Post on 18-Dec-2015
description
MANAGEMENT
INFORMATION
SYSTEMS
Chapter 3: Strategic Initiatives for Implementing Competitive Advantages + BP3
Business
process
reengineering
Learning Outcomes
Explain supply chain management and its role in business.
Explain customer relationship management systems and how they can help organizations understand their customers.
Summarize the importance of enterprise resource planning systems.
Identify how an organization can use business process reengineering to improve its business.
Accenture Cases
Login to elearn and go to Accenture cases for Session 4
Open the case with the same number as the number of the
laptop you are using; save the file on your desktop
You have 10min to read the case; highlight important parts
Be ready to share with the rest of the class (~1min):
Client profile (name, country, type of business)
Business challenge (brief summary of main issue)
How Accenture helped (solution proposed/implemented)
High performance delivered (key positive outcomes)
SAP, Oracle
Accenture Delivery Methods
Phased implementation
Rollout schedule
Go-live
Milestone
Data migration
Key performance indicators
Risk analysis
Mitigate project risks
Risk of disruption
Shared services
Validation workflow
Service-oriented architecture (SOA)
End users vs. super users
Stakeholders
Software as a service (SaaS)
Center of Excellence
Bottleneck
Business process analysis
Operating model design
Business process requirements
Localization requirements
Master process list
Process and gap analysis
Process and data standardization
Modeling scenarios
Change impact assessment
Change management
Integration
Configurations
Provisioning
Pilot
Priority support metrics
Business intelligence
Real-time access to information
Compliance
Flexible vs. scalable
Strategic Initiatives
Supply chain management (SCM)
Customer relationship management (CRM)
Enterprise resource planning (ERP)
Business process reengineering (BPR)
Supply Chain Management (SCM)
Management of information flows between and among
stages in a supply chain to maximize total supply chain
effectiveness and profitability
Basic components of SCM:
Supply Chain Strategy = Strategy for managing all
resources to meet customer demand
Supply Chain Partner = Partners throughout the supply
chain that deliver finished products, raw materials, and
services
Supply Chain Operation = Schedule for production
activities
Supply Chain Logistics = Product delivery process
Supply Chain Management (SCM)
SCM systems can enable an organization to:
Decrease the power of its buyers
Increase its own supplier power
Increase switching costs to reduce the threat of
substitute products or services
Create entry barriers thereby reducing the threat of new
entrants
Increase efficiencies while seeking a competitive
advantage through cost leadership
Supply Chain Management (SCM)
Supply Chain Management (SCM)
Supply Chain Management (SCM)
http://www.supplychainmovement.com/wp-content/uploads/Mindmap-Pharma-Supply-Chains-2.0-Supply-Chain-Movement-2013.pdf
Supply Chain Management (SCM) Wal-Mart and Procter & Gamble SCM
Customer Relationship Management (CRM)
Managing all aspects of customers relationship with organization to increase customer loyalty and retention and organization's profitability
CRM - not just technology, but strategy, process, and
business goal that organization must embrace on
enterprise-wide level
CRM can enable organization to:
Identify types of customers
Design individual customer marketing campaigns
Treat each customer as an individual
Understand customer buying behaviors
Customer Relationship Management (CRM)
Charles Schwab
Recouped cost of multimillion-dollar CRM system in less
than 2 years
Allowed Schwab to segment its customers in terms of
serious and non-serious investors
Looked for customers that had automatic withdrawal from
bank account as sign of serious investor
Looked for stagnant balances as sign of non-serious
investor
Focus efforts on selling to serious investors, and spend
less time attempting to sell to non-serious investors
Customer Relationship Management (CRM)
Enterprise Resource Planning (ERP)
Integrates all departments and functions throughout
organization into single IT system so that employees
can make decisions by viewing enterprise-wide
information on all business operations
Enterprise Resource Planning (ERP) Sample data from a sales database
Enterprise Resource Planning (ERP) Sample data from an accounting database
Business Process Reengineering (BPR)
Business process = Standardized set of activities that accomplish specific task, such as processing customers order
Business process reengineering (BPR) = Analysis and redesign of workflow within and between enterprises
Purpose of BPR is to make all business processes best-in-class
One hazard of BPR is that company becomes so wrapped up in fighting its own issues that it fails to keep up with its competitors in offering new products or services
Business Process Reengineering (BPR)
Business Process Reengineering (BPR)
Company can improve
the way it travels the
road by moving from foot
to horse and then horse
to car
BPR looks at taking
different path, such as
airplane which ignores
the road completely
Business Process Reengineering (BPR)