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Enhancing Enterprise Intelligence: Leveraging ERP, CRM, SCM, PLM, BPM, and BI [Kõva köide]

(Corporate IT Strategy Consultant, Thane (West), India)
  • Formaat: Hardback, 360 pages, kõrgus x laius: 234x156 mm, kaal: 680 g, 15 Tables, black and white; 30 Illustrations, black and white
  • Ilmumisaeg: 19-Feb-2016
  • Kirjastus: Auerbach Publishers Inc.
  • ISBN-10: 1498705979
  • ISBN-13: 9781498705974
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  • Formaat: Hardback, 360 pages, kõrgus x laius: 234x156 mm, kaal: 680 g, 15 Tables, black and white; 30 Illustrations, black and white
  • Ilmumisaeg: 19-Feb-2016
  • Kirjastus: Auerbach Publishers Inc.
  • ISBN-10: 1498705979
  • ISBN-13: 9781498705974
Teised raamatud teemal:
Enhancing Enterprise Intelligence: Leveraging ERP, CRM, SCM, PLM, BPM, and BI takes a fresh look at the benefits of enterprise systems (ES), focusing on the fact that ES collectively contribute to enhancing the intelligence quotient of an enterprise. The book provides an overview of the characteristic domains (i.e., business functions, processes, and activities) addressed by the various categories of ES, namely, ERP, CRM, SCM, PLM, BPM, and BI.

The book begins with an overview of agile enterprises and dimensions of intelligent enterprises. The middle chapters detail CRMs decisive concept of customer centricity, SCM's differentiating concept of customer responsiveness, and PLM's stupendous transformative potential for renewing the enterprise along with the establishment of a collaborative enterprise with BPM and enterprise BPM methodology.

The latter chapters deal with the realization of an informed enterprise with BI coupled with the novel concept of decision patterns. The author highlights the fact that any end-user applications effectiveness and performance can be enhanced by transforming it from a bare transaction to one clothed by a surrounding context formed from an aggregate of all relevant past decision patterns. The final chapter examines various aspects relating to a successful ES implementation project, and the appendix provides an overview of the SAP Business Suite to give you a practical context to the discussions presented in the book.

Arvustused

"Vivek Kales book, Enhancing Enterprise Intelligence, de-mystifies the latest advances in information technology applied to enterprises in today's supply chain networks-oriented markets. While the book features the SAP Business Suite in the appendix, in the main body of the book the author clearly describes the purpose and implications of integrating Enterprise Resources Planning (ERP) with Customer Relationship Management (CRM) with Supply Chain Management (SCM) with Product Lifecycle Management (PLM) with Business Process Management (BPM) and with Business Intelligence (BI). The author writes from an end-customer centric perspective of the competitiveness that networks of processes driven by extraordinary information intelligence can provide. Upon reading this book, it is terribly exciting to realize that today the technology supports dynamic linkages of different business processes that can be tailored in real time for specific customer-product pairs; that the technology supports the identification of information patterns to be used for making business decisions about which customers are most profitable and open to buying increasingly customized new products; that the technology can deliver accurate, synchronized, real-time intelligence from multiple sources crossing corporate and national boundaries in support of time-driven competition; that the technology enables an architecture that is scalable in multiple dimensions with the growth in business; and, finally, that the only real constant in today's supply chain networks-oriented markets may be information itself because information has become a tangible resource!" ...William T. Walker, CFPIM, CIRM, CSCP, Adjunct professor of supply chain engineering at NYU Polytechnic School of Engineering, author of Supply Chain Construction

Preface xv
Acknowledgments xix
Author xxi
Chapter 1 Intelligent Enterprises 1(34)
Agile Enterprises
1(13)
Stability versus Agility
4(2)
Aspects of Agility
6(2)
Principles of Built-for-Change Systems
8(1)
Framework for Change Proficiency
9(1)
Enhancing Enterprise Agility
10(2)
e-Business Strategy
10(1)
Business Process Reengineering
11(1)
Mobilizing Enterprise Processes
11(1)
Network Enterprises
12(2)
Operating Strategy
14(1)
Enterprise-Wide Continuous Improvement Programs
15(13)
Lean System
15(4)
Theory of Constraints
19(4)
TOC Tools
21(2)
Six Sigma
23(5)
Time-Based Competition
28(2)
Enhancing Enterprise Intelligence
30(4)
Integrated Enterprise with ERP
30(1)
Customer-Centric Enterprise with CRM
31(1)
Customer-Responsive Enterprise with SCM
31(1)
Renewing Enterprise with PLM
32(1)
Collaborative Enterprise with BPM
32(1)
Informed Enterprise with BI
32(2)
Summary
34(1)
Chapter 2 Enterprise Systems 35(40)
Evolution of ES
35(5)
Materials Requirement Planning
37(1)
Closed-Loop Materials Requirement Planning
38(1)
Manufacturing Requirement Planning II
39(1)
Enterprise Resource Planning
39(1)
Extended Enterprise Systems
40(5)
Extended Enterprise Systems Framework
41(2)
Extended Functionality
43(2)
ES Packages
45(5)
Valuing the ES-Based Enterprise
50(18)
Enterprise Stakeholders
50(3)
From "Built-to-Last" to "Built-to-Perform" Enterprises
52(1)
Aspects of Enterprise Value
53(6)
Value to Customers
54(1)
Value to Shareholders
55(1)
Value to Managers
56(1)
Value to Employees
57(1)
Value to Vendors
58(1)
Economic Value Add
59(1)
Value-Based Management
60(3)
Time Value of Customers and Shareholder Value
61(2)
ES Metrics
63(5)
Enterprise Performances Measurement
67(1)
Balance Scorecard
68(5)
Financial Perspective
72(1)
Customer Perspective
72(1)
Internal Business Processes Perspective
72(1)
Learning and Growth Perspective
73(1)
Summary
73(2)
Chapter 3 Integrated Enterprise with ERP 75(34)
Concept of Enterprise Resources Planning
76(1)
Enterprise Resources Planning
77(3)
Characteristics of ERP
80(7)
ERP Transforms the Enterprise into an Information- Driven Enterprise
80(1)
ERP Fundamentally Perceives an Enterprise as a Global Enterprise
81(1)
ERP Reflects and Mimics the Integrated Nature of an Enterprise
81(1)
ERP Fundamentally Models a Process-Oriented Enterprise
82(1)
ERP Enables the Real-Time Enterprise
83(1)
ERP Elevates IT Strategy as a Part of the Business Strategy
84(1)
ERP Represents a Major Advance on the Earlier Manufacturing Performance Improvement Approaches
84(1)
ERP Represents the Departmental Store Model of Implementing Computerized Systems
85(1)
ERP Is a Mass-User-Oriented Application Environment
86(1)
Advantages of ERP
87(1)
Enterprise Knowledge as the New Capital
88(3)
Information as the New Resource
89(2)
ERP as the New Enterprise Architecture
91(2)
Enterprise Business Processes
93(2)
Enterprise Application Integration
95(2)
Service-Oriented Architecture
97(10)
Defining SOA
99(2)
Services
100(1)
SOA Benefits
101(2)
Characteristics of SOA
103(2)
SOA Applications
105(10)
Rapid Application Integration
106(1)
Multichannel Access
106(1)
Business Process Management
107(1)
Summary
107(2)
Chapter 4 Customer-Centric Enterprise with CRM 109(44)
The Concept of Customer Relationship Management
110(5)
Customer Centricity
115(13)
From Products to Services to Experiences
117(1)
Convergence: From Marketplaces to Marketspaces
118(3)
Customer Relationships as a Strategy
121(3)
Information is Relationship
122(2)
Customer Capital: Customer Knowledge as the New Capital
124(2)
Increasing Returns and Customer Capitalism
126(1)
Leveraging the Customer Capital
127(1)
Compelling Customer Experiences
128(3)
Personalization
130(1)
Customer Loyalty
131(3)
Customer Relationships
134(7)
Why Cultivate Customer Relationships
135(1)
Customer Interaction Channels
136(2)
Internet: The Web of Relationships
137(1)
Customer Channel Integration
137(1)
360-Degree View of Customer
138(1)
One-to-One Marketing
139(1)
Permission Marketing
140(1)
Customer Life Cycle
141(5)
Customer Value
143(1)
Customer Lifetime Value
144(2)
Customer Value Management
146(4)
Customers as Lifelong Investments
148(6)
Customer as an Asset
148(2)
Summary
150(3)
Chapter 5 Customer-Responsive Enterprise with SCM 153(48)
Concept of Supply-Chain Management
154(9)
Supply-Chain Management Challenges
156(2)
Supply-Chain Management
158(5)
SCM Characteristics
159(1)
SCM Components
160(3)
Supply-Chain Management Framework
163(7)
Supply-Chain Performance Framework
165(4)
Supply-Chain Performance Measurement
169(1)
Customer Responsiveness
170(28)
Salient Aspects of Customer Responsiveness
174(4)
Customer-Responsive Management
178(9)
Networks of Resources
181(2)
Business Webs
183(1)
Economics of Customer Responsiveness
183(4)
Activity-Based Customer Responsiveness
187(16)
Activity-Based Costing for BPR
188(2)
Time-Driven Activity-Based Costing
190(6)
Responsive Activity Pricing
196(2)
Summary
198(3)
Chapter 6 Renewing Enterprise with PLM 201(28)
Concept of Product Lifecycle Management
201(2)
Product Lifecycle Management
203(4)
Challenges of PLM
204(1)
Benefits of PLM
205(2)
Components of PLM
207(1)
Advantages of Using PLM
208(2)
Porter's Framework of Generic Strategies
210(2)
Product Life Cycle
212(9)
Product Design Attributes
215(3)
Product Design Approaches
218(3)
Quality Function Deployment
218(1)
Design for Manufacturability
219(1)
Concurrent Engineering
220(1)
Design for Sustainability
220(1)
Customization and Standardization
221(7)
Mass Customization
223(1)
Methodologies for Managing Customization
224(4)
Summary
228(1)
Chapter 7 Collaborative Enterprise with BPM 229(38)
Process-Oriented Enterprise
229(2)
Value-Add-Driven Enterprise
230(1)
Concept of Business Process Management
231(4)
Business Process
234(1)
Business Process Management
235(3)
Enterprise BPM Methodology
238(9)
Strategic Planning for Enterprise BPM
238(3)
Identifying the Business Processes in the Company
240(1)
Selecting Business Processes for BPM
241(1)
Creating Process Maps
242(1)
Analyzing Processes for Breakthrough Improvements
243(1)
Innovative Breakthrough Improvement in Processes
244(1)
Implementing Designed Processes
245(1)
Measuring the Performance of Designed Processes
245(2)
Business Process Reengineering
247(2)
Management by Collaboration
249(8)
Relationship-Based Enterprise
251(1)
Information-Driven Enterprise
252(1)
Process-Oriented Enterprise
252(1)
Value-Add-Driven Enterprise
253(1)
Enterprise Change Management
254(1)
Learning Enterprise
255(1)
Virtual Enterprise
256(1)
Business Processes with SOA
257(8)
Process
258(2)
Workflow
260(1)
Business Process Management
261(2)
Business Processes via Web Services
263(9)
Service Composition
264(1)
Summary
265(2)
Chapter 8 Informed Enterprise with BI 267(28)
Concept of Business Intelligence (BI)
267(1)
Business Intelligence (BI)
268(2)
Benefits of BI
270(2)
Technologies of BI
272(3)
Data Warehousing and Data Marts
272(1)
Business Intelligence
272(2)
Data Mining
274(1)
Online Analytical Process
275(1)
Applications of BI
275(2)
Context-Aware Applications
277(7)
Decision Patterns as Context
279(5)
Concept of Patterns
280(4)
Domain-Specific Decision Patterns
284(10)
Financial Decision Patterns
284(3)
CRM Decision Patterns
287(9)
CRM Decision Patterns through Data Mining
291(3)
Summary
294(1)
Chapter 9 Implementing Enterprise Systems 295(26)
Mission and Objectives of the ES Project
296(1)
Examples of Cited Reasons for Implementing ES
297(1)
Guiding Principles for ES Best Practices
297(1)
Project Initiation and Planning
298(1)
Critical Success Factors
299(6)
Direct Involvement of Top Management
299(1)
Clear Project Scope
300(1)
Covering as Many Functions as Possible within the Scope of the ES Implementation
300(1)
Standardizing Business Process
300(1)
Proper Visibility and Communication in the ES Project at All Stages
301(1)
Allocation of Appropriate Budget and Resources
301(1)
Full-Time Deputation of Key Managers from All Departments
301(1)
Completing Infrastructural Activities in Time and with High Availability
302(1)
Instituting a Company-Wide Change Management Plan
302(1)
Training of ES Team Members
303(1)
Training of User Members
303(1)
Scheduling and Managing Interface of ES with Other Systems
303(1)
Transition Plan for Cut Over to ES
304(1)
Implementation Strategy
304(1)
Big Bang Implementation of ES Components
304(1)
Base Components Implemented First
305(1)
Implementation of ES Standard Functionality
305(2)
Pilot Site Deployment Followed by Rollouts at Other Sites
306(1)
Utilize External Consultants to Primarily Train In-House Functional and Technical Consultants
306(1)
Centralized or Decentralized ES Configuration
307(1)
User-Driven Functionality
307(1)
ES Implementation Project Bill of Resources
307(2)
Money
308(1)
Materials
308(1)
Manpower
308(1)
Time Period
309(1)
Information
309(1)
Implementation Environment
309(1)
Implementation Methodology
309(4)
Accelerated SAP (ASAP) Methodology
311(2)
Project Preparation
311(1)
Business Blueprint
311(1)
Realization
312(1)
Final Preparation
312(1)
Go Live and Support
312(1)
Project Management
313(2)
Project Organization
313(1)
Project Control
313(1)
Time Recording
314(1)
Meetings
314(1)
Project Monitoring
315(1)
Project Reviews
315(1)
ES Implementation
315(2)
Preimplementation
315(1)
Training
316(1)
ES Installation
316(1)
Implementation
316(1)
Postimplementation
316(1)
ES Support
317(1)
ES Deployment
317(1)
Why Some ES Implementations May Sometimes Be Less Than Successful
318(1)
Summary
319(2)
Epilogue: Enterprise Performance Intelligence 321(2)
Appendix I: SAP Business Suite 323(38)
Bibliography 361(2)
Index 363
Vivek Kale has more than two decades of professional IT experience during which he has handled and consulted on various aspects of enterprise-wide information modeling, enterprise architecture, business process redesign, and e-business architecture. He has been Group CIO of Essar Group, the steel/oil and gas major of India as well as Raymond Ltd., the textile and apparel major of India. He is a seasoned practitioner in transforming the business of IT, facilitating business agility, and enabling the Process-Oriented Enterprise. He is the author of several books, including Inverting the Paradox of Excellence: How Companies Use Variations for Business Excellence and How Enterprise Variations Are Enabled by SAP.