Turning the Organization on its Side
May 15, 2015
Turning the Organization on its Side
Most companies have four main functional areas: Marketing and Sales (M/S) Supply Chain Management (SCM) Accounting and Finance (A/F) Human Resources (HR)
Most companies have four main functional areas: Marketing and Sales (M/S) Supply Chain Management (SCM) Accounting and Finance (A/F) Human Resources (HR)
Each main functional area consists of a number of narrower business functions specific to the functional area.
Historically, businesses have organized themselves according to business functions
Each main functional area consists of a number of narrower business functions specific to the functional area.
Historically, businesses have organized themselves according to business functions
Functional Functional AreasAreas
Marketing Marketing and Salesand Sales
Supply Supply ChainChain
Finance Finance and and AccountingAccounting
Human Human ResourcesResources
Business Business FunctionsFunctions
Marketing Marketing a producta product
Purchasing Purchasing goods and goods and raw raw materialsmaterials
Financial Financial accountingaccounting
Recruiting Recruiting and hiringand hiring
Taking a Taking a sales ordersales order
Receiving Receiving goods and goods and raw raw materialsmaterials
Cost Cost allocation allocation and controland control
TrainingTraining
Customer Customer supportsupport
TransportiTransporting goods ng goods and and logisticslogistics
Planning Planning and and budgetingbudgeting
PayrollPayroll
Customer Customer relationshirelationship p managememanagementnt
Scheduling Scheduling production production runsruns
Cash flow Cash flow managememanagementnt
BenefitsBenefits
Sales Sales forecastingforecasting
ManufactuManufacturing goodsring goods
GovernmeGovernment nt compliancecompliance
AdvertisinAdvertisingg
Plant Plant maintenanmaintenancece
Top ManagementM
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Material & Product Flow
In a process-oriented company, the flow of information and management activity are “horizontal”—across functions
The “horizontal” flow promotes flexibility and rapid decision-making
Michael Hammer’s Reengineering the Corporation encouraged managers to take a “horizontal” business process view of their companies
In a process-oriented company, the flow of information and management activity are “horizontal”—across functions
The “horizontal” flow promotes flexibility and rapid decision-making
Michael Hammer’s Reengineering the Corporation encouraged managers to take a “horizontal” business process view of their companies
The Legacy
Before ERP, IS people designed software to reflect a company’s business practices
With ERP software, the software developers have used their experience with a number of companies to develop “best practices”
Best Practices represent the way an ERP company feels a particular business transaction should be carried out to maximize efficiency
While customers can customize their ERP systems to represent their own particular way of doing business, straying too far from “best practices” might mean that they will not get the benefits the ERP integration promises
Before ERP, IS people designed software to reflect a company’s business practices
With ERP software, the software developers have used their experience with a number of companies to develop “best practices”
Best Practices represent the way an ERP company feels a particular business transaction should be carried out to maximize efficiency
While customers can customize their ERP systems to represent their own particular way of doing business, straying too far from “best practices” might mean that they will not get the benefits the ERP integration promises
Some companies have chosen a Best of Breed approach, where they implement ERP modules from different vendors based on actual or perceived advantages
The Best of Breed approach may become obsolete due to implementation challenges
Software must be written to connect different systems Upgrading modules is more complicated with multiple
vendors Real-time data integration is frequently not available
Some companies have chosen a Best of Breed approach, where they implement ERP modules from different vendors based on actual or perceived advantages
The Best of Breed approach may become obsolete due to implementation challenges
Software must be written to connect different systems Upgrading modules is more complicated with multiple
vendors Real-time data integration is frequently not available
A business must analyze its own business strategy, organization, culture and operations before choosing an ERP approach
A company may not be ready to implement ERP The company’s business processes may not be well
defined or managed If a company is not prepared to make its processes
more efficient, then it will not gain the benefits an ERP system can provide
A business must analyze its own business strategy, organization, culture and operations before choosing an ERP approach
A company may not be ready to implement ERP The company’s business processes may not be well
defined or managed If a company is not prepared to make its processes
more efficient, then it will not gain the benefits an ERP system can provide
ERP software is designed around best practices, so companies are encouraged to adapt their processes to the way ERP software works
With SAP, companies can customize the software by creating custom capabilities using its Advanced Business Application Programming (ABAP) language
SAP is an open-source product, meaning that the customer has access to the software’s source code
ERP software is designed around best practices, so companies are encouraged to adapt their processes to the way ERP software works
With SAP, companies can customize the software by creating custom capabilities using its Advanced Business Application Programming (ABAP) language
SAP is an open-source product, meaning that the customer has access to the software’s source code
Some executives naively hope ERP systems will cure fundamental business problems
Some executives and IT managers don’t take enough time for proper analysis and planning for implementation
Some executives and IT managers skimp on education and training
Sometimes the ownership of the implementation project is not given to the employees who will use the system
Top executive support is not always given The organizational change process is not managed well
Some executives naively hope ERP systems will cure fundamental business problems
Some executives and IT managers don’t take enough time for proper analysis and planning for implementation
Some executives and IT managers skimp on education and training
Sometimes the ownership of the implementation project is not given to the employees who will use the system
Top executive support is not always given The organizational change process is not managed well
To maximize the value of their ERP systems, companies should:
Integrate: ERP systems must be integrated throughout the company to share data effectively
Optimize: Many implementations were rushed to avoid the Y2K problem. Companies can gain value by using their ERP systems to improve their business processes
Informate: Hard work is required to effectively use the rich information provided by ERP systems
To maximize the value of their ERP systems, companies should:
Integrate: ERP systems must be integrated throughout the company to share data effectively
Optimize: Many implementations were rushed to avoid the Y2K problem. Companies can gain value by using their ERP systems to improve their business processes
Informate: Hard work is required to effectively use the rich information provided by ERP systems
In most companies, the marketing function either decides or has a key role in deciding: What products to produce How much of each product to produce How the products are to be promoted and advertised How the products should be distributed for maximum
customer satisfaction What price should be charged for the products
In most companies, the marketing function either decides or has a key role in deciding: What products to produce How much of each product to produce How the products are to be promoted and advertised How the products should be distributed for maximum
customer satisfaction What price should be charged for the products
Marketing and Sales is involved in generating key data: Recording sales Creating customer bills (invoices) Allocating credit to customers
Marketing and Sales is involved in generating key data: Recording sales Creating customer bills (invoices) Allocating credit to customers
Fictitious Fitter Snacker Company produces two snack bars: NRG-A: “Advanced Energy” NRG-B: “Body-building proteins”
Fitter Snacker has two sales divisions: Wholesale: sells to middlemen who distribute bars to
small shops, vending machine operators, health food stores
Direct: large grocery stores, sporting goods stores, other large chain stores
Fictitious Fitter Snacker Company produces two snack bars: NRG-A: “Advanced Energy” NRG-B: “Body-building proteins”
Fitter Snacker has two sales divisions: Wholesale: sells to middlemen who distribute bars to
small shops, vending machine operators, health food stores
Direct: large grocery stores, sporting goods stores, other large chain stores
Direct Sales: offers volume discounts to encourage large orders which are more efficient to process
Wholesale: charges lower fixed price because customer orders are already large (otherwise, the customer would be handled by Direct division)
Both divisions offer terms of 2-10, net 30 Customers receive a 2 percent discount if they pay their
invoices within 10 days Invoice is due in 30 days
Fitter Snacker also sells bars in store-brand wrappers for some chains
Direct Sales: offers volume discounts to encourage large orders which are more efficient to process
Wholesale: charges lower fixed price because customer orders are already large (otherwise, the customer would be handled by Direct division)
Both divisions offer terms of 2-10, net 30 Customers receive a 2 percent discount if they pay their
invoices within 10 days Invoice is due in 30 days
Fitter Snacker also sells bars in store-brand wrappers for some chains
Fitter Snacker has separate information systems for three functional areas: Sales order processing Warehouse management Accounting
Sales transaction data is shared with accounting via periodic file transfers
Credit data is shared between accounting and sales via paper printout High number of manual transactions leads to many opportunities
for data error
Fitter Snacker has separate information systems for three functional areas: Sales order processing Warehouse management Accounting
Sales transaction data is shared with accounting via periodic file transfers
Credit data is shared between accounting and sales via paper printout High number of manual transactions leads to many opportunities
for data error
The Sales Process involves a series of steps that require coordination between: Sales Warehouse Accounting Receiving
Note that manufacturing is not generally involved in the sales process as NRG bars are usually sold from warehouse stock
The Sales Process involves a series of steps that require coordination between: Sales Warehouse Accounting Receiving
Note that manufacturing is not generally involved in the sales process as NRG bars are usually sold from warehouse stock
The Sales Process involves a series of steps that require coordination between: Sales Warehouse Accounting Receiving
Note that manufacturing is not generally involved in the sales process as NRG bars are usually sold from warehouse stock
The Sales Process involves a series of steps that require coordination between: Sales Warehouse Accounting Receiving
Note that manufacturing is not generally involved in the sales process as NRG bars are usually sold from warehouse stock
Fitter Snacker’s current quotation process is a paper-based process
Sales quotes are written up on a 3-part form: Original goes to customer First copy is faxed, then mailed, to sales office Salesperson keeps second copy for personal records
Common problems include: Salesperson may make an arithmetic error or offer incorrect
discounts Customer may order before copy of quote is faxed Faxed copy may not be legible
Fitter Snacker’s current quotation process is a paper-based process
Sales quotes are written up on a 3-part form: Original goes to customer First copy is faxed, then mailed, to sales office Salesperson keeps second copy for personal records
Common problems include: Salesperson may make an arithmetic error or offer incorrect
discounts Customer may order before copy of quote is faxed Faxed copy may not be legible
Customers want delivery data when placing a sales order Warehouse supervisor provides shipping date based
on estimation of inventory and orders outstanding Sales clerk uses shipping date plus shipping method to
determine delivery date Sales clerk checks credit for existing customers against
credit report generated on a weekly basis by accounting Report may not reflect most current orders or
payments
Customers want delivery data when placing a sales order Warehouse supervisor provides shipping date based
on estimation of inventory and orders outstanding Sales clerk uses shipping date plus shipping method to
determine delivery date Sales clerk checks credit for existing customers against
credit report generated on a weekly basis by accounting Report may not reflect most current orders or
payments
Sales order is entered in customer order computer program that:
Stores customer order data for sales analysis Prints out packing list and shipping labels for
warehouse Produces data file to create invoices Provides data file for accounting department for
financial, tax and managerial accounting purposes
Sales order is entered in customer order computer program that:
Stores customer order data for sales analysis Prints out packing list and shipping labels for
warehouse Produces data file to create invoices Provides data file for accounting department for
financial, tax and managerial accounting purposes
Small customers buy in display box quantities Large customers buy in case quantities
Sometimes cases are opened to fulfil small orders▪ Expensive (wastes labour and packaging)▪ Leads to inventory inaccuracy
Inventory levels managed in a PC-based inventory program Production records and packing lists are used to update
inventory levels Monthly physical inventory count used to check and correct
inventory records
Small customers buy in display box quantities Large customers buy in case quantities
Sometimes cases are opened to fulfil small orders▪ Expensive (wastes labour and packaging)▪ Leads to inventory inaccuracy
Inventory levels managed in a PC-based inventory program Production records and packing lists are used to update
inventory levels Monthly physical inventory count used to check and correct
inventory records
When there is insufficient inventory to fill a customer order The order can be delayed until more bars are produced The available quantity can be shipped on time, with the
balance sent in a separate shipment when available The available quantity can be shipped on time, with the rest of
the order cancelled▪ Information that balance of order was cancelled must be conveyed to
accounting so correct invoice can be prepared How to make correct decision is complicated at Fitter
Snacker
When there is insufficient inventory to fill a customer order The order can be delayed until more bars are produced The available quantity can be shipped on time, with the
balance sent in a separate shipment when available The available quantity can be shipped on time, with the rest of
the order cancelled▪ Information that balance of order was cancelled must be conveyed to
accounting so correct invoice can be prepared How to make correct decision is complicated at Fitter
Snacker
Accounting prepares the invoice three times per week Accounting department loads data from disk provided
by sales department Manual adjustments are made for changes to sales
order (e.g. partial shipments)▪ When corrections aren’t made on time, faulty invoices are
sent
Accounting prepares the invoice three times per week Accounting department loads data from disk provided
by sales department Manual adjustments are made for changes to sales
order (e.g. partial shipments)▪ When corrections aren’t made on time, faulty invoices are
sent
Numerous problems occur in receiving customer payments Customers may not return a copy of invoice with payment,
making it harder to match payment to customer order Customer may pay correct amount, even if invoice was not
correct▪ Requires investigation by accounting
Making sure customer merits 2% discount for timely payment (2/10 net 30) requires manual effort
Numerous problems occur in receiving customer payments Customers may not return a copy of invoice with payment,
making it harder to match payment to customer order Customer may pay correct amount, even if invoice was not
correct▪ Requires investigation by accounting
Making sure customer merits 2% discount for timely payment (2/10 net 30) requires manual effort
Customers may return out-of-date or spoiled snack bars or damaged or defective cases
Customer receives a credit for returned items Customer is supposed to get a returned material authorization
(RMA) number from Fitter Snacker to put on the defective snack bars before shipping them back
Without RMA number, Fitter Snacker’s receiving department does not know how to process returned materials
Without RMA, accounting has a difficult and time-consuming task to credit proper account
Customers may return out-of-date or spoiled snack bars or damaged or defective cases
Customer receives a credit for returned items Customer is supposed to get a returned material authorization
(RMA) number from Fitter Snacker to put on the defective snack bars before shipping them back
Without RMA number, Fitter Snacker’s receiving department does not know how to process returned materials
Without RMA, accounting has a difficult and time-consuming task to credit proper account
If payments or return credits are not properly credited, Fitter Snacker may believe that a customer is over their credit limit and: Block a sales order that should be processed Send a dunning letter that should not be sent
If payments or return credits are not properly credited, Fitter Snacker may believe that a customer is over their credit limit and: Block a sales order that should be processed Send a dunning letter that should not be sent
There may be up to six events for a sales order Pre-sales activity Sales order processing Inventory Sourcing Delivery Billing Payment
There may be up to six events for a sales order Pre-sales activity Sales order processing Inventory Sourcing Delivery Billing Payment
Provide customer pricing information via: Inquiry: statement of prices for a particular customer for a
particular quantity of product Quote: a binding statement of prices for a particular customer
for a particular quantity of product Presales activities can also include marketing activities
such as sales calls, visits and mailings Customer and sales data stored in the ERP system helps in
preparing targeted marketing activities
Provide customer pricing information via: Inquiry: statement of prices for a particular customer for a
particular quantity of product Quote: a binding statement of prices for a particular customer
for a particular quantity of product Presales activities can also include marketing activities
such as sales calls, visits and mailings Customer and sales data stored in the ERP system helps in
preparing targeted marketing activities
Process can start by pulling data from inquiry or quote Taking data directly from inquiry/quote that customer has approved
minimizes errors Process includes:
Retrieving customer contact data Recording items to be purchased Determining pricing
▪ Quantity discounts▪ Customer-specific discounts▪ Done automatically by system based on configuration settings
Automatic credit check
Process can start by pulling data from inquiry or quote Taking data directly from inquiry/quote that customer has approved
minimizes errors Process includes:
Retrieving customer contact data Recording items to be purchased Determining pricing
▪ Quantity discounts▪ Customer-specific discounts▪ Done automatically by system based on configuration settings
Automatic credit check
Inventory records and production plans can be checked to determine whether sufficient material will be available to deliver customer’s order on time
This available-to-promise (ATP) check includes shipping times and considers weekend and holiday shutdowns System can recommend increased production based on higher than
expected sales Sales orders place a reservation on material so that the material can’t be
sold to another customer
Inventory records and production plans can be checked to determine whether sufficient material will be available to deliver customer’s order on time
This available-to-promise (ATP) check includes shipping times and considers weekend and holiday shutdowns System can recommend increased production based on higher than
expected sales Sales orders place a reservation on material so that the material can’t be
sold to another customer
Delivery in SAP means creating an electronic document that directs the warehouse to pick, pack and ship the customer’s order
Deliveries can be grouped and released to make warehouse operations more efficient
Delivery in SAP means creating an electronic document that directs the warehouse to pick, pack and ship the customer’s order
Deliveries can be grouped and released to make warehouse operations more efficient
The system creates an invoice by copying data from the sales order
The invoice can be printed and mailed to the customer, faxed or transmitted electronically by EDI (electronic data interchange) or the Internet
The accounts receivable account is debited (increased) and sales account is credited automatically
The customer can make a payment by mailing a check or electronically transmitting funds Timely recording of payments is important for properly managing a
customer’s credit limit
The system creates an invoice by copying data from the sales order
The invoice can be printed and mailed to the customer, faxed or transmitted electronically by EDI (electronic data interchange) or the Internet
The accounts receivable account is debited (increased) and sales account is credited automatically
The customer can make a payment by mailing a check or electronically transmitting funds Timely recording of payments is important for properly managing a
customer’s credit limit
To enter a sales order in SAP’s R/3, the sales order clerk must identify the customer and material ordered to the system SAP identifies customers and materials via a
unique number Search functions allow the sales order clerk to
find a customer or material number easily
To enter a sales order in SAP’s R/3, the sales order clerk must identify the customer and material ordered to the system SAP identifies customers and materials via a
unique number Search functions allow the sales order clerk to
find a customer or material number easily
Sold-to party: Where the customer’s identification number is entered
P.O. Number: The number assigned by the customer to this sales order
Req. deliv. date: The date when the customer would like to receive the order
Material and Order quantity: What thecustomer is ordering
SaTy: Sales Document Type
Clicking on Sold-to party field produces a search icon. Clicking on the search icon calls up a search window with numerous search options
Information about Customers and Materials is stored in the central database as Master Data Master data is relatively stable data shared by modules
Organizational structures allow a company to group customers and salespeople Distribution channels provide different ways to sell and
distribute material to customers (e.g. wholesale, direct, etc.)▪ Allows for different pricing, delivery methods and
minimum order quantities
Information about Customers and Materials is stored in the central database as Master Data Master data is relatively stable data shared by modules
Organizational structures allow a company to group customers and salespeople Distribution channels provide different ways to sell and
distribute material to customers (e.g. wholesale, direct, etc.)▪ Allows for different pricing, delivery methods and
minimum order quantities
Inventory sourcing determines if sufficient inventory exists to meet a customer’s required quantity and delivery date If not, available-to-promise (ATP) logic provides
delivery proposals:▪ One-time delivery of partial quantity on required delivery
date▪ Complete delivery on later date▪ Two partial deliveries on different dates
Inventory sourcing determines if sufficient inventory exists to meet a customer’s required quantity and delivery date If not, available-to-promise (ATP) logic provides
delivery proposals:▪ One-time delivery of partial quantity on required delivery
date▪ Complete delivery on later date▪ Two partial deliveries on different dates
Three options proposed by SAP R/3
The customer refers to the sales transaction via their Purchase Order Number—a number that the customer generates
The seller (known as a supplier or vendor) creates a document number that they use to keep track of the sales order As a result, each party to the sales transaction has a different
number to refer to the sales transaction SAP creates the sales order number and records the
customer’s purchase order number▪ If the sales order is entered manually, an error may be
made in keying in the customer’s purchase order number
The customer refers to the sales transaction via their Purchase Order Number—a number that the customer generates
The seller (known as a supplier or vendor) creates a document number that they use to keep track of the sales order As a result, each party to the sales transaction has a different
number to refer to the sales transaction SAP creates the sales order number and records the
customer’s purchase order number▪ If the sales order is entered manually, an error may be
made in keying in the customer’s purchase order number
Every document in the SAP R/3 system is given a unique number
A large number of documents can be created in the sales order process: Multiple deliveries can be created for large orders Customers may make multiple payments, resulting in multiple invoices Payments may be made for multiple orders Returns create credits to the customer’s account
Document Flow is the tool in SAP that links the multiple documents in a sales order
With Document Flow, one document number can be used to find all documents related to a sales order
Every document in the SAP R/3 system is given a unique number
A large number of documents can be created in the sales order process: Multiple deliveries can be created for large orders Customers may make multiple payments, resulting in multiple invoices Payments may be made for multiple orders Returns create credits to the customer’s account
Document Flow is the tool in SAP that links the multiple documents in a sales order
With Document Flow, one document number can be used to find all documents related to a sales order
Accounting Document 90000002 is linked to sales order 5
The SAP R/3 system has a flexible system, called the condition technique, that can be configured to calculate pricing using a wide range of discount techniques Per item On all items Based on unit price Based on total value With or without shipping By customer or customer class
The SAP R/3 system has a flexible system, called the condition technique, that can be configured to calculate pricing using a wide range of discount techniques Per item On all items Based on unit price Based on total value With or without shipping By customer or customer class
Net price for order, including discounts
Base price is $240/case
Discount is 10 percent
The production cost of the 10 cases is $1,992
If a line in the order is over $1000, the discount is 5 percentIf a line in the order is over $1500, the discount is 10 percent
A major advantage of an ERP system is integration of accounting with other functions like sales
Whenever a sales order is processed, the appropriate accounts are affected.
Because sales transactions create the appropriate accounting transactions in real-time, accounting has up-to-date sales information
A major advantage of an ERP system is integration of accounting with other functions like sales
Whenever a sales order is processed, the appropriate accounts are affected.
Because sales transactions create the appropriate accounting transactions in real-time, accounting has up-to-date sales information
Accounting document 90000002, accessible from the document flow screen
Accounts affected by the sales order
Customer Relationship Management (CRM) helps a company streamline interactions with customers and make them consistent
Goal is to provide a “single face to the customer” Any employee in contact with a customer should have access to
all information on past interactions Information about a customer should reside in the ERP system,
not with the employee CRM also provides a company with tools to analyze the
vast quantities of sales data available from the ERP system
Customer Relationship Management (CRM) helps a company streamline interactions with customers and make them consistent
Goal is to provide a “single face to the customer” Any employee in contact with a customer should have access to
all information on past interactions Information about a customer should reside in the ERP system,
not with the employee CRM also provides a company with tools to analyze the
vast quantities of sales data available from the ERP system
One-to-One Marketing: Customers are categorized and products, promotions, and
pricing are tailored accordingly. Sales may be increased by cross-selling and upselling
Sales Force Automation (SFA): New customers are automatically routed to the appropriate
sales representative Customer needs are forecasted based on the customer’s
history and transactions Sales Campaign Management:
Helps a company organize a marketing campaign and compile its results.
One-to-One Marketing: Customers are categorized and products, promotions, and
pricing are tailored accordingly. Sales may be increased by cross-selling and upselling
Sales Force Automation (SFA): New customers are automatically routed to the appropriate
sales representative Customer needs are forecasted based on the customer’s
history and transactions Sales Campaign Management:
Helps a company organize a marketing campaign and compile its results.
Marketing Encyclopedias: Database of promotional literature Material can be routed to sales representatives or
customers as needed Call Center Automation:
Customer support can be improved with the assistance of a knowledge management database
New solutions to unique customer query can be added to the knowledgebase, making it “smarter”
Marketing Encyclopedias: Database of promotional literature Material can be routed to sales representatives or
customers as needed Call Center Automation:
Customer support can be improved with the assistance of a knowledge management database
New solutions to unique customer query can be added to the knowledgebase, making it “smarter”
SAP R/3 contains some CRM functionality: Contact management tool:
▪ Database of customer contact information Sales activity manager:
▪ Supports a strategic and organized approach to sales activity planning
▪ Helps ensure follow-up activities are accomplished
SAP R/3 contains some CRM functionality: Contact management tool:
▪ Database of customer contact information Sales activity manager:
▪ Supports a strategic and organized approach to sales activity planning
▪ Helps ensure follow-up activities are accomplished
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A separate CRM system has the advantage of not interfering with the performance of the ERP system
The SAP R/3 system provides the raw data for CRM R/3 and CRM can also interact with:
Business Warehouse (BW):▪ Flexible system for reporting and analysis of data
Advanced Planner and Optimizer▪ System to support flexible planning of the supply chain▪ Provides improved customer service with Global ATP
A separate CRM system has the advantage of not interfering with the performance of the ERP system
The SAP R/3 system provides the raw data for CRM R/3 and CRM can also interact with:
Business Warehouse (BW):▪ Flexible system for reporting and analysis of data
Advanced Planner and Optimizer▪ System to support flexible planning of the supply chain▪ Provides improved customer service with Global ATP
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SAP R/3 ERP
System
BWBusiness
Warehousemodule
APOAdvancedPlanner & Optimizermodule
mySAPCRM
System
A separate CRM system has the advantage of not interfering with the performance of the ERP system
The SAP R/3 system provides the raw data for CRM R/3 and CRM can also interact with:
Business Warehouse (BW):▪ Flexible system for reporting and analysis of data
Advanced Planner and Optimizer▪ System to support flexible planning of the supply chain▪ Provides improved customer service with Global ATP
A separate CRM system has the advantage of not interfering with the performance of the ERP system
The SAP R/3 system provides the raw data for CRM R/3 and CRM can also interact with:
Business Warehouse (BW):▪ Flexible system for reporting and analysis of data
Advanced Planner and Optimizer▪ System to support flexible planning of the supply chain▪ Provides improved customer service with Global ATP
SAP’s CRM manages three basic task areas: Marketing Sales Service
The three basic tasks contribute to the cultivation of the customer relationship.
Cultivating a customer relationship involves four phases: Prospecting Acquiring Servicing Retaining
SAP’s CRM manages three basic task areas: Marketing Sales Service
The three basic tasks contribute to the cultivation of the customer relationship.
Cultivating a customer relationship involves four phases: Prospecting Acquiring Servicing Retaining
Prospecting: Potential new customers are evaluated and
development activities (e-mails, sales calls, mailings, etc.) are planned
Marketing tasks predominate in this phase. Acquiring:
Salespeople develop business prospects into customers
Sales tasks (processing inquiries, quotes, and sales orders) become increasingly important in this phase.
Prospecting: Potential new customers are evaluated and
development activities (e-mails, sales calls, mailings, etc.) are planned
Marketing tasks predominate in this phase. Acquiring:
Salespeople develop business prospects into customers
Sales tasks (processing inquiries, quotes, and sales orders) become increasingly important in this phase.
Servicing: Technical support, warrantee work, product returns,
quality problems, complaint handling, etc. are critical to maintain satisfied customers.
Retention The rate at which a prospect becomes a customer is
quite low, thus, retention is critical as it is easier to retain good customers than to find new ones
Timely delivery of quality products and services at a fair price is the focus
Marketing must anticipate changes in customer requirements
Servicing: Technical support, warrantee work, product returns,
quality problems, complaint handling, etc. are critical to maintain satisfied customers.
Retention The rate at which a prospect becomes a customer is
quite low, thus, retention is critical as it is easier to retain good customers than to find new ones
Timely delivery of quality products and services at a fair price is the focus
Marketing must anticipate changes in customer requirements
Companies spend significant sums on marketing campaigns
Successful planning, execution and evaluation are necessary to achieve the maximum benefit
mySAP CRM supports: Marketing and Campaign Planning Target Group Selection Campaign Execution Activity Management Campaign Analysis
Companies spend significant sums on marketing campaigns
Successful planning, execution and evaluation are necessary to achieve the maximum benefit
mySAP CRM supports: Marketing and Campaign Planning Target Group Selection Campaign Execution Activity Management Campaign Analysis
Marketing and Campaign Planning: Task scheduling, resource allocation and budgeting
Target Group Selection: Data from the SAP R/3 system (perhaps using BW) is used to categorize the
company’s customers to offer more individual product and service promotions Campaign Execution Activity Management:
Manage the execution of the marketing campaign, including handling sales calls, mailings, personalized e-mailings and Web-based promotional activities
Campaign Analysis: Evaluate the success of the campaign via lead generation and response rates Plan improvements for the next marketing campaign BW tools can support this analysis
Marketing and Campaign Planning: Task scheduling, resource allocation and budgeting
Target Group Selection: Data from the SAP R/3 system (perhaps using BW) is used to categorize the
company’s customers to offer more individual product and service promotions Campaign Execution Activity Management:
Manage the execution of the marketing campaign, including handling sales calls, mailings, personalized e-mailings and Web-based promotional activities
Campaign Analysis: Evaluate the success of the campaign via lead generation and response rates Plan improvements for the next marketing campaign BW tools can support this analysis
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Target Group Selection
•Modeling•Segment creation•Selection
BW
Campaign Analysis
• Success Measurement
• 3rd Party Data• Profiles
Phone Web Mobile e-mail
Campaign ExecutionActivity Management
Marketing and CampaignPlanning
• Planning• Budgeting• Monitoring
Target Group Selection
•Modeling•Segment creation•Selection
BW
Campaign Analysis
• Success Measurement
• 3rd Party Data• Profiles
Phone Web Mobile e-mail
Campaign ExecutionActivity Management
Marketing and CampaignPlanning
• Planning• Budgeting• Monitoring
A production plan answers two questions: 1. How many of each type of snack bar should we produce,
and when? 2. What quantities of raw materials should we order so we can
meet that level of production, and when should they be ordered?
A successful company must be able to: Develop a good production plan Execute the plan Make adjustments when customer demand differs from the
forecast
Three general production approaches: Make-to-stock: products are made for inventory in anticipation
of sales orders▪ Most consumer products are make-to-stock
Make-to-order: products are made to fill specific customer orders▪ Expensive products or products made to customer specifications
Assemble-to-order: combination of make-to-stock and make-to-order▪ Final product assembled for a specific customer order from stock
components
Snack bar line produces: 200 bars/minute 3,000 lb/hr
Production line operates for one 8-hour shift per day Raw materials are mixed in one of four mixers
Mixers can produce 4,000 lb of dough per hour▪ Excess capacity protects snack bar line from shutting down if a mixer breaks
The 4 oz snacks are packed 24 to a display box with 12 display boxes packed to a case
Changing from NRG-A to NRG-B bars takes 30 minutes
Raw
Mat
eria
l War
ehou
se
Mixer
Mixer
Mixer
Mixer
Form Bake Pack
Snack Bar Line
Fitter Snacker’s production problem is deciding how many snack bars to make and when to make them
Fitter Snacker’s main production problems are in the areas of: Communication problems Inventory problems Accounting and purchasing problems
All of which are exacerbated by Fitter Snacker’s un-integrated information system
Communication problems exist in most companies Magnified in a company without an integrated information system
At Fitter Snacker, Marketing and Production do not communicate or coordinate planning Production is not always informed of sales promotions or unexpected
planned orders▪ Can result in depleted inventory, overtime production, expedited shipments and
material shortages Production may not inform Marketing about planned maintenance, which
will reduce production
Production manager schedules production based on experience, rather than formal planning techniques Primarily compares current warehouse inventory levels with
“normal” values▪ May include informal communications with marketing personnel
Inventory information is not available in real-time, and does not recognize inventory that has been sold but not shipped▪ Inventory available to commit to future orders is not known
Inventory shortages may mean unplanned production changeovers, resulting in: Lost production capacity Potential shortages of other products
Actual sales data is not available on a timely basis, because: It is hard to gather Lack of organizational trust
With access to sales forecasts and plans and real-time sales order data, production could make better decisions and manage inventory better
Most companies use standard costs to account for manufacturing costs Standard costs are based on historical costs for
materials, labor and factory overhead Manufacturing costs are estimated by multiplying
production quantities by standard costs Actual production costs invariably deviate from
estimates using standard costs, and adjustments must be made regularly
Production planning involves: Developing an aggregate production plan for groups
of products Breaking down the aggregate plan into more specific
plans for individual products using smaller time increments
Use the production plan to determine raw material requirements
Sales Forecasting: The process of developing a prediction of future demand for a
company’s products Sales and Operations:
Process of determining what the company should produce Requires starting inventory levels and sales forecast Capacity must be considered Inventory may be built to meet demand for seasonal products
Demand Management: Process of breaking production plan down into smaller time
increments Detailed Scheduling:
Development of a detailed production schedule based on production plan from demand management
Scheduling method depends on production environment Production:
Uses the detailed schedule to determine what products to produce and what staffing is required
Material Requirements Planning: Determines amount and timing of raw material
ordersPurchasing:
Takes quantity and timing information from MRP and creates purchase orders, which It transmits to qualified suppliers
In SAP R/3, sales (consumption values) are automatically recorded when sales are made in the SD module Additional detail (sales by region or sales office) can be
recorded by the Logistics Information System (LIS) Business Warehouse (BW) can be used for even more
detailed sales analysis With an integrated information system, accurate sales
data are easily available for forecasting
Jan. Feb. March April May JunePrevious Year (cases) 5734 5823 5884 6134 6587 6735Promotion Sales (cases) 300 300Previous Year base (cases) 5734 5823 5884 6134 6287 6435Growth: 3.0% 172 175 177 184 189 193Base Projection (cases) 5906 5998 6061 6318 6476 6628Promotion (cases) 500Sales Forecast (cases) 5906 5998 6061 6318 6476 7128
Sales Forecasting
Simple Sales ForecastSimple Sales Forecast• Sales based on simple adjustment to previous year's sales values
Input to SOP is sales forecast and beginning inventory Output is a production plan that balances market demand with production
capacity Developing an SOP answers the question:
“How can manufacturing efficiently produce enough goods to meet projected sales?”
Fitter Snacker Production Capacity:
bars/day 000,96day
.hr8
hr.min
60.min
bars200
cases/day 3.333boxcase
121
barsbox
241
bars/day 000,96
Sales and Operations Planning Dec. Jan. Feb. March April May June1) Sales Forecast 5906 5998 6061 6318 6476 71282) Production Plan 5906 5998 6061 6318 6900 67003) Inventory 100 100 100 100 100 524 964) Working Days 22 20 22 21 23 215) Capacity (Shipping Cases) 7333 6667 7333 7000 7667 70006) Utilization 81% 90% 83% 90% 90% 96%7) NRG-A (cases) 70.0% 4134 4199 4243 4423 4830 46908) NRG-B (cases) 30.0% 1772 1799 1818 1895 2070 2010
Sales and Operations PlanningSales and Operations Planning
When demand is forecasted to exceed capacity, a company might: Choose not to meet all demand or reduce promotional
expenditures Use overtime to increase capacity
▪ Will increase costs Inventory can be built up in earlier periods
▪ Will increase costs and inventory may be lost Try a hybrid approach
Because the SAP R/3 system is integrated, accurate historical sales values are readily available for forecasting
In forecasting, “correcting” historical sales data is valid if: Production was not able to meet demand, so that the
historical sales data does not represent actual demand Unusual conditions like weather affected demand The effect of sales promotions needs to be “backed out” of
the data In the SAP R/3 system, a number of forecasting models are
available
Sales provided fromSD module
Field where planner can “correct” the sales value
Historical Sales DataHistorical Sales Data
Forecasting Models in SAP R/3Forecasting Models in SAP R/3
HistoricalSales Values
Forecasted Sales
• Using graphs to evaluate forecasts is frequently the best method
Evaluating ForecastsEvaluating Forecasts
In SOP, rough-cut capacity planning can be used to evaluate plan feasibility
For simple products/processes like Fitter Snacker, the capacity estimations are pretty accurate
For complicated assemblies/manufacturing processes, accurate rough cut capacity estimates are hard to achieve
Capacity Requirements
Production Plan
ERP systems provide sophisticated SOP tools, but require commitment from both parties to be successful Without cooperation and agreement on forecasts, sales
promotions and production plans, a company will have:▪ Excess quantities of some products▪ Shortages of others▪ Higher costs due to overtime and expedited shipping
Successful SOP needs a culture of cooperation, which requires top management support to develop
Kellogg achieved significant savings from coordinated SOP process
Key was changing focus of key players Focus was influenced by way players were evaluated
▪ Marketing and sales: tons of cereal sold▪ Manufacturing: tons of cereal produced
Neither party was evaluated on how much profit Kellogg was making Kellogg’s new SOP process, Integrated Business Planning (IBP),
is focused on making profit for the company Kellogg has reduced capacity, inventory and capital needs while
selling more cereal than ever before
Planning is done on aggregate product groups to make the process easier to manage and evaluate
Aggregate plans must be disaggregated to that more detailed plans can be made for individual products
In SAP R/3, the product group hierarchy, which is defined with fixed percentages for each member, is used to determine production quantities for each product
With Fitter Snacker, the product group consists of two products NRG-A typically accounts for 70% of sales NRG-B typically accounts for 30% of sales
NRG Group consists of 70% NRG-A Bars and30% NRG-B Bars
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The Stock/Requirements List shows: Current stock Required materials Material receipts planned Material availability
Anticipated demand for NRG-A Barsfrom Sales and Operations Plan
Demand Management links SOP with Detailed Scheduling and MRP via the Master Production Schedule (MPS)
Fitter Snacker’s Demand Management process splits the Monthly SOP plan into weekly and daily increments Demand Management process in SAP R/3 uses the factory
calendar to determine the number of working days in a particular week or month
111
752224
4134
322224
1772
Week 1 Demand Management 1/2 - 1/5 Monthly Demand NRG-A 4134
NRG-B 1772 Working Days in Week 4 Working Days in Month 22 MPS NRG-A 752 Weekly Demand NRG-B 322
752224
4134
112
Demand Management Jan 2 Monthly Demand NRG-A 4134
NRG-B 1772 Working Days in Month 22 MPS NRG-A 188 Daily Demand NRG-B 81
8122
1772
18822
4134
Fitter Snacker’s production plan for January: The first fiveweeks of production are followed by a day-by-day disaggregation of week 1.
Week 1 Week 2 Week 3 Week 4 Demand Management 1/2 - 1/5 1/8 - 1/12 1/15 - 1/19 1/22 - 1/26 1/29 - 1/31 2/1 - 2/2 Monthly Demand NRG-A 4134 4134 4134 4134 4134 4198
NRG-B 1772 1772 1772 1772 1772 1799 Working Days in Week 4 5 5 5 3 2 Working Days in Month 22 22 22 22 22 20 MPS NRG-A 752 940 940 940 Weekly Demand NRG-B 322 403 403 403
Demand Management Jan 2 Jan 3 Jan 4 Jan 5 Jan 6 Monthly Demand NRG-A 4134 4134 4134 4134 4134
NRG-B 1772 1772 1772 1772 1772 Working Days in Month 22 22 22 22 22 MPS NRG-A 188 188 188 188 188 Daily Demand NRG-B 81 81 81 81 81
Week 5
984422
Fitter Snacker’s factory calendar for July
Week 1 Week 2 Week 3 Week 4 Demand Management 7/2 - 7/6 7/9 - 7/13 7/16 - 7/20 7/23 - 7/27 7/30 - 7/31 8/1 - 8/3 Working Days in Week 4 5 5 5 2 3 Working Days in Month 22 22 22 22 22 18
Demand Management July 2 July 3 July 4 July 5 July 6 Working Days in Month 22 22 22 22 22
Week 5
Material Requirements Planning (MRP) is the process of determining the quantity and timing of production and/or purchase quantities needed to support the Master Production Schedule (MPS)
MRP would allow Fitter Snacker to accurately plan its raw material purchases
The Bill of Material (BOM) is a list of materials and quantities needed to make a product
For Fitter Snacker, the BOM is the “recipe” for a 500 lb. batch of snack bar dough
The bill of material (BOM) for Fitter Snacker’s NRG bars
Ingredient NRG-A NRG-BOats (lb) 300 250Wheat germ (lb) 50 50Cinnamon (lb) 5 5Nutmeg (lb) 2 2Cloves (lb) 1 1Honey (gal) 10 10Canola Oil (gal) 7 7Vit./Min. Powder (lb) 5 5Carob Chips (lb) 50Raisins (lb) 50Protein Powder (lb) 50Hazelnuts (lb) 30Dates (lb) 70
QuantityIngredient NRG-A NRG-BOats (lb) 300 250Wheat germ (lb) 50 50Cinnamon (lb) 5 5Nutmeg (lb) 2 2Cloves (lb) 1 1Honey (gal) 10 10Canola Oil (gal) 7 7Vit./Min. Powder (lb) 5 5Carob Chips (lb) 50Raisins (lb) 50Protein Powder (lb) 50Hazelnuts (lb) 30Dates (lb) 70
Quantity
The BOM can be used to calculate how much of each material is required to produce a finished product
Determining the timing and quantity of purchase orders requires information on lead-times and lot sizing
For purchased products, the lead time includes: Time for supplier to receive and process order Time to take material out of stock, package it, load it on a truck and deliver it
to the manufacturer Time required at manufacturer to receive the material:
▪ Unload the truck▪ Inspect the materials▪ Move to storage location or production line
Lot sizing is the process of determining production or order quantities
In many cases, lot sizes for purchased items are constrained by packaging and transportation
For Fitter Snacker: Oats need to be purchased in multiples of 44,000 lb. hopper truck
quantities Wheat Germ needs to be purchased in multiples of 2,000 lb bulk
containers Protein powder needs to be purchased in multiples of 1,250 lb. pallet
quantities
The MRP Process for oats requires the following steps:1. Convert MPS quantities from cases to 500 lb. batches2. Multiply the number of batches by the lb/batch quantities
from the BOM to determine gross requirements3. Subtract existing raw material quantities and released
purchase orders from gross requirements to determine net requirements
4. Plan purchase orders in multiples of the 44,000 lb lot size, allowing for the 2-week lead time, to meet the net requirements in Step 3
Scheduled Receipts are purchase orders that have been placed with the supplier and are scheduled to arrive on a particular date
The MRP process calculates planned orders, which are orders that should be placed with the supplier to avoid running out of the material
Planned orders appear in two places on the MRP Record Planned order release shows when the order should be placed
with the supplier Planned order receipt shows when the supplier should deliver
the order
The MRP record for NRG bars, weeks 1 through 5
Oats Lead Time = 2 weeks Week 1 Week 2 Week 3 Week 4 Week 5MPS NRG-A 752 940 940 940 984(cases) NRG-B 322 403 403 403 422MPS NRG-A 108 135 135 135 142(500 lb. batches) NRG-B 46 58 58 58 61Gross Requirements (lb) 44,090 55,087 55,087 55,087 57,667Scheduled Receipts 44,000 44,000Planned Receipts 88,000 44,000 44,000On Hand 11,650 11,560 473 33,386 22,299 8,632Planned Orders 88,000 44,000 44,000
MRP ProcessMRP Process
3.10850072
752
090,442504.463003.108
MRP list is similar to Stock/Requirements List MPR list shows results of MRP calculations Stock/Requirements shows results of MRP calculations,
plus any changes that have occurred since the MRP calculations were performed: Planned orders converted to production orders Material receipts
MRP calculations can require significant computer resources, so are usually performed daily or even less frequently
The MRP List in SAP R/3
The Stock/Requirements List in SAP R/3
Double-clicking on a planned order brings up a windowwhere the planned order can be converted to a purchase requisition
Planned orders are “recommendations” from the MRP calculation process on what materials should be ordered/produced to meet the MPS
Planned orders must be converted to purchase requisitions before the purchasing department will begin the process to create a purchase order
Planned orders can be converted to purchase orders manually, or the SAP R/3 system can convert a group of planned order to purchase orders e.g. all planned orders that should be placed this week can be converted
to purchase requisitions
Conversion of Planned Order to Purchase Requisition
Planned order release and receipt dates
Option to convert planned order to purchase requisition
Planned Order to Purchase RequisitionPlanned Order to Purchase Requisition
The purchasing department converts purchase requisitions into purchase orders
Purchasing specialists may group items from different purchase requisitions on one purchase order to save costs
Purchasing specialists may produce more than one purchase order for the items on a requisition
The SAP R/3 system provides tools to help the purchasing specialist select the best supplier (vendor) for a material Once the purchase order is complete, it is transmitted to the supplier
(vendor) A number of methods (mail, fax, EDI, internet) are available for
transmitting purchase orders
Source Overview screen for supplier selection
Options to evaluate vendors
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Detailed scheduling is a complex process Scheduling frequently involves a balance between:
Long production runs, which reduces lost capacity due to equipment setups, and
Short production runs, which result in lower inventory levels Because the mixing capacity at Fitter Snacker is greater than the
baking line capacity, scheduling at Fitter Snacker is focused on the baking line
Repetitive manufacturing can be used to schedule production at Fitter Snacker
Repetitive manufacturing schedules production run times instead of specific production quantities
Repetitive Manufacturing Planning Table in the SAP R/3 system
Data can be entered into the SAP R/3 system through a PC, bar code scan, wireless PDA or RFID technology
Because SAP R/3 is integrated, information entered for a material movement will be used to automatically update accounting records One data entry activity provides data for two functions
(materials management and accounting) simultaneously, providing data consistency
For example, the Goods Receipt screen simplifies the connection between the material received from the supplier and the purchase order that created it
Accurate data requires company personnel to consistently and accurately enter information into the system
Goods receipt screen in SAP R/3
Fitter Snacker is part of a supply chain that starts with farmers growing oats and wheat germ and ends with a customer buying an NRG bar from a retail store
Historically, participants in the supply chain have used competitive bidding to achieve low prices This frequently leads to adversarial relationships
The supply chain is frequently more efficient if participants work collaboratively to: Improve products Reduce paperwork Reduce inventories and costs Increase responsiveness to the customer
Supply-chain management (SCM) from raw materials to consumer
Traditional Supply ChainsTraditional Supply Chains• In the traditional supply chain, information is passed through the
supply chain reactively• Information on changes to customer demand may not reach suppliers
for days or week• Information is filtered by purchase order process
ERP systems can facilitate supply chain efficiency Production plans can be shared along the supply chain in real time Integration of accounting allows managers to evaluate impact of plans on
total supply chain costs Measures of supply chain performance include:
Cash-to-cash cycle time Total SCM costs Initial fill rate Initial order lead time On-time performance
Before ERP, Hoyt Archery performed a complete inventory count twice a year Manufacturing plant closed for 3 days at a cost of $5,000 per
day With ERP, Hoyt had accurate, real-time inventory information
and could implement an ongoing cycle- counting process▪ Rather than count all items twice a year, with cycle counting a few
inventory items are counted each day Hoyt also simplified customer interaction with its
configure-to-order (CTO) process
Most growth in e-commerce has been in business-to-business (B-to-B) commerce, not business-to-consumer (B-to-C) commerce
Vanity Fair had no problem complying with the Web-based order tracking requirement of government agencies because it had an ERP system
“If you are going to begin to collaborate with your suppliers, you will have to have real-time information available to them” Tim Lamberth, VP of Global Processes, Vanity Fair
Wal-Mart uses data to gain competitive advantage with its supply chain Purchase data from bar code scanners is recorded in a massive data
warehouse at Wal-Mart headquarters Wal-Mart uses data mining techniques to predict what customers will buy
at different times of the year▪ This data is shared with Wal-Mart suppliers to plan production
Wal-Mart also allows its 5,000 suppliers to directly access its data warehouse through its Retail Link program
Wal-Mart is leading the effort to include RFID technology SAP’s R/3 software has RFID capabilities
VDO had problems in the highly-competitive automotive industry due to: Four manufacturing plants, each with its own business processes No real-time information system
VDO’s survival was threatened as its competitors provided lower cost products with better delivery accuracy
To solve this problem, VDO implemented SAP using the ASAP (now Solution Manager) methodology First plant in 8 months Remaining 3 plants in four months
An ERP system can improve the efficiency of production and purchasing processes Begins with Marketing sharing sales forecast Production plan is created based on forecast and shared
with Purchasing so raw materials can be ordered properly. Production planning can be done without an ERP
system, but an ERP system that contains MRP allows Production to be linked to Purchasing and Accounting This data sharing increases a company’s overall efficiency.
Companies are building on their ERP systems and integrated systems philosophy to practice SCM. In doing this, the company looks at itself as part of a
larger process that includes customers and suppliers.
By using information more efficiently along the entire chain, significant cost savings can result.
• Accounting is a functional area that is tightly integrated with other functional areas like:• Marketing and Sales• Supply Chain Management
• Accounting activities are necessary for decision making
Firms require three types of accounting activities Financial Accounting
▪ Documents all transactions that have an impact on the firm▪ Uses this transaction data to make external reports for various agencies
(FASB, SEC, IRS) Managerial Accounting
▪ Determine costs and profitability of a company’s activities▪ Managerial Information is used for planning and to control a company’s day-
to-day activities Tax Accounting is a specialized field that used Financial
Accounting information
Common Financial Accounting statements include: Balance Sheet
▪ Shows account balances at a particular point in time▪ Gives a good picture of the overall financial health of a
company Income Statement
▪ Shows sales, cost of sales and overall profit for a period of time (quarter, year)
Fitter Snacker sample balance sheet
Fitter Snacker sample income statement
Early information systems gathered data primarily for their own functional area (sales, production, payroll, etc.)
Data sharing with accounting did not occur in “real time” Accountants and functional area clerks frequently had to
do significant research to gather the data needed for reports
ERP systems, with centralized databases, avoid these problems Materials Management module sees a goods receipt as an
increase in inventory Accounting module sees goods receipt as an increase in the value
of inventory▪ A single data entry transaction provides the data for both
A company’s accounts are kept in the general ledger In SAP R/3, input to the general ledger occurs
simultaneously with the business transaction in the functional module Sales and Distribution (SD)
▪ Sales to customers create accounts receivable entries Materials Management (MM)
▪ Purchase orders create accounts payable entries Human Resources (HR)
▪ Payroll processing creates expense entries
151
Other modules also create general ledger entries Financial Accounting (FI)
▪ Manages the accounts receivable and accounts payable items created in SD and MM
▪ Module where general ledger accounts are closed at the end of a fiscal period
Controlling (CO)▪ Tracks the costs associated with producing products
Asset Management (AM)▪ Manage fixed-asset purchases (plant, machinery, etc.) and associated
depreciation
A company with an un-integrated information system can have accounting data that is out-of-date or inaccurate
Out-of-date or inaccurate data can lead to bad operational decisions
Fitter Snacker has this problem with credit management Companies routinely sell to customers on credit Sound credit management gives customers enough credit
to promote sales while minimizing the risk from default Making the correct credit management decision requires
accurate and timely sales and payment data
At Fitter Snacker: The sales clerk uses a weekly printout of all customer
balances and credit limit to see if credit should be granted for a new order
Sales data are transmitted to accounting 3 times per week▪ Both sales and accounting work off data that is not real-time
and may be more than a week old▪ Customer orders that would bring them over the credit limit may be
accepted▪ Customers may be denied credit because recent payments are not
available to the sales clerk
SAP R/3 allows for a number of configuration options to determine how the system responds to an order that would cause a customer to exceed its credit limit The system may block the sales order The system may prevent the sales order from being saved The system may issue warning messages to the sales order clerk
Credit is a sensitive issue, so the system response must be configured to match a company’s procedures
Typically, sales orders are blocked, with no warning given to the sales order clerk A credit specialist would regularly review blocked orders and take
corrective action
Credit management configuration
Dynamic credit check Only orders
for the next two months are considered
Reaction C: warning message is issued when order is saved
Credit management for Health Express
Credit limit for Health Express
Outstanding obligations
Blocked sales order
Options to release, reject or forward blocked sales orders
Accounting data is used to determine the profitability of a company and its products Inaccurate and/or incomplete data can lead to a flawed
analysis The three main causes of data problems are:
▪ Inconsistent record keeping▪ Inaccurate inventory costing▪ Problems consolidating data from subsidiaries
At Fitter Snacker: Sales data is not maintained so that sales reports are easily
generated▪ Analyzing sales data by region or division usually must be done by hand
Production data is maintained with paper records▪ Data must be typed into a spreadsheet from paper records before it can be
analyzed▪ Manual entry leads to errors
Without an integrated information system, much of the effort in generating reports is devoted to working around the limitations of the systems
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Correctly calculating inventory costs is an important and challenging task in any manufacturing company
A manufactured item’s cost has three elements: Cost of raw materials used in the item Labor used specifically to produce the product (direct labor) Overhead: all other costs
▪ Factory utilities▪ General factory labor (custodial services, security)▪ Manager’s salaries▪ Storage▪ Insurance
Materials and labor are called direct costs Direct costs are relatively easy to tie to the production of specific
products Overhead is an indirect cost
Indirect costs are difficulty to associate with a specific product▪ e.g. the relationship between the cost of heating and lighting and a specific
batch of NRG-A bars To determine the cost of a manufactured product, indirect costs
must be allocated to products
Allocating indirect costs One method is to use total machine hours
▪ Total overhead cost divided by the total machine production time (hours) available for a period to get an overhead rate per machine hour
Example:▪ Overhead costs per month: $152,500▪ Production line capacity: 50 cases/hour
160 hours/month
hourmo
/950$hour/mo. 160
./000,152$ case/19$
case/hour 50hour/950$
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Allocating indirect costs Another method is to use direct labor hours
▪ The assumption with this method is that overhead costs are incurred so workers can do their jobs
For Fitter Snacker, the snack bar bake line is the fundamental production process as well as capacity constraint, so allocating indirect costs using machine hours (snack bar bake line hours) would make sense
Costs are typically recorded using standard costs, which are based on historical cost data
At the end of an accounting period, adjustments to accounts must be made as actual costs will differ from estimates made using standard costs Balance sheet: cost of inventory held will need to be adjusted Income statement: cost of goods sold will have to be adjusted
Difference between actual costs and standard costs are called cost variances
Cost variances arise with both direct and indirect costs
In ABC, records are kept on overhead costs and the activities associated with overhead cost generation
The goal is to more precisely associate costs with the causes (drivers) and avoid rough allocation procedures
Profitability of particular products is more accurately determined ABC is often used when:
Competition is stiff Overhead costs are high Products are diverse
Not all overhead costs can be linked to activities
ABC requires more bookkeeping than traditional cost- accounting approaches
ABC is often used for strategic purposes in parallel with standard cost accounting
A recent study noted that: ERP companies had nearly twice as many cost-
allocation bases to use in management decision-making ERP companies’ managers rated their cost-accounting
system much higher
Companies with subsidiaries must prepare financial statements for each subsidiary, plus be able to provide a consolidated statement for the entire company
Different currencies and transactions between subsidiary companies can make the consolidation task challenging
Currency translation is challenging because exchange rates fluctuate daily
Intercompany transactions must be handled properly Sales from one subsidiary to another within a company do not
result in a profit or loss, because no money has entered or left the consolidated company
Microsoft must consolidate financial information from 130 subsidiaries
Prior to installing SAP R/3, each subsidiary did accounting in its own system, then transmitted the files to another system, where manipulation of the data was required Subsidiaries used different systems, with different field sizes,
types of characters, account structures, etc. Consolidation took over a week
With SAP R/3, Microsoft can look directly at financial activity at any subsidiary around the world
Reporting accounting information is often challenging Without an ERP system, obtaining the information needed
for a report is frequently a monumental task With ERP, the information is in a single system, however:
The system configuration must be set to gather the correct “raw data”
The appropriate reports are needed, which may require custom coding (e.g. ABAP)
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In SAP R/3, Document Flow is a tool that finds, organizes and displays a summary of all documents related to a sales order
Sales orders can be very complicated, with: multiple products multiple shipments multiple invoices multiple payments
Being able to find all related documents easily is important in providing efficient customer service
Document flow of a transaction in SAP R/3
Details of any document can be viewed from the document flow screen—a process known as “drilling down”
Because ERP systems use a database, the database can be queried to provide a wide range of reports and analyses
Because reports access the same database where transactions are recorded, reporting and analysis requests can slow down the processing of regular business transactions SAP R/3 has built-in information systems (SIS, LIS, etc.) with their
own data tables for analysis Business Warehouse (BW) is a completely separate system that
extracts data from the SAP R/3 system▪ BW provides greater reporting flexibility and can combine data from other
information systems
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Enron was a trailblazing energy company that was revolutionizing the oil and gas business and making millionaires of its investors
On Oct. 16, 2001, Enron’s creative financial arrangements began to unravel
On Dec. 2, 2001, Enron made the largest bankruptcy filing in history A primary cause of the collapse was Enron’s partnerships that
shifted billions of debt off Enron’s books so that Enron could borrow money more cheaply
Arthur Andersen, a highly regarded accounting firm, had annually issued annual reports attesting to the validity of Enron’s financial statements
Arthur Andersen was indicted for, among other things, the destruction of Enron documents in the face of an SEC investigation
As a result of the Enron collapse: Enron’s 20,000 creditors will receive approximately 20% of the $63
billion they are owed Shareholders will receive nothing
▪ Many employees invested large sums of money in Enron stock via 401K savings plans
Arthur Andersen, once a firm with 28,000 employees, has been all but dismantled
31 individuals either have been tried or will be tried on criminal charges The Sarbanes-Oxley Act was passed
The Sarbanes-Oxley Act is designed to encourage top management accountability Top managers in recent scandals (Enron, WorldCom, Global
Crossing) have claimed ignorance of accounting abuses Title IX of Sarbanes-Oxley requires a company’s CEO and CFO to
sign a statement that financial statements comply with SEC rules▪ Penalties can be up to $5 million and 20 years in prison
Title II restricts the non-audit services that an auditor can provide
Title IV of the act specifies more stringent requirements for financial reporting Section 404 requires a public company’s annual report contain
management’s internal control report The control report outlines management’s responsibility for:
▪ Establishing and maintaining adequate internal control over financial reporting
▪ Assess the effectiveness of its internal control over financial reporting
▪ To meet the internal control report requirements, a company must document the controls that are in place and verify that they are not subject to error or manipulation
An integrated information system provides the tools to implement internal controls Controls cannot necessarily prevent a pervasive effort to
circumvent standard processes by a company’s leadership (e.g. Enron)
Companies with ERP systems in place will have an easier time complying with Sarbanes-Oxley than those without
In SAP R/3, there are limited situations where data can just be deleted
If data could just be deleted, an unscrupulous employee could: Create a fictitious vendor Post an invoice from the vendor Make payment to a Swiss bank account Delete all records of the transactions so the fraud won’t be detected
In SAP R/3, most data must be archived before it can be removed from the system, so auditors can reconstruct the company’s financial position at any point in time
Transaction options for material master data
Data on a company’s materials cannot be deleted directly, but must be archived for deletion
Change record for material master
SAP R/3 maintains detailed records on all changes made to material master data
A fundamental tool to avoid fraud is separation of duties and user authorizations To complete critical business processes, more than one employee
must participate so that a single employee cannot commit a fraud User authorizations ensure that employees can only perform
those transactions required for their job SAP R/3’s Profile Generator provides a simple method for creating
user authorizations based on the functions (transactions) a user should be allowed to perform
Pre-defined roles make developing authorizations easier
Role for material management master data
Menu paths/transactions that a person assigned the role of maintaining management master data can perform
Another way to ensure that employees do not exceed their authority (and to minimize the risk from fraud and abuse) is to set limits on the size of a transaction that an employee can process
Tolerance groups are predefined limits on an employee’s ability to post a transaction
Tolerance limits can be set on items like: Line items in a document Total document amount Payment difference Discounts
Default tolerance group
No group specified, so this is the default tolerance
The default only allows posting of documents for $1,000 or less
Payments can differ by $10 or 1%
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An advantage of an ERP system is the ability to “drill down” from a report to the source documents (transactions) that created it
“Drill down” capability makes it easier for auditors to verify the integrity of reports and financial statements
By double-clicking on an item in a report in SAP R/3, the user will be taken to the document(s) that created the created the item
G/L (general ledger) account balance for raw material consumption
Double-clicking on the 8,810.00 debit will provide details on the transactions that make up the item
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Figure 5.12 Documents that make up G/L Account Balance for Raw Material Consumption
Selecting the 10.00 item and clicking on the details icon will provide more information on the item
Details on $10.00 line item in G/L account for raw material consumption
Some companies strive to “close the books” in one day Other companies take days, weeks and even months to get all the financial
figures correct and in balance Some companies perform virtual closings, simulating the closing
process at various times during the month to see how well the company is doing
Cisco’s closing went from 2 weeks to 1 day by switching from un-integrated systems to Oracle ERP
With ERP, companies can streamline their financial supply chains, holding less cash in the same way supply chains hold less inventory
• A company’s employees are its most important resources• The Human Resources Department is responsible for:
• Attracting• Hiring• Rewarding• Terminating
employees• The importance of HR processes to all functional areas has led to the
use of the term Human Capital Management (HCM) to describe them
• A company’s employees are its most important resources• The Human Resources Department is responsible for:
• Attracting• Hiring• Rewarding• Terminating
employees• The importance of HR processes to all functional areas has led to the
use of the term Human Capital Management (HCM) to describe them
Attracting, selecting, and hiring new employees using information from resumes, references, and the interview process
Communicating information regarding new positions and hires throughout the organization and beyond
Ensuring that employees have the proper education, training and certification to successfully complete their duties
Handling issues related to employee conduct Making sure employees understand the responsibilities of
their jobs
Using an effective process to review employee performance and determine salary increases and bonuses
Managing the salary and benefits provided to each employee and confirming that the proper benefits are disbursed to new and current employees
Communicating changes in salaries, benefits, or policies to employees
Supporting management plans for changes in the organization (expansion, retirements and so on) so that competent employees are available to support business processes
Paper job vacancy form allows for inconsistent job details and descriptions: Qualifications incomplete Requires skills not spelled
Paper form can be lost, delaying hiring process Functional department left shorthanded Good candidates lost due to drawn-out hiring process
Keeping track of resumes submitted from different sources is problematic Being able to retrieve resumes on file that fit a job description is difficult, time-
consuming and fraught with error
Interviewing Process Problems: Without group appointment software, HR has difficulty scheduling
interviews when all interested parties are available Similarly, collecting feedback on the job candidates is difficult Managing travel arrangements and reimbursing candidates for
travel expenses is also a problem▪ Delays may result in losing a top candidate
Gathering new employee information and enrolling employee in correct benefits plan is difficult May take months to get employees proper compensation and
benefits
Performance Evaluations Important to maintain sufficient documentation on
underperforming employees in case termination is warranted▪ Without proper documentation, lawsuits may follow
Difficulties in managing performance evaluation data makes it difficult to identify employee problems and take corrective action (counseling, transfer) before problem leads to termination
Maintaining proper control of sensitive data is also difficult with a paper system
Employee satisfaction is strongly related to job turnover Well compensated employees with satisfying jobs are less likely to
leave the company Human Resources can help maintain a satisfying work
environment through:▪ Training programs through supervisors and managers▪ Conducting employee satisfactions surveys▪ Conducting employee exit surveys
Human resources should ensure compensation levels are competitive and applied fairly to all employees
In 1996, the Labor Department’s Office of Federal Contract Compliance Programs (OFCCP) ran a routine investigation of Boeing’s Philadelphia plant Because Boeing works on government contracts, the
Federal Government has the right to audit Boeing’s compliance with anti-discrimination laws
By comparing median pay of male and female employees and their median job experience, the OFCCP found a “prima facie” (at first view) case of discrimination
Boeing conducted its own internal analysis, Diversity Salary Analysis project, which concluded “gender differences in starting salaries generally continue and often increase as a result of salary planning decisions”▪ The DSA project showed a gap of $3,741.04 for entry level managers
Boeing attempted to keep the DSA project study confidential, but was ordered by Judge George Pinkie to release it
On May 17, 2004, Boeing settled a class-action lawsuit for $72.5 million
The Society for American Baseball Research uses a statistical technique called sabremetrics to analyze player performance in a number of situations, e.g.: Probability of getting a hit with players on base and type of hit likely
Boston Red Sox are using the measures to analyze its roster and determine the type of player it should recruit
Department store chain Target is using this analytical approach to screen job applicants
Dow Chemical used data on its PeopleSoft ERP system to find that its most successful MBA candidates came from Michigan State, Brigham Young and Purdue, not Ivy League schools
Managing a company’s human capital is information intensive Electronic storage of data greatly simplifies the retrieval of
important data The SAP R/3 HR module provides tools to:
▪ Manage an organization’s structure, job roles and responsibilities, and definitions
▪ Personal employee information▪ Time management▪ Payroll▪ Travel management▪ Employee training
Most companies have an organizational chart or plan to help define an individuals responsibilities in the organization
With ERP, the organizational chart provides a structure to support additional tasks
SAP R/3 provides an Organizational and Staffing Plan tool to define a company’s management structure and define positions within the organizational structure The plan can also define the individuals that hold each position
Organization and Staffing Plan in SAP R/3
Organizational Units
Positions
Person holding position
SAP distinguishes between Task, Job, Position, and Person An employee is a Person who performs Tasks Tasks can be assigned to:
▪ Jobs, which are generic descriptions of an employee’s work responsibilities▪ Positions, which are the specific organizational assignments a person holds
If Tasks, Jobs and Positions are well-defined and current, then recruiting is simplified and compensation levels can be set more consistently and fairly
Assignment of a Task to a Job in SAP R/3
Job
Task assigned to Job
The SAP HR Module provides the Manager’s Desktop, a tool that provides access to all Human Resource data and transactions in one location
Human Resource data is very sensitive, so controlling access is critical
With an integrated information system, controlling access is simplified as a range of authorization tools are available See User Authorizations in Chapter 5, pp. 128-129
Manager’s Desktop provides single-point access to HR functions
Employees in manager’s organization
Functions in task area
Time Management Cross Application Time Sheets (CATS) record employee
working times and provide data to:▪ Controlling (CO), for cost management▪ Payroll, for calculating payroll data, which is transferred to FI for
payment▪ Production Planning (PP), to manage labor required for
production
Payroll Management Paying employees the correct amount at the correct time is critical
for employee satisfaction Payroll calculations are complicated, involving:
▪ Remuneration Elements:▪ Base pay, bonuses, gratuities, overtime and sick pay, vacation allowances
▪ Statutory and Voluntary Deductions▪ Taxes: Federal, State, Local▪ Medicare and Social Security▪ Benefit contributions▪ Company loans
Travel Management Companies can spend a significant
amount of money on employee travel Managing travel planning and expenses
requires a number of tasks▪ Travel authorizations▪ Travel reservations
▪ Must meet trip requirements while controlling costs
▪ Recording expenses and providing reimbursement
Fuji Xerox Information Systems (FXIS) wanted to be able to close its books two days after the end of the month
To do this, FXIS chose to implement SAP R/3 FXIS chose to implement the SD, MM, FI, CO, PS and HR
modules Integration of HR data was emphasized
To meet the two-day closing, FXIS needed expense information from its sales force, plus time charge data from software developers and system administrators FXIS developed its Web-based DI system to collect this data DI was so successful, FXIS formed an ERP solution business
Training and Development The Personnel Development component of the SAP R/3 Human
Resources module supports planning and implementation of employee development and training activities
Employee development is driven by Requirements and Qualifications▪ Requirements: Skills or abilities associated with a position▪ Qualifications: Skills or abilities associated with a specific employee
Two perspectives on the same concept
Training and Development An employee’s qualifications can be compared to the requirements of a
position to which the employee aspires▪ The comparison identifies gaps and allows a manager to plan
development and training efforts to close the gap▪ The comparison can serve as a basis for employee evaluation, and
can motivate the employee by providing a goal and a means to achieve it
Succession Planning Companies should have plans for replacing key employees when they
leave the company Small companies can lose business if customers are unclear about
succession plans for key people
Succession Planning allowed McDonalds to announce Charles H. Bell as new CEO hours after CEO James Cantalupo died of a heart attack Unfortunately, McDonalds had to announce Jim Skinner as CEO
in November of the same year when Charles Bell was diagnosed with terminal cancer
Quest Diagnostics CEO Kenneth W. Freeman began planning for his successor nearly 5 years before he planned to step down
Freeman identified Surya Mohapatra as his top candidate after screening 200 Quest executives
Mohapatra had extensive technical skills as a scientist, but needed to develop his abilities in other areas: Public speaking: Freeman had Mohapatra make
unscripted presentations to employees, shareholders and industry analysts
Decision making: Freeman spent 5 years engaging Mohapatra in lengthy telephone conversations discussing his management style
Board of Directors Relations: Freeman changed the seating chart for board meetings so that Mohapatra had more “face time” with each director
Mobile Time Management: Allows employees who spend significant time “on the road” to use cellular phones and other mobile devices to record work times, time charges, absences, and leave requests
Management of Family and Medical Leave: The SAP R/3 HR system can now determine employee eligibility for FMLA leave and track usage
Domestic Partner Handling: Companies that provide for domestic (unmarried) partners can now manage benefits for domestic partners and their children more easily
Administrative and Long-Term Incentives: Sarbanes-Oxley requires companies to account for expected costs for long-term incentives like stock options
Personnel Cost Planning: Scenarios can be developed for major organizational changes like expansions, acquisitions and downsizing to determine the cost impacts
Management and Payroll for Global Employees: Managing global employees involves complicated issues including relocation, visas, work permits, housing, taxes, and bonus pay
Management by Objectives: MBO, outlined by Peter Drucker in 1954, encourages managers to focus on results, not activities, and negotiate a “contract of goals” SAP R/3 now provides a comprehensive set of tools to support MBO
The United States Postal Service (USPS) signed a deal with SAP in August 2004 to provide HR software to replace its current systems written in the 1980’s
The USPS employs roughly 70,000 employees, about one-third of the civilian government workforce
SAP was chosen as it has experience providing HR systems to about 50 other postal systems worldwide
Postal Service Managers expect the SAP software to help them better control costs and manage employees
Managers expect to be able to view information company-wide and allocate resources as needed