Chapter 7 3

Chapter 7 4

ERP and Supply Chains

• It is comprised of a set of applications that automate routine back-end operations:

• such as financial management• inventory management• Scheduling• order fulfillment• cost control• accounts payable and receivable,

• It includes front-end operations such as:• POS• Field Sales• Service

• It also increases efficiency, improves quality, productivity, and profitability.

ERP or enterprise systems control all major business processes with a single software architecture in real time.

ESSENTIALS OF ENTERPRISE SYSTEMS AND SUPPLY CHAINSESSENTIALS OF ENTERPRISE SYSTEMS AND SUPPLY CHAINS

Chapter 6 5

Functional Areas – Value Chain Perspective

The value chain model, views activities in organizations as either primary (reflecting the flow of goods and services) or secondary (supporting the primary activities). The organizational structure of firms is intended to support both of these types of activities.

Chapter 6 6

Functional Areas in a Business

Chapter 7 7

ESSENTIALS OF ENTERPRISE SYSTEMS AND SUPPLY CHAINSESSENTIALS OF ENTERPRISE SYSTEMS AND SUPPLY CHAINS

Chapter 7 8

Supply Chainزنجیره تامین

زنجیرۀ2 تأمین:جریان مواد، اطالعات، پول و خدمات از تأمین -

کنندگان، موادخام، از طریق کارخانه ها و انبارها، به مصرف کنندگان

یک زنجیرۀ2 تأمین شامل سازما نها و فرایندهایی -است که کار تولید و انتقال محصوالت،اطالعات و

خدمات رسانی به مصرف کنندۀ2 نهایی را انجام می دهند.

- خرید، جریان پرداخت ها، اداره مواد، برنامه ریزی و کنترل تولید، تدارکات و انبارداری، کنترل

موجودی و توزیع و حمل و نقل

Supply Chain Management (SCM)

زنجیرۀ> تأمین: سه جریان عمده•. جریان مواد. عبارت است از تمامی محصوالت فیزیکی، 1•

که در طول زنجیره جریان دارند. مواد جدید، تجهیزات و ...جریان معکوس (شامل محصوالت برگشتی، جریان مواد در برگیرنده

محصوالت دورریز ) نیز می باشد. محصوالت بازیافت شده و مواد یا. جریان اطالعات. عبارت است ازکلیه داده های مربوط به 2

تقاضا، حمل و نقل ،سفارشات، برگشت یها، زمانبندی ها و تغییر در داده های مذکور.•. جریا ن مالی. جریان مالی در برگیرنده تمامی نقل و 3•

کارت های اعتباری، زمانبندی انتقاالت پولی، پرداختی ها،مربوط به اعتبار پرداخت ها، پرداخت های الکترونیکی و داده های

Chapter 7

Chapter 7 10

Chapter 7 11

Supply Chainزنجیره تامین

ساختار و اجزای زنجیرۀ2 تأمین:

Chapter 7 12

Supply ChainAutomotive Supply Chain

برای بهبود زنجیره RFIDاستفاده از تامین

Chapter 7 16

ERP (Enterprise Resource

Planning)

برنامه ریزی منابع سازمان

Chapter 7 17

چگونه می توان تمامی فرایند های اصلی کسب و کار را با یک معماری نرم افزاری به شکل

؟بالدرنگ کنترل کرد.

سئوال؟

Chapter 7 18

ERP ) Enterprise Resource Planning(

برنامه ریزی منابع سازمانٍ

معمول ترین راه حل نرم افزاری یکپارچه برای این مشکل:

برنامه ریزی منابع سازمان یا سیستم های سازمانی

ویژگی ها:برنامه ریزی، مدیریت و استفاده از کلیه منابع در تمام

سازمان به صورت یکپارچه.

این نtرم افtزار شtامل مجموعtه ای از برنامtه هtای واسtط روزمtرۀ2 عملیtات کtه اسtت کtاربردی اجtرائی )نظtیر امtور مtالی، مtدیریت موجtودی و زمtان بنtدی( را بtه منظtور کمtک بtه سtازمان در

ERP رایttاج ماننttد وظttایفی انجttام جهت .سفارش، خودکار می کند

مزایای محسوس:•کاهش موجودی•کاهش کارمندان•ارتقاء بهره وری•بهبود مدیریت سفارش•بهبود چرخۀ2 مالی بسته•کاهش هزینه های فناوری اطالعات، کاهش هزینۀ2 •

خرید، بهبود مدیریت نقدینگی، افزایش درآمد / سود، کاهش هزینۀ2 حمل و نقل تدارکات، کاهش هزینۀ2

نگهداری و بهبود تحویل فوری

Chapter 7 19

مزایای نامحسو س:• شفافیت اطالعات•فرایندهای نو/ پیشرفته•پاسخگویی به مشتری•استانداردسازی•انعطاف پذیری•جهانی سازی و بهبود عملکرد کسب و •

کار

Chapter 7 20

بخریم یا بسازیم؟

دو انتخاب:•: خودمان، یک سیستم یکپارچه را با پیوند 1•

بسته های نرم افزاری کارکردی موجود یا با برنامه نویسی یک سیستم جدید و

اختصاصی بسازیم.

موجود در بازار که ERP: از نرم افزارهای 2•سریع تر و ارزان تر است استفاده کنیم.

Chapter 7 21

ERP انواع

•ERP نسل اول:فعالیت های اطالعاتی و کامپیوتری هر سازمان به طور مستقل یا مرتبط به چند مجموعه دیگر

•ERP نسل دوم:توسtعه فعtالیت هtای اطالعtاتی بtه صtورت یکپارچtه

به کل سازمان•ERP نسل سوم:

توسtعه فعtالیت هtای اطالعtاتی بtه صtورت یکپارچtه به کل سازمان

Chapter 7 22

Chapter 7 23

CRM ( Customer Relationship Management)

مدیریت ارتباط با مشتری

چیست؟ CRM حرف

مشتریان هسته اصلی کسب و کار هستند•موفقیت شرکت به مدیریت مؤثر روابط •

با مشتری وابسته استبهینه سازی ارزش در بلند مدت است.•

Customer is the King

Chapter 7 24

Chapter 7 25

E-Commerce and Supply Chains

• Upstream Activities improve the upstream supply chain through e-procurement

• Internal Supply Activities from entering purchase orders, to recording sales, to order fulfillment, to tracking shipments, are usually conducted over a corporate intranet

• Downstream Activities enhance the activity downstream activities by providing online ordering

• Vertical exchanges combine upstream and downstream EC supply chain activities. These B2B exchanges, provide a medium where buyers and sellers can meet.

A major role of EC is to facilitate buying and selling along all segments of the supply chain.

Chapter 7 26

E-Commerce and Supply Chains

Continued

Chapter 7 27

There are many benefits to integrating functional systems.

• Tangible benefits: • Inventory reduction• Personnel reduction• Productivity improvement• Order management improvement• Financial-close cycle improvements• IT cost reduction• Procurement cost reduction• Cash management improvements• Revenue/profit increases• Transportation logistics cost

reduction• Maintenance reduction• On-time delivery improvement.

Supply Chains Benefits

Chapter 7 28

• Intangible benefits:• Information visibility• New/improved processes• Customer responsiveness• Standardization• Flexibility• Globalization• Business performance• Reduction in duplication of entries• controls and reconciliation are enhanced• rapid assimilation of data into the organization

Supply Chains Benefits Continued

Systems can be integrated internally and externally. Internal integration refers to integration between applications inside a company, whereas external integration refers to integration of applications among business partners.

Chapter 7 29

Customer Relationship Management )CRM(

CRM recognizes that customers are the core of a business and that a company’s success depends on effectively managing relationships with them. It focuses on building long–term and sustainable customer relationships that add value both for the customer and the company.

• Types of CRM • Operational CRM• Analytical CRM• Collaborative CRM

Chapter 7 30

Customer Relationship Management )eCRM(

• CRM has been practiced manually by corporations for generations. However, Ecrm (electronic CRM) started in the mid-1990’s ,when customers began using Web browsers, the Internet and other electronic touchpoints.

• THE SCOPE OF E-CRM. We can differentiate three levels of e-CRM:• Foundational service. This includes the minimum necessary services

such as Web site responsiveness (e.g., how quickly and accurately the service is provided), site effectiveness, and order fulfillment.

• Customer-centered services. These services include order tracking, product configuration and customization, and security/trust. These are the services that matter the most to customers.

• Value-added services. These are extra services such as online auctions and online training and education.

Chapter 7 31

Customer Relationship Management CRM Activities

• Customer Service on the Web • Search and Comparison Capabilities• Free Products and Services• Technical and Other Information and Service• Allowing Customers to Order Products and Services Online• Letting Customers Track Accounts or Order Status

• Tools for Customer Service• Personalized Web Pages• FAQs• Chat Rooms• E-Mail and Automated Response• Call Centers• Troubleshooting Tools• Wireless CRM

Chapter 7 32

Evolution Is Continuing

Chapter 7 33

MANAGERIAL ISSUES

• Ethical issues. Conducting a supply chain management project may result in the need to lay off, retrain, or transfer employees. Should management notify the employees in advance regarding such possibilities? And what about those older employees who are difficult to retrain? Other ethical issues may involve sharing of personnel information, which may be required for a collaborative organizational culture.

• How much to integrate? While companies should consider extreme integration projects, including ERP, SCM, and e-commerce, they should recognize that integrating long and complex supply chain segments may result in failure. Therefore, many times companies tightly integrate the upstream, inside-company, and downstream activities, each part by itself, and loosely connect the three.

• Role of IT. Almost all major SCM projects use IT. However, it is important to remember that in most cases the technology plays a supportive role, and the primary role is organizational and managerial in nature. On the other hand, without IT, most SCM efforts do not succeed.

Chapter 7 34

MANAGERIAL ISSUES

• Organizational adaptability. To adopt ERP, organization processes must, unfortunately conform to the software, not the other way around. When the software is changed, in a later version for example, the organizational processes must change also. Some organizations are able and willing to do so; others are not.

• Going global. EC provides an opportunity to expand markets globally. However, it may create long and complex supply chains. Therefore, it is necessary to first check the logistics along the supply chain as well regulations and payment issues.

• The Customer is king/queen. In implementing IT applications ,management must remember the importance of the customer/end-user ,whether external or internal.

• Set CRM policies with care. In practicing CRM, companies may give priority to more valuable customers (e.g. frequent buyers). This may lead to perceived discrimination.

Chapter 7 35

Chapter 7

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