摘要 :
Enterprise Resource Planning, ERP, is a concept for enterprise management, whose main task is to integrate the functions of the organization. The key idea of the ERP concept is to use the information and communication capabilities...
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Enterprise Resource Planning, ERP, is a concept for enterprise management, whose main task is to integrate the functions of the organization. The key idea of the ERP concept is to use the information and communication capabilities of new computer systems for the overall integration and strategic planning of all resources in the enterprise. In this paper we define the concept of ERP, and computer systems for enterprise resource planning.
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It has frequently been stated that there exists a gap between production scheduling theory and practice. In order to put theoretical findings into practice, advances in scheduling models and solution procedures should be embedded ...
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It has frequently been stated that there exists a gap between production scheduling theory and practice. In order to put theoretical findings into practice, advances in scheduling models and solution procedures should be embedded into a piece of software - a scheduling system - in companies. This results in a process that entails (1) determining its functional features, and (2) adopting a successful strategy for its development and deployment. In this paper we address the latter question and review the related literature in order to identify descriptions and recommendations of the main aspects to be taken into account when developing such systems. These issues are then discussed and classified, resulting in a set of guidelines that can help practitioners during the process of developing and deploying a scheduling system. In addition, identification of these issues can provide some insights to drive theoretical scheduling research towards those topics more in demand by practitioners, and thus help to close the aforementioned gap.
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In recent decade, the business of manufacturing and service organizations alike is strongly conditioned by unpredictable changes taking place in a global market. The question is how to provide efficient and cost-effective response...
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In recent decade, the business of manufacturing and service organizations alike is strongly conditioned by unpredictable changes taking place in a global market. The question is how to provide efficient and cost-effective responses on time. Current systems such as extended enterprise resource planning (EERP) and supply chain management (SCM) do not provide adequate facilities for addressing this problem. This paper addresses multiplatform integration as a key factor for designing a novel kind of global enterprise resource planning (GERP) systems. The main idea is based on merging two separate approaches, i.e. integrated agent-based network models of e-manufacturing systems and supply chains (EERP and SCM simulation platforms), and a field-based information network of intelligent agents. We examine each approach separately and give some clues how the merging of both approaches may contribute to the achievement of better simulation results.
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ERP deals well with core functions (production, finance and HR), but 'non-core' areas (supply chain collaboration, procurement and eBusiness) often demand "considerably more" in the way of dynamic change and the adoption of new or...
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ERP deals well with core functions (production, finance and HR), but 'non-core' areas (supply chain collaboration, procurement and eBusiness) often demand "considerably more" in the way of dynamic change and the adoption of new or radically different processes. The article discusses composite ERP, which is replacing proprietary ERP, through which IT services are configured to precisely fit established business processes. The article discusses the factors that contributed to ERP's failure to deliver what it promised. Solutions that may help add to ERP's success are suggested.
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Business needs have driven the design, development, and use of Enterprise Resource Planning (ERP) systems. Intra-enterprise integration was a driving force in the design, development, and use of early ERP systems, but increased gl...
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Business needs have driven the design, development, and use of Enterprise Resource Planning (ERP) systems. Intra-enterprise integration was a driving force in the design, development, and use of early ERP systems, but increased globalization, intense competition, and technological change have shifted to focus to inter-enterprise integration. Current and evolving ERP systems thus reflect the expanded scope of integration, with greater emphasis on things like supply chain management and customer relationship management. This manuscript explores the evolution of ERP, the current status of ERP, and the future of ERP, with the objective of promoting relevant future research in this important area. If researchers hope to play a significant role in the design, development, and use of suitable ERP systems to meet evolving business needs, then their research should focus, at least in part, on the changing business environment, its impact on business needs, and the requirements for enterprise systems that meet those needs.
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Despite great advances in enterprise management software during the past several decades, there remains a significant opportunity in the design of production and material planning systems. After a discussion of a major technical f...
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Despite great advances in enterprise management software during the past several decades, there remains a significant opportunity in the design of production and material planning systems. After a discussion of a major technical flaw in enterprise resource planning/material requirement planning (ERP/MRP) systems, we outline advanced planning in literature and selected software products, with focus on the notion of planned lead times and limited capacity. We then describe 'Capacitated ERP' - a simple variation of production and material requirements planning of components that takes into account resource capacity before exploding requirements to lower level components (upstream supply tiers). The model is presented with an example at the component planning level in a declarative (as opposed to a procedural) format, consequently facilitating implementation in a spreadsheet environment, which is often used by small and midsized companies. An outline showing how to integrate this component into a typical Supply Chain Management-software environment for such firms is included. Finally, we generate initial insights gained from our proposed method applied to an aircraft engine supplier.
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Over the last 10 years many organisations have made significant investments in Enterprise-wide Systems (ES), particularly Enterprise Resource Planning (ERP) and Customer Relationship Management (CRM) software packages. Whilst in m...
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Over the last 10 years many organisations have made significant investments in Enterprise-wide Systems (ES), particularly Enterprise Resource Planning (ERP) and Customer Relationship Management (CRM) software packages. Whilst in most cases technical implementation is relatively successful, many of the initiatives have failed to deliver the benefits expected. Research studies have identified a wide range of factors, that can affect the success of ES implementations, and the general consensus is that organisational issues are more difficult to resolve than technical ones. This research set out to synthesise a framework, from prior research, for analysing and understanding these organisational issues and to apply and refine the framework by studying four ES initiatives in different organisational and industry contexts. The findings from the case studies suggest that the framework can help understand how different approaches to managing ES implementations both address and influence the behaviours of key interest groups and hence the achievement of the benefits expected from the investment.
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This study presents the results of an exploratory study of Fortune 1000 firms and their enterprise resource planning (ERP) usage, as well as benefits and changes they have realized from ERP. The study empirically examines ERP in t...
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This study presents the results of an exploratory study of Fortune 1000 firms and their enterprise resource planning (ERP) usage, as well as benefits and changes they have realized from ERP. The study empirically examines ERP in these organizations to provide insight into various aspects that firms can use to evaluate how they are managing their ERP systems. Findings provide information about functionality implemented, extent to which benefits are realized, extent of ERP-related organizational changes firms have realized, and the way firms measure ERP success. The study also addresses the extent to which various types of ERP software have been implemented and whether there is a relationship between type of software and benefits. Finally, it examines ERP-enabled change in light of organizational configuration.
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The Personal Systems Group, a division within IBM, successfully implemented SAP's R/3 enterprise information system in its largest manufacturing facility in North Carolina. The project, at the time the second largest SAP implement...
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The Personal Systems Group, a division within IBM, successfully implemented SAP's R/3 enterprise information system in its largest manufacturing facility in North Carolina. The project, at the time the second largest SAP implementation in the world with respect to the number of users, was completed on-time and on-budget. This paper presents an inside look at this large-scale systems implementation: its motivation, the project structure, the complexity of project tasks, the project personnel and the project outcomes. The paper presents six factors that led IBM to a successful implementation: 1 top management commitment 2 strong project management 3 team member skills 4 team member motivation and dedication 5 effective communication with users 6 an effectively planned and implemented change management strategy. Evidence of how these factors enabled the Personal Systems Group to successfully achieve the longer-term vision of streamlining their supply chain to increase productivity, cost savings, and customer satisfaction are also presented.
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General purpose enterprise resource planning (ERP) systems have problems such as complex configuration processes, low adaptation to specific industries, and an extensive implementation time period. In order to alleviate these issu...
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General purpose enterprise resource planning (ERP) systems have problems such as complex configuration processes, low adaptation to specific industries, and an extensive implementation time period. In order to alleviate these issues, this paper proposes the concept of industry-oriented ERP (IERP) and a component-based approach to IERP development. This paper also presents the framework of developing IERP in which business process modelling and software reuse are employed as primary methods to improve the operability of component-based IERP. The framework consists of five layers including server layer, team work supporting layer, IERP construction and customisation layer, reusable assets and toolset layer, and the IERP system instance layer. These layers as well as their relationship with each other are also discussed.
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