ERP Solutions for Automobile Industry

McMann Cars – Information Technology Management Report

SUBMITTED BY FRANÇOIS-XAVIER SERIN (2836786)

ANITA JOHNSON (2825034) QUENTIN LEGENDRE (2836520)

ARVIND BAUDH (2831454) BANITA SHARMA (2838334)

RAMYA NIKITA VANKAYALAPATI (2828474)

Information Technology Management McMann Cars

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TABLE OF CONTENTS

I. Part 1 – Study of Information Systems in McMann Cars

1. Introduction 2

2. MacMann Cars 2

3. Methodology for investigating the issues 4

4. Recommendations 5

II. Part 2 - Request for Proposal for Information Systems in McMann Cars

5. Common Survey 8

6. Operational Level System 9

7. Management & Strategic Level System 10

III. Part 3 - Report for Information Systems in McMann Cars

8. Why Invest in ERP? 11

9. Which vendor to select? 13

10. Outsourcing or In-House? 14

11. What does the future hold for ERP? 15

References 16

Bibliography 17


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Part 1: Study of Information Systems in McMann Cars

1 Introduction

Since the dawn of Information Technology it has always been like a new toy which the

traditionally reputed organisations and companies held little respect for. They would eventually

find it essential to make the shift in order to compete with the others who benefit from it.

Change is inevitable and highly resisted by such companies especially the large multinational

organisations because in their case change translates to huge investments. This section of the

report details the current issues surrounding McMann Cars, the need to address them with a

concurrent system and the alternatives that could be suggested to do so.

2 McMann Cars

McMann Cars have traditionally learned to adapt to the local environment and have built

systems accordingly. While this strategy may have worked in the past, in this internet age

McMann Cars realise the need for systems that allow better communication, control and

centralisation of information. Following are the specific areas of concern arranged in the

decreasing order of importance.


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2.1 Internal Communication

Only with the rapid advancements in communication technology the idea of global companies

truly took shape. It grew slowly from simple messages over a telegraph, to long conversations

through a telephone to the here and now virtual meetings on handheld devices. This kind of

mobile communication enables faster, better and reliable information exchanges that would

help strengthen coordination, cooperation and harmony in the business operations of the

organisation. Hence this is the priority at McMann Cars (MMC).

2.1.1 Broken communication channels across divisions

It is vital for a harmony to exist between the various divisions of an organisation. Those

divisions are connected to one another and hence need a certain amount of information

exchange to happen in order for them to synchronise themselves accordingly. This is not helped

in the case of MMC because of the geographical barriers between the individual divisions which

combined with the incompatible systems at each of the site locations means that very little

cross-divisional or cross-functional communication can happen without significant efforts. The

incompatible electronic mail systems only makes things seem out of proportion in this regard.

2.1.2 Within an individual division

It is noted that project managers are expected to make trips spanning the length of UK visiting

divisional headquarters and departmental sites. If communication across divisions is important,

communication within a single division or a project team is highly critical. In this day and age

when virtual project teams and mobile internet are common place, scattered administration and

management is not seen as a hindrance anymore. But because of the stop-gap nature of the

systems that were developed to address this need, MMC is currently unable to upgrade itself to

match the modern industry standards.

2.1.3 Distributed responsibility and control of operations

Since the above mentioned communication systems are ineffectual, the knock-on effect is that

the top management is hardly able to make a strategy that could count and be executed in the

manner planned. This is because the strategic management is having limited communication

with the individual divisions and very less control over the operations within each division and

are thus unable to help the division’s senior management, monitor and streamline the execution

of the operations.

2.2 Inadequate Supply Chain Management

These days companies have made much less evolution in improving the effectiveness of

communication between their facilities and those of their suppliers and customers. The

automotive industry also faces this challenge on a bigger scale as it usually is on a global range

that it gets its supply of parts and other resources. It is therefore difficult but necessary to

convince a supply chain partner in a far away country to share and integrate their IT systems

and file standards to the company. A lack of commonly accepted and implemented values for the

layout and content of communication that flows between MMC and its supply chain partners is


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decreasing the potential for supply and cost savings, dissipating effort due to repetition,

safeguarding against redundant systems and investment in non-ideal information process.

2.3 Redundant systems

Because of the wide variety of proprietary applications, operating systems, databases and

hardware that are being employed by MMC at different site locations, outdated and obsolete

systems within each division are slowing down the information chain within the whole system.

They add to the confusion and error in data that lead to misinterpretation and could potentially

have larger impact when it happens on a larger scale. Resources that utilised for that process are

better deployed for a system that supports the objectives of the organisational information

system plan.

2.4 Data security

Data critical for generating important information such as the time of delivery and warehouse

stock count are at a risk of being lost, corrupted or misinterpreted due to the lack of clear

communication and protocol standards at MMC. Most corporate businesses encrypt all private

information to keep sensitive information out-of-the-way from interfering eyes and also have a

measure to account for the loss of it. This ensures that there is right information available at the

right time to the authorised personnel. MMC currently employs no such system on an

organisational basis.

3 Methodology for Investigating the Issues

3.1 360 Degree Feedback

Though the issues aforementioned are a fair assessment of the situation, an opinion of the people

who are facing the issues would go a long way in gauging their validity and importance. It would

also then be useful as a catalyst for change by keeping all the stakeholders informed of the need

for change and in getting them ready for it when required. A feedback analysis from the

suppliers, distributors, top management, senior management of each division, and the lower

tiers of the organisation would give a complete picture of the opinion of each sector and their

individual requirement.

3.2 Cost-Benefit Analysis

After establishing the critical nature of the problems a comprehensive list of the strategic

options available are to be arrived at. By then factoring the costs involved in the development

and implementation of each of those options against the potential benefits that those solutions

could provide, the feasibility of the alternatives could then be determined.


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4 Recommendations

Several solutions exist in the current IT market that could effectively address the above

mentioned issues but as with any other aspect in a business organisation there is no one-stop

solution. A detailed explanation and analysis should entail the investigation of all the problems

and a comprehensive global IT consolidation strategy needs to be developed and implemented.

That being said, a few suggestions seem to be apparent after the initial identification of the

issues which are explained below.

4.1 Standardisation of common IT practices

While the IT landscape across countries varied hugely in the yesteryears, the global IT standards

are now validating and establishing themselves in an assured fashion. Incompatible email format

systems, hugely varying governmental and legal requirements and differing security policies

across the width of the organisation are things of the past and MMC also need to change their

age-old practices in these regards along with the industry.

Thus, the first and foremost directive in the new strategic information system plan should be

about implementing organisational IT standards and best practices that would allow smooth

informational flow. Among those standards would be the adaptation of a common cross-

platform email client like Microsoft Outlook, AOL Mail, Lotus Notes or Thunderbird which is

essential for official communication, the identification and phasing out of redundant systems

and replacing them with simplified procedures that are in line with the rest of the organisation.

4.2 Project Management Software

A client–server or web-based type of project management application which could link up to

the organisation’s database would be able to provide the project managers, team leaders and top

management the kind of real time information which could be key to synchronisation and

harmony within the teams and divisions. It would also ensure that the resources are not wasted

in the project due to the geographical or communication barriers. Either a customised version

through an ERP solution provider or standard software like Microsoft Project Server or

Basecamp could serve the purpose.

4.3 Intranet Portal

To better increase the communication across the organisation an organisational intranet and

Virtual Private Network (VPN) access could be the preferred solutions for MMC. The

advantages in intranet is that it could then provide the facilities of access to the company’s

database, a platform for the project management software and serve as a forum for the entire

organisation’s base with increased mobility than what a LAN or WAN could achieve. It would

be the knowledge bank that collects and preserves useful pieces of information such as a

calendar of events, bulletin boards or documents which would be accessible to all the employees

on a controlled private access basis. It could serve as a virtual office which could be personalised

and which reminds each employee of the list of tasks and when they are due to be completed.


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4.4 Centralised Database

Standardised single-instance data access and Enterprise Resource Planning (ERP) solutions

could be utilised to build those common processes that could provide access to reliable

information to the top management and each division so that they could then use this data to

drive their systems and generate an accurate real-time picture of the information available to be

used. This uniform system also ensures that it is easy to manage and modify the data at any of

the company’s various locations making it highly adaptable to accommodate new technology

that allows secured login access on the go.

4.5 Supply Chain Performance Monitoring Portal

MMC’s global supply chain means that its suppliers are increasingly valued for their

coordination with the production units. This can be synchronised by convincing them to share,

integrate and collaborate with MMC on a web-based supply chain portal that allows for

exchange of information and files on common standards. It also increases the security and

visibility for both the partners. It would have the ability to track a shipment or delivery thus

reducing wastage of resources and eliminating confusing and redundant systems.


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Part 2: Request for Proposal for Information Systems in McMann Cars

To fit with the employee’s needs for ERP, we have to create and send a questionnaire to all

groups of employees. This survey will deal with general apprehension and with the current and

future ERP of Mc Mann cars. All employees of the MC Mann cars, for each division, have to

answer to the questionnaire. This survey is subdivided into two parts, one part is for everyone

and another part is according to their level of hierarchy in organisation (i.e., Operational level,

Management level and Strategic level).

There are some shortcomings, what we have faced:

� Not every Operational level worker use ERP, so if they have problem we cannot find with questionnaire.

� Mentality: The interviewers may be of little or no interest at the time of filling questionnaire.

� There are some hidden question & answer, which is known by some specific personal only.

� It’s very lengthy process to distribute & collect “Page Questionnaire”.

We think to overcome these shortcoming we should follow some other types of survey method also i.e.,

� Managers may conduct individual interviews with each employee, group interviews with groups of employee who the same job, and supervisor interviews with one or more supervisors who know the job.

� We should also use group interviews when a large number of employees are performing same work.

� We can do telephone survey, which can be a useful alternative to the personal interview because it is quicker and less expensive to conduct than are personal interviews.

� We should do everything on ERP questionnaire online, so in this way we can save so much time.

We think these can be quick way to gather information.

The Surveys are listed below according to the level of hierarchy in organisation

5 Common Survey

6 Operational Level System

7 Management & Strategic Level System


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Name: Employee No. : Designation :

Common survey (circle the answer)

Your work experience in McMann Cars <1year 1-3 years 3-5 years >5 years

Which one is your department? Plant R&D Sales After-Sales

I feel I can voice my opinion without fear Disagree Neutral Agree Totally agree

I am proud to work for our company Disagree Neutral Agree Totally agree

Do you use the ERP ? NO Sometimes YES

Is IS (Information System) is user friendly?

Not at all It could be better Good Very good

Complexity of IS?

Very complex Not really complex Easy to use Very easy

Do you encounter any problem with ERP NO YES

If yes, the problems are of degree Moderate Important Very imp. Huge importance

Do you have some crash system? Never Sometimes Often Very often

The specifications of computer are up to standard?


Help from IT services? Never Sometimes Often Very often

Speed of IS? Very slow Slow Fast Very Fast

Do you want the same password on all your application in the ERP?

NO YES

Do you need a smartphone access? NO YES

Do you need a wireless access? NO YES

Is every data cover in IS? NO YES

Do you upload information in the ERP? NO YES

Do you find everything in your research in the ERP?

NO YES

Do you need an external access of ERP? Home Hotel Airport ………..………………………

How many methods in ERP you have to Communicate?

1 2 3 4+

Is every data sharing done in ERP? NO YES

Do you need more than one per day data refresh?

NO YES

Please go to the next last page


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Operational level system If you need you can circle several answers

What is your qualification? ………………………………………………………………………………………………….

Are you an authorised person? NO YES

Understanding of suppliers about IS? Not at all It could be better Good Very good

Is every data is accurate? Not at all It could be better Good Perfect

Do you need to know the level of stock value? Never Sometimes Often Very often

Do you need to know the level of stock volume? Never Sometimes Often Very often

How fast is the ERP to upload information? Very slow Slow Fast Instantaneous

Do you understand complete management level and strategic level planning by ERP?


ERP helps in faster completion of my daily routines Disagree Neutral Agree Totally agree

ERP is convenient Disagree Neutral Agree Totally agree

ERP saves time Disagree Neutral Agree Totally agree

ERP is reliable whenever I need it Disagree Neutral Agree Totally agree

It is easy for me to remember my tasks using my company's ERP

Disagree Neutral Agree Totally agree

I prefer ERP to the old system Disagree Neutral Agree Totally agree

Do you still use your old system parallel to ERP Disagree Neutral Agree Totally agree

Working on ERP is difficult and tiresome Disagree Neutral Agree Totally agree

ERP is capable of communicating data between systems


ERP helps for better team work Disagree Neutral Agree Totally agree

ERP is easy to update Disagree Neutral Agree Totally agree

Do you use the ERP to order to the suppliers? Never Sometimes Often Very often

Do you use the ERP to do planning? Never Sometimes Often Very often

Thanks for your answers and for your time


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Management & Strategic level system If you need you can circle several answers

Which level of security do you require? Low Medium High Very High

Is every data is accurate? Not at all It could be better Good Perfect

Do you need share some of your area in the ERP?

NO YES

Are you getting every information for the Decision?

Never Sometimes Often Always

Do you need access on your staff accounts? Never Sometimes Often Always

What is the cost of current ERP? Low Medium High Very High

Do you need to know the level of stock value? Never Sometimes Often Very often

Do you need to know the level of stock volume? Never Sometimes Often Very often

Do you use the ERP to long term planning? Never Sometimes Often Very often

How much did ERP fulfil your business strategy?

Low Medium High Very High

The introduction of ERP increased efficiency of your department


ERP provides information clarity Disagree Neutral Agree Totally agree

Do you still use your old system parallel to ERP Never Sometimes Often Always

What managerial problems did you face with ERP implementation?

Cost Employee resistance

Conflicts None

What ERP module do you use in your work? Financial Sales Production …………………

Different departments are integrated through ERP


Accurate employee status is available on ERP Disagree Neutral Agree Totally agree

Managing the organization structure is easier with an ERP


Introduction of ERP is a futuristic step for MC Mann cars


Do you want an access in all function on the ERP in each department?

NO Maybe YES

What do you want ERP application in MC Mann car?

Inventory Forecasting Personnel Purchasing

Sales Analyse Cost accounting Budgeting Order entry

Audit Cash flow SOX analyse ……………………

Thanks for your answers and for your time


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Part 3: Report for Information Systems in McMann Cars

8 Why invest in ERP?

Enterprise Resource Planning is a software system that enables managing of the business in a

more integrated fashion. The software works like a well-oiled machine as applications in the

software are connected to each other which makes the information flow all the more smoother.

These can be the beginning of the long list of reasons why companies should invest in ERP

software matching its requirements.

To start with ERP software gives any business the power to streamline and centralise all

its processes and information and make it work as a unified integrated system. This is possible

as all the applications are connected to each other. The data entered at one point moves from

one department to another as all the applications sit on a common database which eradicates

the need to enter the same data at different points. Thus also brings down the confusion created

by duplicate data to almost zilch. The centralised data would solve some of the major problems

McMann cars is currently facing. With the data becoming centralised and changes reflecting in

real-time, sharing information between the departments would become much easier as all

departments would be accessing it from the same database. This would also enable operations

to be controlled centrally rather than being scattered as all the offices of McMann cars in all

different locations would be working off the same software and same database unlike the

current situation. This would also considerably enhance the quality of service as data would

change in real-time. The supply chain management would be much more efficient as the data

entered at any point would be visible in all machines accessing the related information. Use of

hand held devices like scanners by all the employees working in manufacturing, assembly,

logistics and inventory would facilitate quick data entry. These features would have a

comprehensive impact on important divisions like inventory tracking, product and parts

traceability, stock information, quality management, overall manufacturing and assembly flow

and thus, accentuate customer service. (ERP Advantages, 2012; Rudo, 2011; SAP – ERP: Business

Benefits)

As more and more businesses are going global and more of their employees are on the go,

mobility has become a necessity more than a luxury. Loads of information is entered into

databases of the companies on a daily basis and the employees or managers who are on the go do

not want to be left behind but want to be on top of everything. The ERP software would also

offer mobility to its employees and the organization as a whole. As the data is centralised, the

information can be accessed by the employees from wherever they are, whenever they want over

the network which can be intranet or internet. Intranet might not be the best solution in case of

McMann cars as it has offices in different locations. Therefore, in order to enable all the

branches in different locations to use same software and enter data into the same database,

internet would be very important. This would also let the managers who are always on the go

for meetings, stay updated with all that is going on in the office, manufacturing department and


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also the inventory. Another, major feature can be the virtual project teams and audio/video

communication over the internet that would help in bringing down the travel of managers for

meetings considerably. With this option managers would be able to hold their meetings online

from their own offices in their locations and would have to travel only in unavoidable

circumstances or when video conferencing would not be able to meet the requirements. The

latest technology of cloud computing can be exploited here by having company’s own cloud

private, public, community or hybrid. The most suitable option out of these could be a private

cloud which offers more security when it comes to data.

All the geographically dispersed divisions of McMann cars would be using the same

software and the same database. But, all these divisions do not concentrate on same areas. Some

may be engrossed in manufacturing while others maybe attending to after sales service

customers and there would be some who would be pondering over research and development for

next generation ideas. As a result, all the divisions might not need the same modules of the ERP

software. Thereupon, only those modules should be installed which are required at the

respective divisions so that each division can concentrate on their key processes and key areas.

When a company introduces ERP software into its operations it enters all immense

amount of data into its system, let it be critical, strategic, important or miscellaneous. Thus, it

gets more important than ever to protect this data and keep it secure from any theft, misuse or

damage. The security system of the software can be configured accordingly to take care of the

same. It is foremost to make sure that only authorised users have access to company’s data and

have authorised rights on it. The rights can be set for users e.g. a particular user will only be able

to view some data and the other will be able to view and enter/edit. This is important so as to

make sure that any entry or update is done by an authorised user only. This also helps in making

sure that the data entered is correct and as a result reliable. Strategic decisions taken by the top

management are based on the data recorded by the data entry users. If any mistake happens at

this level it can lead to some major erratic decisions. The list of threats does not end with

authorised users and surrounding environment; the database needs to be protected from virus,

malicious programs, hackers and not to forget competitors. Thus, data needs to be protected at

both hardware and software levels by having enough security including software security like

data encryption, data backup at a different site and so on. (Robinson, 2012)

As discussed above, maximum use of ERP software can enable McMann cars in many

ways which are somehow connected and dependent on each other. If the latest technology is

exploited optimally by McMann cars they can very soon leave their competitors behind when it

comes to quality of service as the employees would be working in a more efficient and

productive manner. And no longer would geographical distances be an obstacle in achieving

their ambitious international goals.

ERP till now has been projected as a stupendous advantage but like any other project in

business and life ERP can also come down crashing if some aspects are not taken care of


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cautiously. The most important aspect is defining the requirements and then on its basis looking

for the best fitting ERP software. Secondly, deciding which vendor the product should be

bought from is also very important. There have been many instances where companies do go

ahead and spend loads of money on ERP software but do not use it optimally. Thus, lastly, the

employees and the management should use the software optimally by adapting it in its processes

and also regular and careful entering of data. If these key points are not adhered to, no ERP

software can provide what it claims to provide and has the potential to provide.

9 Which vendor to select?

As the demand for information systems is increasing so is the mushrooming of vendors for the

same. In such a situation it becomes strenuous to select one of them. However, the leading

contenders in this field are Oracle, SAP and Microsoft. Oracle is the champion when it comes to

database management and SAP when it comes to ERP software as this what these two

companies started with in the beginning. Microsoft is an established operating system and

business software supplier. All three of them have an ERP product, Oracle’s E-Business Suite,

SAP’s SAP ERP and Microsoft’s Microsoft Dynamics. Panorama (2011) ERP Vendor report brings

to light that clients opting for one of these leading vendors are more satisfied than other vendors

however 29.7% clients were either very satisfied or unsatisfied.

As database management is one of the key issues to be addressed currently in McMann

Cars, it is paramount to select a vendor that can handle complex issues when it comes to

database management. Nazim (2012) reveals that Microsoft Dynamics AX 2012 would not be

supporting Oracle database and the users would be ‘forced’ to move to Microsoft SQL server.

With cloud computing becoming so prominent and appealing it would be interesting to

contemplate if the database should be on-site or hosted on the cloud. All the three vendors have

cloud solutions for ERP as well. All three also seem to be almost equal on viability and reach.

Panorama (2012) Clash of the Titans, presents comparison of these three competitors. The

report states that the SAP controls the largest share of the market (22%) with Oracle following

behind at 15% and the third is Microsoft (10%). This report also highlights that SAP (35%) is

most preferred when it comes to being shortlisted, followed by Oracle at 24% and then

Microsoft at 17%. However, SAP (28%) is the least preferred when it comes to actual selection

after being shortlisted and Oracle leads in this area at 34% closely followed by Microsoft at 32%.

The selection rate after being shortlisted for Oracle was 22%, 19% for SAP and 14% for Microsoft

Dynamics according to the Panorama (2011) Clash of the Titans. Nevertheless, the report clarifies

that it is hard to make any specific conclusions from these numbers as it is not sure if the

product chosen was the perfect fit for the companies. When it comes to payback from the

software, only 22% companies present payback in a period of one year, 9% in 2 years and 16% in

three years. 36% of the implementations of SAP took more than 3 years to contribute any

payback, 18% took 1-2 years and 9% less than one year. These percentages might not seem very


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flattering but these are the highest as Oracle is at 20% in more than 3 years duration, 17% in 1-2

years and 5% in less than a year; Microsoft stands at 15%, 15% and 6% respectively. In the the

area of benefit realisation the report brings forward similar results with SAP leading and Oracle

and Microsoft following. Benefits realised included availability of information, increased

interaction across business, decreased labour costs and improved lead time.

The results reported by Panorama (2012) Clash of the Titans do not highlight any single

product when evaluated overall. It only shows that all the three competitors are in close

competition and SAP having spent more time in this industry enjoys more market value and

recognition while Oracle and Microsoft seem to be struggling to make a similar niche for

themselves. But they do give a good idea of the market trends. Thus, it really depends on the

requirements of the company and which vendor and software features fit the bill most closely.

This report suggests SAP and Oracle should be considered by studying the features they

are offering and then comparing them with requirements identified. The one that fulfils the

requirements should be chosen.

The next issue to consider would be to buy a off the shelf product or develop a

customised software. Once the software is deployed should the software be maintained in-house

or outsourced?

10 Outsourcing or In-House software development/maintenance?

We would highly recommend outsourcing software development/maintenance to McMann cars.

The decision to develop/maintain the software in-house can prove exceptionally risky as this is

not their core competency. They are car manufacturers. This is the best they do and they should

stick to and work in their core competencies to bring new innovative ideas in this area. Software

development is not something that the company has experience in and they would have to start

from square one and that means extensive hiring and now updated knowledge of software

development. If the project is outsourced the designated company would have required

knowledge, skilled manpower and technologies at their disposal while developing the software

as this is what they do. Outsourcing would also bring down the overall cost of the project. The

company that the project is outsourced to has the skills and competencies to handle them

whereas in case in-house production the company would have to build and hire completely new

teams in new area. Overhead costs like the back end operations, maintaining of database would

come down substantially. Moreover, this can prove to be a competitive advantage if the

competitors are not outsourcing as McMann cars would be focussing in the direction of their

core competencies and the designated would be doing their job developing/maintaining the

required software while using the required resources. (Flatworld Solution, 2012; Mark, 2011)

But, outsourcing is also not free from intricacies. If outsourced it is gets very challenging

to control the employees, speed and pace of the development, after implementation support and

also the quality processes. Secondly, there can be difficulties in communicating the errors and


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lapses when the project is being implemented. The employees of the designated company might

not be able to reproduce the issues being raised in the offices of McMann cars. Lastly, there is a

colossal threat to the security of the data of the company as it is being handled by a third party

now. However these issues can be controlled to some extent by including relevant terms and

conditions in the contract and also roping in a legal expert in this area. (Flatworld Solution,

2012; Mark, 2011)

11 What does the future hold for ERP?

The world technology changes by the second. Technologies go obsolete or older by version in

matter of days. Every company related to technology tries to be innovative and wants to be the

first one to launch a new dimension. And if it is not the first one then it has to be close and adopt

the change quickly to stay in this competitive field. Enterprise Resource Planning software field

is not left out from this cut throat competitiveness. It is very difficult to forecast what the face of

ERP would be ten years but there are some trends that can be foreseen looking at the changing

working environment of the businesses.

First of all more mobility ERP. Companies might not have to wait very long for this one. Very

soon, the picture of mobility would have changed from laptops to tablets and smart phones.

With cloud computing becoming so popular with the companies required information would be

soon available to managers on their tablets and smart phones which would wash out the need to

carry laptops and risks that come with it. With increase in ease to access data, the threat to

security would also increase with the chances of unauthorised access to data increasing. As a

result, the need to protect sensitive data would also increase. Authentication to limited data

through usernames and passwords is quite prevalent now but very soon the scenario might

change and using fingerprints, voice or even eye recognition systems for the purpose of

authentication might become the norm. While these systems are used for attendance or

authentication mediums for access to sensitive or confidential areas it is still a new area for ERP.


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REFERENCES

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advantages.html> [Accessed 9 November 2012]

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2012]

Mark (2011) 8 Pros and Cons of Outsourcing your Workforce [Internet] YFS Magazine Available from

<http://yfsentrepreneur.com/2011/11/17/8-pros-and-cons-of-outsourcing-your-workforce/>

[Accessed 9 November 2012]

Nazim, A. (2012) Microsoft Dynamics AX 2012 won’t support Oracle database [Internet] Microsoft

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[Accessed 9 November 2012]

Panorama Consulting Solutions (2011). Clash of the Titans. An independent Comparison of SAP, Oracle and

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