{[ promptMessage ]}

Bookmark it

{[ promptMessage ]}

module 3 - Module 3 Enterprise integration internal...

Info iconThis preview shows pages 1–3. Sign up to view the full content.

View Full Document Right Arrow Icon
Module 3: Enterprise integration — internal business processes Preview Business process reengineering was a major weapon used by large North American organizations in their response to the economic battle of global competition. North American firms faced a difficult struggle; some would not survive and entire industry sectors would be obliterated by offshore competitors. The new business objectives and corporate credo would include z increase quality z lower prices z innovate z re-create the organization z streamline internal processes and remove non-value-added activities z implement best practices z collapse functional silos and establish cross-functional teams z get back to core businesses z increase customer satisfaction The overriding strategy of these objectives was, and remains: increase competitive advantage . As large firms were adapting BPR, they re-organized their people and processes, and in so doing, realized that their supporting information technology was, in concept, designed to support functional silos. Integration technologies had not matured to where they are today, and attempting to alter their existing legacy environment to support end-to- end business processes would prove to be an overwhelming undertaking. The IT providers were slow to respond to the new business demands, and this would become a major factor relating to BPR failures. The first IT provider that responded to the requirements of business process reengineering was SAP, a software firm based in Germany that had already succeeded at integrating major applications for the shop floor, namely, materials requirement planning (MRP) . The offering from SAP was called enterprise resource planning (ERP) , more often referred to as enterprise system (ES) today. The ES would enable and fully support the internal end-to-end business processes as designed under BPR. Later, the ES itself would undergo a fair amount of integration to accommodate the best-of-breed external applications, including z customer relationship management (CRM) Business Process Integration Module 3 · 1
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full Document Right Arrow Icon
z supply chain management (SCM) z e-commerce and e-business This module provides an overview of the extremely powerful enterprise systems used to process internal business transactions across the organization within a single database structure. You will learn how ES supports strategic business objectives. In addition, a current market overview of ES is presented to familiarize you with the major providers and their strengths. The module then introduces the ES business case and outlines selection and implementation techniques. The final topic describes some popular hardware configurations used to deliver the ES functions to end users. Knowledge objectives z Describe the evolution of ES and its major characteristics.
Background image of page 2
Image of page 3
This is the end of the preview. Sign up to access the rest of the document.

{[ snackBarMessage ]}