.wikipedia.org/wiki/Wikipedia:Further_readinghttp://en.wikipedia.org/wiki/Wikipedia:What_Wikipedia_is_not#Wikipedia_is_not_a_mirror_or_a_repository_of_links.2C_images.2C_or_media_fileshttp://en.wikipedia.org/wiki/Wikipedia:Further_readinghttp://en.wikipedia.org/w/index.php?title=Enterprise_resource_planning&action=edithttp://en.wikipedia.org/wiki/Wikipedia:WEIGHThttp://en.wikipedia.org/wiki/Wikipedia:Citing_sourceshttp://en.wikipedia.org/wiki/Digital_object_identifierhttp://dx.doi.org/10.1111%2Fj.1468-005X.2006.00159.xhttp://en.wikipedia.org/wiki/Digital_object_identifierhttp://dx.doi.org/10.1080%2F00207540410001671679http://en.wikipedia.org/wiki/International_Standard_Book_Numberhttp://en.wikipedia.org/wiki/Special:BookSources/0195179838http://en.wikipedia.org/wiki/International_Standard_Book_Numberhttp://en.wikipedia.org/wiki/Special:BookSources/047193450Xhttp://en.wikipedia.org/wiki/International_Standard_Book_Numberhttp://en.wikipedia.org/wiki/Special:BookSources/9782040198206http://en.wikipedia.org/wiki/International_Standard_Book_Numberhttp://en.wikipedia.org/wiki/Special:BookSources/9782212540949http://www.cio.com/article/40323http://opensourceerpguru.com/2009/02/25/erp-history/http://opensourceerpguru.com/2009/02/25/erp-history/http://www.cio.com/article/40323http://en.wikipedia.org/wiki/Special:BookSources/9782212540949http://en.wikipedia.org/wiki/International_Standard_Book_Numberhttp://en.wikipedia.org/wiki/Special:BookSources/9782040198206http://en.wikipedia.org/wiki/International_Standard_Book_Numberhttp://en.wikipedia.org/wiki/Special:BookSources/047193450Xhttp://en.wikipedia.org/wiki/International_Standard_Book_Numberhttp://en.wikipedia.org/wiki/Special:BookSources/0195179838http://en.wikipedia.org/wiki/International_Standard_Book_Numberhttp://dx.doi.org/10.1080%2F00207540410001671679http://en.wikipedia.org/wiki/Digital_object_identifierhttp://dx.doi.org/10.1111%2Fj.1468-005X.2006.00159.xhttp://en.wikipedia.org/wiki/Digital_object_identifierhttp://en.wikipedia.org/wiki/Wikipedia:Citing_sourceshttp://en.wikipedia.org/wiki/Wikipedia:WEIGHThttp://en.wikipedia.org/w/index.php?title=Enterprise_resource_planning&action=edithttp://en.wikipedia.org/wiki/Wikipedia:Further_readinghttp://en.wikipedia.org/wiki/Wikipedia:What_Wikipedia_is_not#Wikipedia_is_not_a_mirror_or_a_repository_of_links.2C_images.2C_or_media_fileshttp://en.wikipedia.org/wiki/Wikipedia:Further_reading


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Clemons, E.K.; Kimborough (1986). "IS for Sustainable Competitive Advantage".

Information & Management

(3): 131136. doi:10.1016/0378-7206(86)90010-8.

Categories: ERP software | Production and manufacturing | Supply chain management

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