a. The aspects of BI that have been employed in this case example are:
• SAP’s Business Information Warehouse (BW)
• R/3 – SAP AG
• Strategic Enterprise Management tools and processes

b. The expected challenges facing the development of a BI approach for such a large organisation are as follows:
• Team planning
• Data gathering
• Testing of data integrity
• Finalising details of implementation
• Thorough analysis checks

c. Dow Corning would be a suitable candidate for a shared services approach using an ASP because:
• It would provide them with extra service and business stability
• They would gain further security and enhanced integrity for their ERP systems
• The financial revenue that the company generates annually would rule out any monetary issues with ERP upgrades.

Of course, the problem of risks occurring during contracts, migration, and post-contract operations may arise, however if Dow Corning implements the shared services approach effectively and without struggles, the ASP will be very successful.

- – - – -

PRESENTATION – DRAFTING (Main Points)

*** INTRODUCTION ***
• Purpose of this presentation
• Introduce the case

*** BODY ***
• Thoroughly investigate the disadvantages of Cisco keeping its current ERP system
• State the outcomes if Cisco chooses to keep its current ERP system

*** CONCLUSION ***
• Summarise the case, and confirm that Cisco should definitely discard its current ERP system and find another alternative

*** RECOMMENDATIONS ***
• Provide the key recommendations

- – -

COURSE SUMMARY

The most difficult assessment item I have completed so far in COIS12073 this term has been Item 1.
The reason for this was due to the fact that I found it tricky to find references for Item 3 without having a full comprehension of how I would use them in that piece of assessment.

One possible way to improve this could be to combine both pieces of assessment together.
e.g. Assessment Item X.
Part A = Annotated Bibliography
Part B = Case Study Report

Three pieces of advice I would give to a student doing this course next term would be the following:
1) Don’t leave pieces of assessment to the last minute. Try to space the designated task over the amount of time given to complete it as evenly as possible, so that you can produce submitted pieces of a high standard.
2) Read through the Course Profile and various assessment instructions carefully. This will ensure you fully understand what is being asked of you at all times throughout the term.
3) Go through many case studies and real-world examples of ERP systems. This will give you a greater understanding and appreciation of how they play such a crucial part in many organisations.

I will be able to use this knowledge of ERP systems and the associated skills to benefit my future career, as I will have an extended understanding/appreciation of the benefits that these systems provide. Hopefully in my future career, I may have the chance to test this knowledge and these skills, by having the chance to be a part of the development and implementation of an ERP system within an organisation.

External factors which could affect how and when an ERP goes live are as follows:
• Economic – Changing in financial policies, world economic changes, financial expansion, supply and demand
• Political – Political instability, government references, legislation
• Social – Staff, management, project interaction among community, Customer database, media interpretation
• Environmental – Natural disasters,
• Technological – Cyber terrorism/attacks on systems, viral problems, etc

- – - – - – - – - -

PRESENTATION TIPS

• Maintain good eye contact with the audience
• Delivery of speech should involve mixed tones of voice (e.g. heavier emphasis on important items, don’t speak in monotone)
• Rehearse speech as many times beforehand to ensure that you are familiar with the content
• Presentation of key speech events should be in proper chronological order, and no new information should be introduced towards the end.
• It is common for many speakers to feel ‘stage fright’ when delivering a speech. Learn to relax and feel confident, and you’ll be more likely to deliver a speech that the audience can retain attention to.
• Information in a speech should not only demonstrate a high level of intelligence, but at the same time be kept simple and concise to keep the audience’s attention at all times.
• A PowerPoint presentation with well-written facts and short, concise information to assist with the speech is highly effective to any presentation.

1. Many people argue that MRP is a precursor to ERP, and that ERP systems were designed to integrate MRP systems with financial and accounting systems.
a) Given the interrelationship between MRP and ERP, does it make sense for a non-manufacturing company to adopt an ERP system?
Yes, it makes sense for a non-manufacturing company to adopt an ERP system. This is due to the fact that the company can still gain major benefits that an ERP presents, such as an organised approach to maintaining enterprise data, and allowing users to investigate how the company is performing as a whole.
b) Have manufacturing systems been the basis for all ERP systems?
No, manufacturing systems have not been the basis for all ERP systems, since newer indentified areas within manufacturing systems could not be enlisted to represent an entity of ERP.

3. The Production Planning and Materials Management modules within ERP have interfaces to other modules, including Human Resources, Sales and Distribution, and Financial Accounting. Describe these interfaces:
MODULE: Human Resources
INFORMATION SHARED: Payroll Information, General Employee Information, Personnel Development Information
MODULE: Sales and Distribution
INFORMATION SHARED: Supply and Demand Information, Shipping/Distribution Information
MODULE: Financial Accounting
INFORMATION SHARED: Accounts Information, Financial Management Information, Monetary Planning Information

The issues, problems, and risks (short/long term) that are presented are as follows:

• Decline in user support
• Delay with conclusion of overall ERP development
• Costs increasing as a result of delay (having to finance for longer, wasted hours)
• Communication breakdown between team members
• Lack of understanding in regards to system operation
• Undesirable image of “negative productivity” in the customer’s eyes
• Team members are likely to develop bad working practices as a result of being exposed to these problems

- – - – - – - – - -

ASSESSMENT ITEM 3 – INTRODUCTION AND EXECUTIVE SUMMARY PLANNING

*** Executive Summary ***
- Brief background of Cisco’s current ERP System (as presented by CQU)
- Aims of the report

*** Introduction ***
- Furthered information on the background of Cisco’s current ERP System
- Assert the executive choice that will be made (whether to keep the current system or discard it)
- State what features the report will show (advantages/disadvantages, recommendations, concluding evidence, etc)

The adoption of an ERP and selection decision for an organisation cannot be made without fully understanding the problem based on the following reasons:

• Selecting an ERP without knowing any of an organisation’s individual needs and wants is problematic as this may result in the selection of one which caters for the complete opposite of what the organisation actually needs it for.
• For an ERP to be truly successful, it must target the key areas of an organisation’s enterprise system. Without researching as to what these are, then the selection of any ERP system cannot be validated.

Following on from the previous week provide a rough skeleton of what you are going to put in your conclusions and recommendations.

• Summarise on the advantages of keeping Cisco’s current ERP system
• Restate potential outcomes for keeping this current ERP system

Examples of events that may trigger event alterations in a work plan are as follows:

• Inability to implement a software package based on the unavailability of a computer(s)
• The software package implemented may not meet an organisation’s expectations or fit in with their work plan
• Personnel unable to follow a set time-line of crucial tasks
• Important activities not being completed
• Failure of an internal system
• Resources (people, items, etc) lacking in number
• Budget problems
• Failing leadership

Consequences of such events would be:

• Certain parts of the work plan are delayed, or take longer to finish then in the original time-span
• A struggle to bind the work team together to complete the work outlined
• A faltering image of the organisation in the target society’s mind
• Budget amounts vastly increasing, impacting on necessary funds needed for the completion of the work tasks at hand.

- – - – - – - – - -

ASSIGNMENT 3 FOCUS POINTS

• Provide a broader outlook on their current situation regarding the ERP system
• Affirming the chosen viewpoint: supporting the continuation of their current ERP system
• Possibly display some counter-points as to the risks of changing to a new ERP system
• Possible viewpoints and how keeping the current ERP system may be recognised from company employees and clientele alike

The advantages that an ERP would provide to Wingate Electric are as follows:
- Allows the organisation to standardise their business processes without too much deviation away from original practices.
- Following onto an in-house development would allow for a custom-built ERP system that would be entirely unique from competitors.
- Would prevent information loss among the organisation through the interfacing of computers.
- Gives Wingate Electric a centralalised location that everyone can access

Other options that Wingate Electric has instead of adopting an ERP are:
- Development of custom-made software
- Spreadsheets and other separate/partial solutions

The organisation should/shouldn’t adopt an ERP based on the following factors:

***FOR***
• Shared/generic practices within an organisation are taken advantage of
• Best organisation practices may represent improved process changes
• Best suited for instances of minimal organisational change.
• Supports unique business processes
• Maintains strategic processes

***AGAINST***
• If there is extensive organisation change, resistance will occur.
• If upgrades are based on “vanilla versions”, it is difficult to upgrade software to newer versions.

Problems that may be exposed with the Stuff-Up.Org situation are as follows:

• Some personnel may not be willing to change from a tried and true system over to a new one without convincing
• The organisation cannot expect to find one single product that will satisfy all involved (product should be flexible while meeting the organisation’s needs)
• Understanding of the fact that all products recommended – and not just one in particular – can benefit the organisation (some may outrank others, but if researched carefully, all can provide suitable benefit, thus research must be conducted thoroughly for the best product selected)
• There is a chance that the IT department may not thoroughly research the products available to select one for use, and may fall back to using the in-house developed legacy systems.
• The CEO is given the final decision on approving or denying a particular package. If he/she does not see the best recommended package to be in the organisation’s best interest, then this may create further problems between the management and the IT department.

- – - – - – - – - -

Assignment 3 Examples

Continue with the current system
Cisco has been able to roll out an ERP system that has had resounding success, and it would be unwise to shift from a winning formula that they have developed

Staying with the current system shows key persistence
ERP systems will continually evolve into the future, and while some may have benefits for Cisco, they should stick with the current system to show their clientele they are serious when it comes to backing the ERP concepts that have given them success in the past

If an organisation is unwilling to change its business process, then it is still likely that they can gain value from an ERP. This is due to the fact that while they business is most likely sustaining their own “best of breed” system, the qualities of ERP would still be fulfilling to include in their goals. These include the maximising throughput of information, keeping decision making to the appropriate level, and providing timely information to the decision makers. The risks, however, of maintaining an ERP system is that a business’ competitors will have access to the same ERP model.

- – - – - – - – - -

In recent times, there has been a trend away from total (or vanilla) ERP implementations towards ‘best of breed’ systems. Research this trend and describe how it differs from standard ERP implementations. Contrast the approaches and describe advantages and disadvantages. What are some of the considerations that would affect the decision to use the ERP or best of breed approach?

The “best of breed” systems differ from standard ERP implementations through the following ways:

“BEST OF BREED” SYSTEMS
Cost And Time: $240 million over 7-10 years
Advantages: Custom-designed ERP system – unique from competitors
Disadvantages: May provide a competitive disadvantage because competitors have an ERP system

STANDARD ERP IMPLEMENTATIONS
Cost And Time: $150 million over 5 years
Advantages: Complete standardisation of business processes based upon vendor’s “best practices”
Disadvantages: Competitors have access to the same system; Disruption of operations over 3-5 years

Some of the considerations that would affect the decision to use the ERP or best of breed approach are the seeking of the optimal solution in each area, convenience, cost savings, efficient data sharing and functionality with human resources.