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Enterprise Resource Planning systems (ERPs) integrate (or attempt to integrate) all data and processes of an organization into a single unified system. A typical ERP system will use multiple components of computer software and hardware to achieve the integration. A key ingredient of most ERP systems is the use of a single, unified database to store data for the various system modules. |
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Results 1 - 25 of 158 matches |
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| By : SAP |
Published Date: Oct 15, 2008 |
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Corporate IT spending continues to grow. Since 1994, the IT spending per worker has more than doubled, from US$3,500 to US$8,000 per worker. Annual productivity growth in U.S. companies roughly doubled in the same period, after experiencing 1.4% growth for 20 years (Harvard Business Review, July–August 2008). But in today’s economy, competitive advantage is short-lived, and leading companies recognize that continued investments in the virtuous cycle of technology are required to stay ahead.
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| By : SAP |
Published Date: Oct 13, 2008 |
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Human beings take risks. In business, one of the riskiest moves company stakeholders can take is to acquire and merge with another company or to divest part of what they have. Despite the best initial intentions between the merging companies, many mergers, acquisitions, and divestitures produce results far below expectations. For some companies, the experience can be more than maddening – it can be deadly, ending with the demise of the business.
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| By : SAP |
Published Date: Sep 23, 2008 |
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The year of 2007 set records for merger & acquisition (M&A) activity worldwide. According to Bloomberg, a record $4 trillion in deals were announced in 2007. The numbers by vertical are impressive. According to PricewaterhouseCoopers, there were a record 207 deals in industrial manufacturing (i.e., industrial machinery, rubber & plastic products, fabricated metal products, and electronic & electrical equipment) during 2007, up from 159 deals in 2006. While research from Bloomberg and PWC shows the pace of M&A activity has slowed this year, enterprises worldwide are still digesting last year’s binge. PWC also predicts that M&A activity in industrial manufacturing in 2008 will run close to that seen in 2006. Download this paper to learn more.
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For many years small to midsize manufacturers and ERP software providers struggled with the notion that full system implementations included more complexity, not to mention cost, than could be incurred by organizations with limited resources. Fortunately, drastic improvements in price performance, enhancements to underlying technologies and introduction of new forms of delivery have made ERP solutions viable and affordable to manufacturing companies of all sizes.
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| By : HP |
Published Date: Jul 21, 2008 |
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This case study highlights how one of the world's leading manufacturing companies employed a Mission Critical architecture to protect their most important systems. Learn how this customer achieved 99.99% availability of their systems for 4 straight years. As a result of adopting a high availability strategy, this HP customer saved 97 million Euros, by avoiding lost downtime.
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| By : HP |
Published Date: Jul 11, 2008 |
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Join IDC and HP on this webcast about Mission Critical Services. Matt Healey of IDC provides insights on the adoption of consolidation, virtualization and Service Oriented Architecture as aggressive strategies to align IT more closely with business goals.
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| By : SAP |
Published Date: Jul 09, 2008 |
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This offer is a report from the Economist Intelligence Unit. Based on a survey of top executives from around the world, it examines the increasing role of ERP and CRM solutions in helping organizations achieve goals tied to operational excellence.
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Projects to implement ERP tend to be difficult, expensive and drawn-out. They are often full of painful surprises and overrun budgets and schedules that were extravagant in the first place. They fail entirely in an alarming number of cases. Why this should be so is not immediately apparent. If we list, at a fairly high level, the tasks required to implement an ERP system in a company that’s already familiar with ERP practices, what we see is a significant but not daunting amount of work.
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| By : SAP |
Published Date: May 07, 2008 |
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While globalization was once the exclusive domain of the large multi-billion dollar companies, today even small to medium size enterprises cannot escape the issues associated with global trade and offshore manufacturing. Whether you view the world as flat or round, it is definitely shrinking.
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"Lean" is defined as a process to improve manufacturing and service operations, reduce waste, improve quality and drive down cost. While many packaging companies have embraced a number of Lean Manufacturing concepts, many have yet to fully realize the benefits of a fully-integrated Lean environment. Leveraging an ERP system that embraces "Lean" principles and incorporates industry specific best practices can facilitate and support the process. In this white paper, learn how lean manufacturing can apply to printing and packaging, and how an ERP system fits into the process.
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Buying an ERP system that doesn't closely fit your business processes can be a costly mistake. This is particularly true if you try to fit a generic manufacturing ERP solution into a packaging/printing business environment. Reworking a non-industry specific system to meet the day-to-day operational needs of a printing/packaging operation requires significant modifications to the core product. The resulting software can end up so heavily customized that it can be difficult and very costly to maintain.
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Whether you are an electrical supplies wholesaler or a manufacturer of oilfield equipment, the challenge is the same: Are you maximizing your margins by keeping your administrative processes as streamlined as possible? Or, are you wasting time and money by supporting paper-intensive processes to handle quotes, orders, ship notices, receipt documents and invoices?
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| By : SAP |
Published Date: Apr 23, 2008 |
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Learn how mill products companies are going through a period of intense economic change triggered by a variety of factors, such as globalization, industry consolidation, volatility in raw material and energy prices, fierce competition, and increasingly demanding customers. Discover what best practices improve operational excellence.
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| By : SAP |
Published Date: Apr 20, 2008 |
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Examine how adoption of industry best practices can fuel excellence in supply chain operations of consumer and high-tech OEMs. ASUG/SAP benchmarking studies measure the performance of industry leaders and reveal their secrets. SAP industry experts can help you rapidly harness the power of supply chain best practices.
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| By : Epicor |
Published Date: Apr 20, 2008 |
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In the last several years, the manufacturing sector has moved from vertically organized structures to horizontal organizations; that is, a single company no longer controls its product from, let’s say, the mine to the store shelf. Instead, today’s companies control only pieces of the supply chain, and the companies and divisions controlling those various components may be located just about anywhere in the world.
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| By : TRIRIGA |
Published Date: Apr 11, 2008 |
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Workplace Performance Management: A strategic framework and system to align, measure and deliver greater shareholder value from workplace assets and operations. Corporations need to align workplace operations and assets to business strategies. Workplace assets and operations must be measured and linked directly to stakeholder expectations to expose the true contributions of real estate to the organization.
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ERP system acquisition projects are rarely deemed to fail. All the well-advertised failures come later, during implementation and afterward. Nevertheless, the seeds of these failures are invariably planted in the earliest stages of ERP acquisition planning.
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ERP implementations fail – when they do – because implementation projects allow a few well-known risks to go unmanaged. These risks go unmanaged because the control of results slips from buyer to seller. It doesn’t have to work that way.
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It is a truism that in any complex activity, the critical, defining decisions should be made as early in the process as possible. In ERP implementation projects this principle is routinely undermined by the nearly universal practice of separating acquisition and implementation activities into separate projects, performed by separate teams operating under separate control.
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IT groups must support many applications and servers across multiple platforms that frequently operate independently of each other. However, coordinating job scheduling across all these applications and networks is often required to optimize resource utilization. The traditional approach of applying more staff, toolkits, and rudimentary scheduling software to cobble together automated batch processing solutions becomes cost-prohibitive, inefficient, and error-prone, as the number of moving parts increases and the environment becomes more heterogeneous.
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The hidden costs behind enterprise software (ERP), including implementation, support and management. Many of these hidden costs become surprises along the implementation path. Therefore, before purchasing an enterprise software product, make sure you have a good handle on the hidden costs.
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An exploration of the myths behind the selection of enterprise software (ERP). These myths have been around since the dawn of enterprise software and are by-products from years of struggles between users and suppliers. Dispelled are several common beliefs when selecting an enterprise software product.
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An in-depth look behind the sophisticated game of enterprise software (ERP) sales, including an explanation of the dimensions and psychology involved with enterprise software purchasing decisions. If companies do not understand the rules of the game, they might find themselves prey to the emotional ploys used in the industry. Included are some tips to help companies turn the game in their favor.
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In what practical ways – if any – is ERP implementation project success different from the absence of failure? Both casual and thorough analysis of ERP failure agree on several interesting points.
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Until recently, ERP solutions were considered out of the question for all but the largest companies, due to the technology's complexity and large price tags. However, these days, midmarket companies have more choices than ever when it comes to ERP solutions, as competition between vendors has heated up. This Buyer's Guide can help you answer the big (and small) questions so you can make an informed buying decision.
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Application Integration, Application Performance Management, Best Practices, Business Activity Monitoring, Business Analytics, Business Integration, Business Intelligence, Business Management, Business Metrics, Business Process Automation, Business Process Management, Call Center Management, Call Center Software, Change Management, Corporate Governance, Customer Interaction Service, Customer Relationship Management, Customer Satisfaction, Customer Service, eBusiness, Enterprise Resource Planning, Enterprise Software, eProcurement, Extranets, Groupware Workflow, HIPAA Compliance, IP Faxing, IT Spending, Marketing Automation, Performance Testing, Product Lifecycle Management, Project Management, Return On Investment, Risk Management, Sales & Marketing Software, Sales Automation, Server Virtualization, Simulation Software, Supply Chain Management, System Management Software, Total Cost of Ownership, Video Conferencing, Voice Recognition, Voice Over IP, Workforce Management, Incentive Compensation, Spend Management |
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