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Chapter 9 Achieving Operational Excellence and Customer Intimacy: Enterprise Applications LEARNING OBJECTIVES After reading this chapter, you will be able to: 1. Demonstrate how enterprise systems achieve operational excellence by integrating and coordinating diverse functions and business processes in the firm. 2. Demonstrate how supply chain management systems coordinate planning, production, and logistics with suppliers. 3. Demonstrate how customer relationship management systems achieve customer intimacy by integrating all customer information and making it available throughout the firm. 4. Assess the challenges posed by enterprise applications. 5. Describe how enterprise applications can be used in platforms for new cross-functional services. CHAPTER OUTLINE 9.1 ENTERPRISE SYSTEMS What Are Enterprise Systems? Enterprise Software Business Value of Enterprise Systems 9.2 SUPPLY CHAIN MANAGEMENT SYSTEMS The Supply Chain Information and Supply Chain Management Supply Chain Management Applications Supply Chain Management and the Internet Business Value of Supply Chain Management Systems 87
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9.3 CUSTOMER RELATIONSHIP MANAGEMENT SYSTEMS What Is Customer Relationship Management? Customer Relationship Management Software Operational and Analytical CRM Business Value of Customer Relationship Management Systems 9.4 ENTERPRISE APPLICATIONS: NEW OPPORTUNITIES AND CHALLENGES Enterprise Application Challenges Extending Enterprise Software 9.5 HANDS-ON MIS Achieving Operational Excellence: Identifying Supply Chain Management Solutions: Dirt Bikes USA Improving Decision Making: Using Database Software to Manage Customer Service Requests Achieving Operational Excellence: Evaluating Supply Chain Management Services LEARNING TRACK MODULE SAP Business Process Map Best Practices Business Processes in CRM Software Interactive Sessions: IHOP Cooks Customer Data to Order Invacare Struggles with Its Enterprise System Implementation OPENING CASE: WHIRLPOOL FIXES ITS SUPPLY CHAIN Whirlpool’s problems with its supply chain illustrate the critical role of supply chain management in business. Whirlpool lost sales because it couldn’t balance supply with demand across multiple distribution sites and locations to make sure the right products required by customers were in the right stores and warehouses at the right time. The company needed better control over its supply chain. The chapter-opening diagram calls attention to important points raised by this case. Like all large firms, Whirlpool has several hundred main suppliers of parts, and these suppliers in turn have hundreds of suppliers of basic parts and raw materials. Altogether, Whirlpool deals with several thousand firms that sell everything from steel and plastic assemblies, to computer chips and controls that end up in Whirlpool appliances. Coordinating all these firms so that the right parts show up at the Whirlpool factories just at the right time and that the right amount of finished appliances actually ordered by customers are in the warehouses was a major problem. Replacing
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  • Fall '17
  • Laudon Chapter 9

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