| Preface |
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xv | |
| Acknowledgments |
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xix | |
| Author |
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xxi | |
| Chapter 1 Intelligent Enterprises |
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1 | (34) |
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1 | (13) |
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4 | (2) |
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6 | (2) |
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Principles of Built-for-Change Systems |
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8 | (1) |
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Framework for Change Proficiency |
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9 | (1) |
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Enhancing Enterprise Agility |
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10 | (2) |
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10 | (1) |
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Business Process Reengineering |
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11 | (1) |
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Mobilizing Enterprise Processes |
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11 | (1) |
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12 | (2) |
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14 | (1) |
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Enterprise-Wide Continuous Improvement Programs |
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15 | (13) |
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15 | (4) |
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19 | (4) |
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21 | (2) |
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23 | (5) |
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28 | (2) |
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Enhancing Enterprise Intelligence |
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30 | (4) |
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Integrated Enterprise with ERP |
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30 | (1) |
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Customer-Centric Enterprise with CRM |
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31 | (1) |
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Customer-Responsive Enterprise with SCM |
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31 | (1) |
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Renewing Enterprise with PLM |
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32 | (1) |
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Collaborative Enterprise with BPM |
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32 | (1) |
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Informed Enterprise with BI |
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32 | (2) |
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34 | (1) |
| Chapter 2 Enterprise Systems |
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35 | (40) |
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35 | (5) |
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Materials Requirement Planning |
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37 | (1) |
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Closed-Loop Materials Requirement Planning |
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38 | (1) |
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Manufacturing Requirement Planning II |
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39 | (1) |
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Enterprise Resource Planning |
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39 | (1) |
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Extended Enterprise Systems |
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40 | (5) |
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Extended Enterprise Systems Framework |
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41 | (2) |
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43 | (2) |
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45 | (5) |
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Valuing the ES-Based Enterprise |
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50 | (18) |
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50 | (3) |
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From "Built-to-Last" to "Built-to-Perform" Enterprises |
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52 | (1) |
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Aspects of Enterprise Value |
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53 | (6) |
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54 | (1) |
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55 | (1) |
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56 | (1) |
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57 | (1) |
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58 | (1) |
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59 | (1) |
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60 | (3) |
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Time Value of Customers and Shareholder Value |
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61 | (2) |
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63 | (5) |
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Enterprise Performances Measurement |
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67 | (1) |
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68 | (5) |
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72 | (1) |
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72 | (1) |
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Internal Business Processes Perspective |
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72 | (1) |
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Learning and Growth Perspective |
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73 | (1) |
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73 | (2) |
| Chapter 3 Integrated Enterprise with ERP |
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75 | (34) |
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Concept of Enterprise Resources Planning |
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76 | (1) |
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Enterprise Resources Planning |
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77 | (3) |
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80 | (7) |
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ERP Transforms the Enterprise into an Information- Driven Enterprise |
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80 | (1) |
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ERP Fundamentally Perceives an Enterprise as a Global Enterprise |
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81 | (1) |
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ERP Reflects and Mimics the Integrated Nature of an Enterprise |
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81 | (1) |
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ERP Fundamentally Models a Process-Oriented Enterprise |
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82 | (1) |
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ERP Enables the Real-Time Enterprise |
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83 | (1) |
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ERP Elevates IT Strategy as a Part of the Business Strategy |
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84 | (1) |
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ERP Represents a Major Advance on the Earlier Manufacturing Performance Improvement Approaches |
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84 | (1) |
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ERP Represents the Departmental Store Model of Implementing Computerized Systems |
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85 | (1) |
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ERP Is a Mass-User-Oriented Application Environment |
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86 | (1) |
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87 | (1) |
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Enterprise Knowledge as the New Capital |
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88 | (3) |
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Information as the New Resource |
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89 | (2) |
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ERP as the New Enterprise Architecture |
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91 | (2) |
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Enterprise Business Processes |
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93 | (2) |
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Enterprise Application Integration |
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95 | (2) |
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Service-Oriented Architecture |
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97 | (10) |
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99 | (2) |
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100 | (1) |
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101 | (2) |
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103 | (2) |
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105 | (10) |
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Rapid Application Integration |
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106 | (1) |
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106 | (1) |
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Business Process Management |
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107 | (1) |
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107 | (2) |
| Chapter 4 Customer-Centric Enterprise with CRM |
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109 | (44) |
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The Concept of Customer Relationship Management |
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110 | (5) |
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115 | (13) |
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From Products to Services to Experiences |
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117 | (1) |
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Convergence: From Marketplaces to Marketspaces |
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118 | (3) |
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Customer Relationships as a Strategy |
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121 | (3) |
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Information is Relationship |
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122 | (2) |
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Customer Capital: Customer Knowledge as the New Capital |
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124 | (2) |
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Increasing Returns and Customer Capitalism |
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126 | (1) |
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Leveraging the Customer Capital |
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127 | (1) |
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Compelling Customer Experiences |
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128 | (3) |
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130 | (1) |
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131 | (3) |
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134 | (7) |
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Why Cultivate Customer Relationships |
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135 | (1) |
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Customer Interaction Channels |
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136 | (2) |
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Internet: The Web of Relationships |
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137 | (1) |
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Customer Channel Integration |
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137 | (1) |
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360-Degree View of Customer |
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138 | (1) |
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139 | (1) |
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140 | (1) |
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141 | (5) |
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143 | (1) |
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144 | (2) |
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Customer Value Management |
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146 | (4) |
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Customers as Lifelong Investments |
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148 | (6) |
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148 | (2) |
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150 | (3) |
| Chapter 5 Customer-Responsive Enterprise with SCM |
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153 | (48) |
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Concept of Supply-Chain Management |
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154 | (9) |
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Supply-Chain Management Challenges |
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156 | (2) |
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158 | (5) |
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159 | (1) |
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160 | (3) |
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Supply-Chain Management Framework |
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163 | (7) |
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Supply-Chain Performance Framework |
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165 | (4) |
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Supply-Chain Performance Measurement |
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169 | (1) |
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170 | (28) |
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Salient Aspects of Customer Responsiveness |
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174 | (4) |
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Customer-Responsive Management |
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178 | (9) |
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181 | (2) |
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183 | (1) |
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Economics of Customer Responsiveness |
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183 | (4) |
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Activity-Based Customer Responsiveness |
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187 | (16) |
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Activity-Based Costing for BPR |
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188 | (2) |
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Time-Driven Activity-Based Costing |
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190 | (6) |
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Responsive Activity Pricing |
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196 | (2) |
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198 | (3) |
| Chapter 6 Renewing Enterprise with PLM |
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201 | (28) |
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Concept of Product Lifecycle Management |
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201 | (2) |
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Product Lifecycle Management |
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203 | (4) |
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204 | (1) |
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205 | (2) |
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207 | (1) |
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208 | (2) |
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Porter's Framework of Generic Strategies |
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210 | (2) |
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212 | (9) |
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Product Design Attributes |
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215 | (3) |
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Product Design Approaches |
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218 | (3) |
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Quality Function Deployment |
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218 | (1) |
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Design for Manufacturability |
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219 | (1) |
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220 | (1) |
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Design for Sustainability |
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220 | (1) |
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Customization and Standardization |
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221 | (7) |
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223 | (1) |
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Methodologies for Managing Customization |
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224 | (4) |
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228 | (1) |
| Chapter 7 Collaborative Enterprise with BPM |
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229 | (38) |
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Process-Oriented Enterprise |
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229 | (2) |
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Value-Add-Driven Enterprise |
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230 | (1) |
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Concept of Business Process Management |
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231 | (4) |
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234 | (1) |
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Business Process Management |
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235 | (3) |
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Enterprise BPM Methodology |
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238 | (9) |
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Strategic Planning for Enterprise BPM |
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238 | (3) |
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Identifying the Business Processes in the Company |
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240 | (1) |
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Selecting Business Processes for BPM |
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241 | (1) |
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242 | (1) |
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Analyzing Processes for Breakthrough Improvements |
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243 | (1) |
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Innovative Breakthrough Improvement in Processes |
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244 | (1) |
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Implementing Designed Processes |
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245 | (1) |
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Measuring the Performance of Designed Processes |
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245 | (2) |
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Business Process Reengineering |
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247 | (2) |
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Management by Collaboration |
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249 | (8) |
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Relationship-Based Enterprise |
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251 | (1) |
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Information-Driven Enterprise |
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252 | (1) |
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Process-Oriented Enterprise |
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252 | (1) |
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Value-Add-Driven Enterprise |
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253 | (1) |
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Enterprise Change Management |
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254 | (1) |
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255 | (1) |
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256 | (1) |
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Business Processes with SOA |
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257 | (8) |
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258 | (2) |
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260 | (1) |
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Business Process Management |
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261 | (2) |
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Business Processes via Web Services |
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263 | (9) |
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264 | (1) |
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265 | (2) |
| Chapter 8 Informed Enterprise with BI |
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267 | (28) |
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Concept of Business Intelligence (BI) |
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267 | (1) |
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Business Intelligence (BI) |
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268 | (2) |
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270 | (2) |
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272 | (3) |
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Data Warehousing and Data Marts |
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272 | (1) |
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272 | (2) |
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274 | (1) |
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Online Analytical Process |
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275 | (1) |
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275 | (2) |
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Context-Aware Applications |
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277 | (7) |
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Decision Patterns as Context |
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279 | (5) |
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280 | (4) |
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Domain-Specific Decision Patterns |
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284 | (10) |
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Financial Decision Patterns |
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284 | (3) |
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287 | (9) |
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CRM Decision Patterns through Data Mining |
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291 | (3) |
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294 | (1) |
| Chapter 9 Implementing Enterprise Systems |
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295 | (26) |
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Mission and Objectives of the ES Project |
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296 | (1) |
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Examples of Cited Reasons for Implementing ES |
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297 | (1) |
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Guiding Principles for ES Best Practices |
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297 | (1) |
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Project Initiation and Planning |
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298 | (1) |
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299 | (6) |
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Direct Involvement of Top Management |
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299 | (1) |
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300 | (1) |
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Covering as Many Functions as Possible within the Scope of the ES Implementation |
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300 | (1) |
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Standardizing Business Process |
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300 | (1) |
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Proper Visibility and Communication in the ES Project at All Stages |
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301 | (1) |
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Allocation of Appropriate Budget and Resources |
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301 | (1) |
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Full-Time Deputation of Key Managers from All Departments |
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301 | (1) |
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Completing Infrastructural Activities in Time and with High Availability |
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302 | (1) |
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Instituting a Company-Wide Change Management Plan |
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302 | (1) |
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Training of ES Team Members |
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303 | (1) |
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303 | (1) |
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Scheduling and Managing Interface of ES with Other Systems |
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303 | (1) |
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Transition Plan for Cut Over to ES |
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304 | (1) |
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304 | (1) |
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Big Bang Implementation of ES Components |
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304 | (1) |
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Base Components Implemented First |
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305 | (1) |
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Implementation of ES Standard Functionality |
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305 | (2) |
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Pilot Site Deployment Followed by Rollouts at Other Sites |
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306 | (1) |
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Utilize External Consultants to Primarily Train In-House Functional and Technical Consultants |
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306 | (1) |
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Centralized or Decentralized ES Configuration |
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307 | (1) |
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User-Driven Functionality |
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307 | (1) |
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ES Implementation Project Bill of Resources |
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307 | (2) |
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308 | (1) |
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308 | (1) |
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308 | (1) |
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309 | (1) |
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309 | (1) |
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Implementation Environment |
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309 | (1) |
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Implementation Methodology |
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309 | (4) |
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Accelerated SAP (ASAP) Methodology |
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311 | (2) |
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311 | (1) |
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311 | (1) |
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312 | (1) |
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312 | (1) |
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312 | (1) |
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313 | (2) |
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313 | (1) |
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313 | (1) |
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314 | (1) |
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314 | (1) |
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315 | (1) |
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315 | (1) |
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315 | (2) |
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315 | (1) |
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316 | (1) |
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316 | (1) |
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316 | (1) |
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316 | (1) |
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317 | (1) |
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317 | (1) |
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Why Some ES Implementations May Sometimes Be Less Than Successful |
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318 | (1) |
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319 | (2) |
| Epilogue: Enterprise Performance Intelligence |
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321 | (2) |
| Appendix I: SAP Business Suite |
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323 | (38) |
| Bibliography |
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361 | (2) |
| Index |
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363 | |