ERP Optimization: Using Your Existing System to Support Profitable E-Business Initiatives
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Summary
Existing ERP systems are being used to support an increasing amount of critical e-business initiatives, even though this is far from their original purpose. While ERP can form a foundation for successfully meeting e-business needs, future success will be derived not only from a firm, supportive foundation, but from a solid e-business superstructure that guides your company through a value chain that has grown longer and more complex.
ERP Optimization provides a technology-centric approach to leading your company through an e-transformation. It shows you how to leverage current investments in information systems while minimizing disruptions to the core business of the enterprise. Written in a business vernacular, the book effectively bridges the gap between technology and business strategy. The author takes you through the process of defining e-business goals and accessing and maximizing current systems capabilities. She details the steps required to assume a leadership position within an integrated business community and demonstrates how to support secure information exchanges with customer, suppliers,and partners.
ERP alone is not enough to secure and maintain a superior position in today's economy, but it can provide the backbone and infrastructure of enterprise applications that are the necessary, essential prerequisites to conducting e-business. Whether you are an executive today, or hope to be one in the future, ERP Optimization gives you the tools to lead your organization successfully into the e-business world.
Table of Contents
CAN ERP MEET YOUR E-BUSINESS NEEDS?
Time - The Most Precious Commodity
"Virtual" Integration
E-Business Equals Full Exposure
Beyond "Quality-Price-Delivery" to Interoperability
The Effect of E-Business on Your Business
The Sell Side of E-Business
The Buy Side of E-Business
Summary
THE EMPOWERED EXECUTIVE - KNOWING @ THE SPEED OF E
A Story
What Do You Need to Know?
Transaction-Based Systems a Start, but Not Enough
It's Not Just about Infrastructure
Building a Management Superstructure
Information Overload
One Company's Approach
Aligning Business Strategy with Information Technology
Connecting Myers' Divisions
Notifying Myers' Management of Changing Markets
Searching for Hidden Factors
Recruiting Intelligence "Agents"
Managing Proactively
Using Events of the Past to Predict the Future
Myers Predicts Failures before They Occur
Summary
COMPANY CULTURE - ITS IMPACT ON YOUR FUTURE
How Do You Define Culture?
Absorption of Change
The "Not Invented Here" Syndrome
The Art of Communication
Is It Art or Is It Science?
Technology and Your Corporate Culture
Accelerating the Speed of Business
Silos of Information
Summary
THE EVOLUTION OF E-BUSINESS - WHERE DO YOU STAND?
The Three Generations of E-Business
But First, Some Definitions
E-Information - The First Generation
Communicating with Your Employees
Communicating with Customers
Connecting Distributors - Another Way to Look at Bricks and Clicks
Connecting with Suppliers
The Transition to E-Commerce
E-Commerce - The Next Generation
B2B vs. B2C
Outbound Communication - B2B vs. B2C
Automating Processes
Full E-Business Integration - The Final Frontier
How Does E-Business Change Your Business?
The Story of Dell
Preparing for Full E-Business Integration
An Analyst's Perspective
Information Services
Interaction Services
Integration Services
Collaboration Services
Exchange Services
Summary
References
E-COMMERCE - ONE STEP ALONG THE JOURNEY TO FULL
E-Business Integration
Choosing a Business Model
Direct Selling
The Intermediated Business Model
E-Commerce Platform Requirements
A Shaky Beginning
The Value E-Marketplaces Bring
Evaluating Trading Exchanges
The Buy Side of E-Commerce
The Benefits of the Buy Side
Lower Purchase Administration Cost
Control Maverick Spending
Shortened Purchase Cycles
Lower Price of Purchased Items
The Purchasing Process
Spend Analysis
Supply Strategy
Requisition
Source and Price
Transaction Automation
Vendor Management
The Difference between Direct and Indirect Materials
Transaction Automation of Direct Materials
Transaction Automation of Indirect Materials
Summary
INTEGRATING ALL INFORMATION ASSETS
Why Is Integration an Issue? Reason 1
Why Is Integration an Issue? Reason 2
Why Is Integration an Issue? Reason 3
What Constitutes Integration?
What Approach Do You Take?
Summary
PREDICTING BUSINESS EVENTS
Speed vs. Timing
Clues to the Future
Beyond the Capacity of Humans
The Possibilities
The Limitations
Summary
EPILOGUE
Appendix A: Business Process Outsourcing
References
Index
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