Concepts in Enterprise

Resource Planning
SAP- ERP

Chapter Two
The Development of Enterprise
Resource Planning Systems
Concepts in Enterprise Resource 1
Planning, 4th Edition
 Objectives

After completing this chapter, you will be able to:

• Identify the factors that led to the development of
Enterprise Resource Planning (ERP) systems
• Describe the distinguishing modular characteristics
of ERP software
• Discuss the pros and cons of implementing an ERP
system
• Summarize ongoing developments in ERP

Concepts in Enterprise Resource Planning, 4th Edition 2

 Introduction
• Efficient, integrated information systems are very
important for companies to be competitive
• An Enterprise Resource Planning (ERP) system
can help integrate a company’s operations
– Acts as a company-wide computing environment
– Includes a database that is shared by all functional
areas
– Can deliver consistent data across all business
functions in real time

Concepts in Enterprise Resource Planning, 4th Edition 3

The Evolution of Information Systems
• Silos
– Companies had unintegrated information systems
that supported only the activities of individual
business functional areas
• Current ERP systems evolved as a result of:
– Advancement of hardware and software technology
• (computing power, memory, and communications)
– Development of a vision of integrated information
systems
– Reengineering of companies to shift from a
functional focus to a business process focus
Concepts in Enterprise Resource Planning, 4th Edition 4
 Computer Hardware and Software
Development
• Computer hardware and software developed
rapidly in the 1960s and 1970s
• First practical business computers were the
mainframe computers of the 1960s
• not powerful enough to provide integrated
• Over time, computers got faster, smaller, and
cheaper
– Moore’s Law
• Number of transistors that could be built into a
computer chip doubled every 24 months

Concepts in Enterprise Resource Planning, 4th Edition 5

 Computer Hardware and Software
Development (cont’d.)
• Advancements in computer software
– 1970s: relational database software developed
• Provide businesses the ability to store, retrieve, and
analyze large volumes of data
– 1980s: spreadsheet software became popular
• Managers can easily perform complex business
analyses

Concepts in Enterprise Resource Planning, 4th Edition 6

 Early Attempts to Share Resources
• By the mid-1980s, telecommunications developments allowed
users to share data and peripherals on local networks
– Client-server architecture
• Scalability is a characteristic of client-server networks
• Scalability means that the capacity of a piece of equipment can be
increased by adding new hardware
• By the end of the 1980s, the hardware and software needed to
support development of ERP systems was in place
• fast computers, networked access, and advanced database
technology
• Database management system (DBMS) required to
manage development of complex ERP software existed

Concepts in Enterprise Resource Planning, 4th Edition 7

 The Manufacturing Roots of ERP
• Manufacturing software developed during the
1960s and 1970s
– Evolved from simple inventory-tracking systems to
material requirements planning (MRP) software
– Is a production-scheduling methodology that determines the timing and quantity
of production runs and purchase-order releases to meet a master production
schedule
– The basic functions of MRP could be handled using :
• Electronic data interchange (EDI)
• (Direct computer-to-computer exchange of standard business
documents)
 Allowed companies to handle the purchasing process electronically

Concepts in Enterprise Resource Planning, 4th Edition 8

 Management’s Impetus to Adopt ERP
• Hard economic times of the late 1980s and early
1990s caused many companies to downsize and
reorganize
– Stimulus to ERP development
• Inefficiencies caused by the functional model of
business organization
– Silos of information
• Limits the exchange of information between the lower
operating levels
• the exchange of information between operating
groups is handled by top management
Concepts in Enterprise Resource Planning, 4th Edition 9
 Management’s Impetus to Adopt ERP
(cont’d.)

Figure 2-2 Information and material flows in a functional business model

Concepts in Enterprise Resource Planning, 4th Edition 10

 Management’s Impetus to Adopt ERP
(cont’d.)
• Functional model led to top-heavy and overstaffed
organizations incapable of reacting quickly to change
• Process business model
– Information flows between the operating levels without top
management’s involvement
• Further impetus for adopting ERP systems has come
from compliance with the Sarbanes-Oxley Act of 2002
• Requires companies to substantiate internal controls on all
information
– a federal law passed in response to the accounting
fraud discovered at large companies

Concepts in Enterprise Resource Planning, 4th Edition 11

 Management’s Impetus to Adopt ERP
(cont’d.)

Figure 2-3 Information and material flows in a process business model

Concepts in Enterprise Resource Planning, 4th Edition 12

 ERP Software Emerges: SAP and R/3
• 1972: five former IBM systems analysts in
Mannheim, Germany formed Systems Analysis and
Program Development (SAP)
– Later the acronym was changed to (Systems, Applications and
Products in Data Processing)
• SAP’s goals:
– Develop a standard software product that could be
configured to meet the needs of each company
– Data available in real time
– Users working on computer screens, rather than with
voluminous printed output
Concepts in Enterprise Resource Planning, 4th Edition 13
 SAP Begins Developing Software
Modules
• During their work for German chemical company
ICI, Plattner and Hopp had developed the idea of
modular software development
• Software modules: individual programs that can be
purchased, installed, and run separately, but that
all extract data from the common database
• 1982: SAP released its R/2 mainframe ERP
software package

Concepts in Enterprise Resource Planning, 4th Edition 14

 SAP Begins Developing Software
Modules (cont’d.)
• 1980s: sales grew rapidly; SAP extended its
software’s capabilities and expanded into
international markets
– because the software had to be able to accommodate different
languages, currencies, accounting practices, and tax laws
• By 1988, SAP had established subsidiaries in
numerous foreign countries
– launched a joint venture with consulting company Arthur
Andersen, and sold its 1,000th system

Concepts in Enterprise Resource Planning, 4th Edition 15

 SAP R/3
• 1988: SAP began development of its R/3 system to
take advantage of client-server technology
• 1992: first version of SAP R/3 released
– run on a variety of computer platforms, including UNIX and Windows
NT
– SAP R/3 system was designed using an open architecture approach
– Open architecture: third-party software companies
encouraged to develop add-on software products that can
be integrated with existing software
– add-on Refers to a product designed to complement another
product
• makes it easy for companies to integrate their hardware products, such as
bar-code scanners, (PDAs), cell phones.
Concepts in Enterprise Resource Planning, 4th Edition 16
 New Directions in ERP
• Late 1990s: Year 2000 problem (Y2K) motivated many
companies to move to ERP systems
• By 2000, SAP AG (is a German multinational software corporation
that makes enterprise software to manage business operations and
customer relations)
had 22,000 employees in 50 countries
and 10 million users at 30,000 installations around the
world
• By 2000, SAP’s competition in the ERP market:
– Oracle
– PeopleSoft
• Late 2004: Oracle succeeded in its bid to take over
PeopleSoft
Concepts in Enterprise Resource Planning, 4th Edition 17
 New Directions in ERP (cont’d.)
• PeopleSoft
– Founded by David Duffield, a former IBM employee
– Today, PeopleSoft, under Oracle, is a popular
software choice for managing human resources and
financial activities at universities
• Oracle
– SAP’s biggest competitor
– Began in 1977 as Software Development Laboratories (SDL)
– Founders: Larry Ellison, Bob Miner, and Ed Oates
• won a contract from the Central Intelligence Agency (CIA) to
develop a system(Oracle), to manage large volumes of data and
extract information quickly
Concepts in Enterprise Resource Planning, 4th Edition 18
 New Directions in ERP (cont’d.)
• SAP ERP
– Latest versions of ERP systems by SAP and other
companies allow:
• All business areas to access the same database
• Elimination of redundant data and communications
lags
• Data to be entered once and then used throughout the
organization

Concepts in Enterprise Resource Planning, 4th Edition 19

 New Directions in ERP (cont’d.)

Figure 2-4 Data flow within an integrated information system

Concepts in Enterprise Resource Planning, 4th Edition 20

 New Directions in ERP (cont’d.)
• Current SAP ERP system: SAP ECC 6.0
(Enterprise Central Component 6.0)
– Sales and Distribution (SD) module
• records sales orders and scheduled deliveries
– Materials Management (MM) module
• manages the acquisition of raw materials from suppliers
– Production Planning (PP) module
• maintains production information (planned, scheduled, and actual)
– Quality Management (QM) module
• such as product inspections and material certifications
– Plant Maintenance (PM) module
• manages maintenance resources and planning for preventive
maintenance
Concepts in Enterprise Resource Planning, 4th Edition 21
 New Directions in ERP (cont’d.)
• Current SAP ERP system: SAP ECC 6.0
(Enterprise Central Component 6.0) (cont’d.)
– Asset Management (AM) module
• manage fixed-asset purchases (plant and machinery)
– Human Resources (HR) module
• facilitates employee recruiting, hiring,training,payroll and benefits
– Project System (PS) module
• facilitates the planning for and control over new research and
development (R&D), construction, and marketing projects
– Financial Accounting (FI) module
• records transactions in the general ledger accounts

Concepts in Enterprise Resource Planning, 4th Edition 22

 – Controlling (CO) module
• serves internal management purposes
– Workflow (WF) module
• not automates a specific business function
• a set of tools that can be used to automate any of the activities in
SAP ERP
• works well for business processes that occur frequently such as
preparing customer invoices.

Concepts in Enterprise Resource Planning, 4th Edition 23

 New Directions in ERP (cont’d.)

Figure 2-5 Modules within the SAP ERP integrated information systems
environment (Courtesy of SAP AG)
Concepts in Enterprise Resource Planning, 4th Edition 24
 SAP ERP Software Implementation

• Not all companies that use SAP use all of the SAP
ERP modules
• Company’s level of data integration is highest when
it uses one vendor to supply all of its modules
• Additional Software needed when the company uses
modules from different vendors.
• Configuration options allow the company to
customize the modules it has chosen to fit the
company’s needs
• Example: companies with out factories.

Concepts in Enterprise Resource Planning, 4th Edition 25

 SAP ERP Software Implementation
(cont’d.)
• Tolerance groups
– Specific ranges that define transaction limits
– SAP has defined the tolerance group methodology
as its method for placing limits on an employee
– Configuration allows the company to further tailor
tolerance group methodology
• Example

Concepts in Enterprise Resource Planning, 4th Edition 26

 SAP ERP Software Implementation
(cont’d.)

Figure 2-6 A customization example: tolerance groups to set transaction limits

Concepts in Enterprise Resource Planning, 4th Edition 27

 SAP ERP Software Implementation
(cont’d.)
• Features of SAP ERP
– First software that could deliver real-time ERP integration
– Usability by large companies
– High cost
• New hardware, newer version of ERP software
– Automation of data updates
• When data are entered into the system, data in all related files in
the central database are automatically updated.
– Applicability of best practices
• Best practices: SAP’s software designers choose the
best, most efficient ways in which business processes
should be handled
Concepts in Enterprise Resource Planning, 4th Edition 28
 ERP for Midsized Companies
• By 1998
– Most of the Fortune 500 companies had already
installed ERP systems
– ERP vendors refocused their marketing efforts on
midsized companies
• SAP All-in-One
– Single package containing specific, preconfigured
bundles of SAP ERP tailored for particular industries
– Can be installed more quickly than the standard ERP
product

Concepts in Enterprise Resource Planning, 4th Edition 29

 Responses of the Software to the
Changing Market
• In mid-1990s, many companies complained about
the difficulty of implementing SAP R/3 system
• SAP responded by developing Accelerated SAP
(ASAP) implementation methodology
– Eases the implementation process
• SAP continues to extend capabilities of SAP ERP
with additional, separate products that run on
separate hardware and extract data from the SAP
ERP system

Concepts in Enterprise Resource Planning, 4th Edition 30

 Choosing Consultants and Vendors
• One person cannot fully understand a single ERP
system or compare various systems.
• Because ERP software packages are so large and complex
• Before choosing a software vendor, most
companies:
– Study their needs
– Hire an external team of software consultants to help
choose the right software vendor(s) and the best
approach to implementing ERP

Concepts in Enterprise Resource Planning, 4th Edition 31

 The Significance and Benefits of ERP
Software and Systems
• The integrated information systems more efficient
business processes that cost less than those in
unintegrated systems
• Easier global integration
– Barriers of currency exchange rates , language, and culture can be bridged
automatically
• Integrates people and data while eliminating the need
to update and repair many separate computer systems
– EX: Boeing
• Allows management to manage operations, not just monitor them
• Can dramatically reduce costs and improve operational efficiency
– EX: EZ-FLO International, Inc improve its inventory management processes
and has eliminated its annual inventory count
Concepts in Enterprise Resource Planning, 4th Edition 32
 Questions About ERP
• How much does an ERP system cost?
• Should every business buy an ERP package?
• Is ERP software inflexible?
• What return can a company expect from its ERP
investment?
• How long does it take to see a return on an ERP
investment?
• Why do some companies have more success with
ERP than others?

Concepts in Enterprise Resource Planning, 4th Edition 33

 How Much Does an ERP System
Cost?
• Size of the ERP software
– Corresponds to the size of the company it serves
• Need for new hardware that is capable of running
complex ERP software
• Consultants’ and analysts’ fees
• Time for implementation
– Causes disruption of business
• Training
– Costs both time and money

Concepts in Enterprise Resource Planning, 4th Edition 34

 Should Every Business Buy an ERP
Package?
• Some of a business’s operations, and some
segments of its operations, might not be a good
match with the constraints of ERP
• Ex: U.S. retailer Walmart
• Sometimes, a company is not ready for ERP
• ERP implementation difficulties result when
management does not fully understand its current
business processes and cannot make
implementation decisions in a timely manner

Concepts in Enterprise Resource Planning, 4th Edition 35

 What Return Can a Company Expect
from Its ERP Investment?
• ERP eliminates redundant efforts and duplicated data;
– can generate savings in operations expense
• ERP system can help produce goods and services
more quickly;
– more sales can be generated every month.
• Company that doesn’t implement an ERP system might
be forced out of business by competitors that have an
ERP system
• Smoothly running ERP system can save a company’s
personnel, suppliers, distributors, and customers much
frustration
Concepts in Enterprise Resource Planning, 4th Edition 36
 What Return Can a Company Expect
from Its ERP Investment? (cont’d.)
• Cost savings and increased revenues occur over
many years
– Difficult to put an exact dollar figure to the amount
accrued from the original ERP investment
• ERP implementations take time
– Other business factors may be affecting the company’s
costs and profitability
• Difficult to isolate the impact of the ERP system alone
• ERP systems provide real-time data
– Improve external customer communications
• improve customer relationships and increase sales

Concepts in Enterprise Resource Planning, 4th Edition 37

 How Long Does It Take to See a
Return on an ERP Investment?
• Return on investment (ROI): assessment of an
investment project’s value
– Calculated by dividing the value of the project’s
benefits by the project’s cost
• ERP system’s ROI can be difficult to calculate
• Peerstone Research study
– 63 percent of companies that performed the
calculation reported a positive ROI for ERP
– Most companies felt that nonfinancial goals were the
reason behind their ERP installations

Concepts in Enterprise Resource Planning, 4th Edition 38

 Is ERP Software Inflexible?
• Many people claim that ERP systems, especially the
SAP ERP system, are rigid
• SAP ERP does offer numerous configuration options
– that help businesses customize the software to fit their unique
needs
– Programmers can write specific routines using Advanced
Business Application Programming (ABAP)
• Once an ERP system is in place, trying to reconfigure it
while retaining data integrity is expensive and time-
consuming
– It is much easier to customize an ERP program during system
configuration , before any data have been stored

Concepts in Enterprise Resource Planning, 4th Edition 39

Why Do Some Companies Have More
Success with ERP Than Others?
• Usually, a bumpy rollout and low ROI are caused
by people problems and misguided expectations,
not computer malfunctions
– Executives blindly hoping that new software will cure
fundamental business problems that are not curable
by any software
– Executives and IT managers not taking enough time
for a proper analysis during planning and
implementation phase
– Executives and IT managers skimping on employee
education and training
Concepts in Enterprise Resource Planning, 4th Edition 40
Why Do Some Companies Have More
Success with ERP Than Others?
(cont’d.)
– Companies not placing ownership or accountability
for the implementation project on the personnel who
will operate the system
– Unless a large project such as an ERP installation is
promoted from the top down, it is doomed to fail
– ERP implementation brings a tremendous amount of
change for users.
• Managers need to effectively manage that change in
order to ensure a smooth implementation.

41
 The Continuing Evolution of ERP

Understanding the social and business implications of

new technologies is not easy
– Ex:Microsoft founder Bill Gates did not appreciate the importance of the Internet until
1995, by which time Netscape controlled the bulk of the Internet browser market

• ERP systems have been in common use only since

the mid-1990s
– ERP vendors are working to solve adaptability
problems that plague customers

Concepts in Enterprise Resource Planning, 4th Edition 42

 Summary

Several developments in business and technology

allowed ERP systems to :
– Speed and power of computing hardware increased
exponentially, while cost and size decreased
– Early client-server architecture provided the conceptual
framework for multiple users sharing common data
– Increasingly sophisticated software facilitated integration,
especially in two areas: A/F and manufacturing resource
planning

Concepts in Enterprise Resource Planning, 4th Edition 43

 Summary (cont’d.)
• Growth of business size, complexity, and competition
made business managers demand more efficient and
competitive information systems
• SAP AG produced a complex, modular ERP program
called R/3
– Could integrate a company’s entire business by using a
common database that linked all operations
• SAP R/3, now called SAP ERP, is modular software
offering modules for Sales and Distribution, Materials
Management, Production Planning, Quality
Management, and other areas

Concepts in Enterprise Resource Planning, 4th Edition 44

 Summary (cont’d.)
• ERP software is expensive to purchase and time-
consuming to implement, and it requires significant
employee training—but the payoffs can be spectacular
– For some companies, ROI may not be immediate or even
calculable
• Experts anticipate that ERP’s future focus will be on
applications for mobile devices and providing instant
access to large volumes of data.

Concepts in Enterprise Resource Planning, 4th Edition 45