Unit 1 - 22759: Accounting and ERP (B. Wieder) 8/03/2010...

Info iconThis preview shows page 1. Sign up to view the full content.

View Full Document Right Arrow Icon
This is the end of the preview. Sign up to access the rest of the document.

Unformatted text preview: 22759: Accounting and ERP (B. Wieder) 8/03/2010 Welcome to 22759 – Accounting and ERP (Autumn 2010) 2010) Coordinator: Dr. Bernhard Wieder Associate Professor UTS SAP Alliance Manager School of Accounting Tel: +61 2 9514 3569 bwieder@uts.edu.au Lecturer: Mr. Jon Manché CPA Jon.Manche@uts.edu.au © Bernhard Wieder (occ. Ref. to SAP-AG) 2010 - 1 22759 – What it is about (beyond the Subject Guide) … FinAcc & AIS (Practise) Enterprise Systems/ERP … from the acctg/ business perspective CONTROL CONTROL Management C, Assurance, etc. ‘Real World’ Processes Automation Information/People /Process Integration … SAP ERP hands-on © Bernhard Wieder (occ. Ref. to SAP-AG) 2010 - 2 1 22759: Accounting and ERP (B. Wieder) 8/03/2010 22759 – What it is NOT about … Advanced Accounting (Theory) Adv. IT, Programming Job GUARANTEES A bit of ‘playing with a computer’ Etc. © Bernhard Wieder (occ. Ref. to SAP-AG) 2010 - 3 A small small software package Why ‘Accounting and ERP’? ERP - with SAP clearly leading – is used on most medium/ large organisations in Australia, including the service and public sectors. ERP market is expected to grow at 6.7%, to reach USD 25 billion market is expected to grow at to reach USD 25 billion by 2011. The SMB ERP market will grow at a compounded annual growth rate of over 11% to reach USD8.9 billion by 2011 (ARC Advisory Group). “We've actually got a trainee downstairs... SAP market leader in ERP (and also SCM and CRM) software (Gartner Group, IDC). 6% of all accounting job ads ask explicitly for SAP skills (mycareer.com.au, Feb 2010) To learn how ‘accounting is done’ in many/most organisations … © Bernhard Wieder (occ. Ref. to SAP-AG) 2010 - 4 who has just done part one [of his examinations]. And whereas when I did my Cost and Management, I went to technical college and I came here and I did exactly the same same thing for [the company], as I was doing at technical college. He's going to technical college and seeing something he's never going to see in BM Inc. or at anywhere where there's SAP. … It's a bit like learning a subject that he's never going to use. . . . So it's a worry. I think it's something that CIMA has really got to face up to.” (Scapens & Jazayeri, EAR, 2003) 2 22759: Accounting and ERP (B. Wieder) 8/03/2010 What are Enterprise Systems? “Enterprise systems (ES) are large-scale organizational systems built around packaged enterprise system software. Enterprise system software (ESS) is a set of packaged application software modules with an integrated architecture, which can be used by organizations as their primary engine for integrating data, processes and information technology, in real time, across internal and external value chains; contains deep knowledge of business practices accumulated from vendor implementations in a wide range of client organizations; is a generic ‘semi-finished’ product with tables and parameters that user organizations and their implementation partners must configure, customize and integrate with other computer-based information systems to meet their business needs. © Bernhard Wieder (occ. Ref. to SAP-AG) 2010 - 5 ESS/ERP ESS includes enterprise resource planning (ERP), customer relationship management (CRM), supply chain management (SCM), product life cycle management (PLM) and eProcurement software eProcurement software. … ERP software integrates management information and processes, such as financial, manufacturing, distribution and human resources, for the purpose of enabling enterprisewide management of resources”. The three major innovations brought by ERP are: potentially high levels of systems integration across functions and high levels of systems integration across functions and dimensions (software level, data level, hardware-level and business-level), process orientation (rather than functional orientation), and standardised, ‘best-practice’ business processes. © Bernhard Wieder (occ. Ref. to SAP-AG) 2010 - 6 3 22759: Accounting and ERP (B. Wieder) 8/03/2010 C o n t e x t Generic 22708 Accounting Information Systems (AU/SP) 22776 Business Information Systems (AU/SP) SAP Hands-on OLTP (ERP) OLAP (BI) 22797 Business Intelligence 1: Advanced Advanced Analysis (AU) 22759 Accounting and ERP (AU/SP) 22766 Assurance for Business Information Systems (AU/SP) Bridging Course Bridging Course SAP BI Application “Consultant” 22783 Business Intelligence 2: Advanced Advanced Planning (SP) SAP FI Solution “Consultant/Associate” 22782 Business Process Integration with ERP (SP) Note: You may do both 22759 and 22766 in the same semester! © Bernhard Wieder (occ. Ref. to SAP-AG) 2010 - 7 22766: Assurance for BIS (ES) CONTROL Management C, Assurance, etc. FinAcc & AIS (Practise) ‘Real World’ World Processes Enterprise Systems/ERP Automation … from the acctg/ from the acctg/ business perspective Information/People /Process Integration … SAP ERP hands-on © Bernhard Wieder (occ. Ref. to SAP-AG) 2010 - 8 4 22759: Accounting and ERP (B. Wieder) 8/03/2010 About us … © Bernhard Wieder (occ. Ref. to SAP-AG) 2010 - 9 Accounting and ERP (AU09) Lecturer: Jon Manché; jmanche@tpg.com.au or jon.manche@uts.edu.au Coordination: Bernhard Wieder School of Accounting, Room No D-360 9514 3569 or: 9514 3069 sap_bus@uts.edu.au or: bwieder@uts.edu.au Consultation: Monday 2-4.30pm Monday OR: Make appointment (per email) © Bernhard Wieder (occ. Ref. to SAP-AG) 2010 - 10 5 22759: Accounting and ERP (B. Wieder) 8/03/2010 About 22759 Accounting and ERP in Detail … (see also Subject Guide) also Subject Guide) © Bernhard Wieder (occ. Ref. to SAP-AG) 2010 - 11 Content (see page 10 in Subject Guide for Details) Introduction to the world of Enterprise Systems and emerging trends in AIS SAP User Interface and Navigation SAP Project Management Managing Day-to-day Transactions in Accounting with SAP ERP SAP accounting architecture Basic accounting transactions with SAP ERP Document management and control considerations Transactions and Master Data in FI in Detail General ledger accounting (incl. parallel accounting) accounting) Bank accounting Managing business partners Day-to-day and periodic transactions in AR/AP Asset management Closing transactions Reporting Extended Accounting/Enterprise Integration Financial Accounting and Material Management/Purchasing Financial Accounting and Sales and Distribution © Bernhard Wieder (occ. Ref. to SAP-AG) 2010 - 12 6 22759: Accounting and ERP (B. Wieder) 8/03/2010 Resources: 22759 – Accounting and ERP Required: Wieder, B. (2009): Financial Management and ERP – Integrated EventAccounting with SAP™ ERP, 2nd Ed., Sydney. (available at KopyStop-Bookshop, 55 Mountain Street, Broadway – www.kopystop.com.au, call for opening times and book availability) ti Wieder, B. (2010): Subject Guide for 22759, Autumn 2010 (this document). Slides for 22759, Autumn 2010 – available at UTS Online and distributed in class. Wieder, B. (2010): Case Study Instructions for 22759 – available at UTS Online and distributed in class. Wieder, B. (2010): Supplement to “Financial Management and ERP”, February 2010 – available at UTS Online and distributed in class. UTS Online: http://online.uts.edu.au UTSEmail: http://www.uts.edu.au/email Faculty of Business (current version), Guide to Writing Assignments, Faculty of Business, University of Technology, Sydney (available online). © Bernhard Wieder (occ. Ref. to SAP-AG) 2010 - 13 Important Study Guide (p.8 in Subject Guide) “In order to be able to achieve the objectives of the subject, students have to study the conceptual and practical parts of the textbook and supplementary documents, have to repeat the hands-on/demonstrations exercises done in class and do their homework, and have to complete the case study assignment (…) HOMEWORK: The “Supplement to Financial Management and ERP” specifies homework tasks to be completed week by week. Attempting these tasks in time (=each week) is essential for achieving the learning objectives of this subject essential for achieving the learning objectives of this subject. (…) Based on past experience, students who spent less than 40-50 hours online will find it very difficult to pass the subject – at least, they will not achieve anything better than a ‘pass’.” © Bernhard Wieder (occ. Ref. to SAP-AG) 2010 - 14 7 22759: Accounting and ERP (B. Wieder) 8/03/2010 Assessment - Overview I. Mid-term exam (individual) 20% Assesses both the conceptual and application component of the first part of the subject covering primarily objectives first part of the subject, covering primarily objectives 1, 2, 3 and 5.. and II. Case study (groups of 3-4 students) 30% Assesses mainly the application component of the subject, covering primarily objectives 4 and 6, as well as their integration with the other objectives. III. Final exam (individual) 50% Assesses the conceptual component of the second part of the subject and the integration with the application component covering all objectives. © Bernhard Wieder (occ. Ref. to SAP-AG) 2010 - 15 Mid-term exam (20%) All questions are in true multiple-choice format (1 of 4). Sample questions are in the appendix to the textbook and further questions will be provided in UTS Online further questions will be provided in UTS Online. No resources will be allowed (closed-books) and the total examination time will be 90 minutes. The exam will be entirely online, i.e. all questions will be published and have to be answered in UTS Online. © Bernhard Wieder (occ. Ref. to SAP-AG) 2010 - 16 8 22759: Accounting and ERP (B. Wieder) 8/03/2010 Group Case Assignment (30%) Group presentation (10-15 minutes): Project report (formal quality); due on by 31st May 10 : Project report (content) and implementations: Total Deduction per day after deadline 20% 10% 70% 100% -5% Report has to be submitted as softcopy (UTS Online ‘Turnitin’). Submission per email will not be accepted. A hardcopy has to be submitted through assignment drop box#1 ‘Bernhard Wieder’, School of Accounting, Level 3, Block Block D. Note: Each team member has to contribute adequately to the case study assignment. A brief summary of each team member’s contribution has to be included in the introduction of the case study report. The subject co-ordinator reserves the right to ‘weigh’ the team members’ case study marks in case of clearly unequal contributions. © Bernhard Wieder (occ. Ref. to SAP-AG) 2010 - 17 Final Exam (50%) 20% 'off the system'/closed book: You are required to answer questions referring to conceptual topics covered in the subject, including methods and background knowledge of SAP ERP. All questions are in multiple-choice format. 40% 'on the system'/open-book:*) You are required to answer questions by using the SAP ERP system. All questions are in multiple-choice format. 40% 'on the system'/open-book:*) You are required to answer questions by using the SAP ERP system. The questions in this part are open questions (short essays and transactions on the system). In this part, you are given choices. The exam will be entirely online, i.e. all questions will be published and have to be answered in UTS Online. *) You may use an original copy of the textbook © Bernhard Wieder (occ. Ref. to SAP-AG) 2010 - 18 9 22759: Accounting and ERP (B. Wieder) 8/03/2010 Assessment and Certification Requirement to pass this subject: A total mark of 50% or more must be achieved. Note: Students have to pass the final exam (a mark of 50% or Students have to pass the final exam (a mark of 50% or more) on their first attempt in order to eligible for a ”UTSSAP certificate”. SAP Asia-Pacific/Japan officially certified 22759 Accounting and ERP, subject to certain terms (which may be altered any time). This means that on passing the final exam on the first attempt students will receive a ”UTS-SAP certificate”, which has already proven to facilitate access to relevant segments of the job market. © Bernhard Wieder (occ. Ref. to SAP-AG) 2010 - 19 Special Note on Use of SAP System Students have to use the systems with a high level of responsibility and care, and they have to strictly adhere to the rules outlined in the Subject Guide and elsewhere (incl. announcements made by the lecturer in class or through UTS Online) Any action taken by student aiming at or through UTS Online). Any action taken by a student aiming at ‘damaging’ the SAP System or breaching the contract between SAP and UTS will be sanctioned under UTS rules or even State and Commonwealth Rules. Misuse of University equipment includes – but is not limited to – the following: Logon to the SAP systems outside scheduled teaching and training times. Logon to any SAP-system using more than one user name. Logon to any SAP-system using the user name of another student. Disclosing the individual password to other people. Using any SAP-system for purposes other than prescribed by the course materials. Deliberately deleting or modifying data of other users. Deliberately modifying data in the system with the objective that the system does not work properly any more. © Bernhard Wieder (occ. Ref. to SAP-AG) 2010 - 20 10 22759: Accounting and ERP (B. Wieder) 8/03/2010 Chapter 2: TRENDS IN INFORMATION SYSTEMS AND ACCOUNTING © Bernhard Wieder (occ. Ref. to SAP-AG) 2010 - 21 Trends in Business (and) Information Mgt 1: Integration AIS Information PPC System HR etc. Accounting Production HR etc. Systems Integration Integration Accounting Production Business © Bernhard Wieder (occ. Ref. to SAP-AG) 2010 - 22 HR etc. Integration Bus/IS Alignment 11 22759: Accounting and ERP (B. Wieder) 8/03/2010 Trends in Business (and) Info. Mgt 2: Process-orientation Suppliers Manage Relationship & Integrate Requested input resources Payment for for input resources Goods and and services for customers Customers Manage Relationship & Integrate Payment for for Goods and services ORGANIZATION Conversion Process Acquisition, Payment Process Provides input resources to the organization Streamline and © Bernhard Wieder (occ. Ref. to SAP-AG) 2010 - 23 Provides Finished Goods and Services to Customers Integrate Sales/ Collection Process A Simple Example: The Purchasing Process Sourcing (various techniques) Purchase Orders Purchasing Requisition (Trigger) Goods Receipt Payment Invoice Verification © Bernhard Wieder (occ. Ref. to SAP-AG) 2010 - 24 12 22759: Accounting and ERP (B. Wieder) 8/03/2010 Business (Process) Integration Concepts Process Improvement (TQM) versus Process Innovation (BPR) Improvement (TQM) Level of Change of Change Starting Point Frequency of Change Time Required Participation Typical Scope Risk Primary Enabler Type of Change Incremental Existing Process One-time/Continuous Short Bottom-Up Narrow, within functions Moderate Statistical Control Cultural Innovation (BPR) Radical Clean Slate One-time Long Top-Down Broad, cross-functional High Information Technology Cultural/Structural © Bernhard Wieder (occ. Ref. to SAP-AG) 2010 - 25 System Dis-Integration: Traditional IS with Closed Database Architecture GL-Accounting Products Manufacturing and Distribution System Materials Customer Orders Order Entry System Procurement System Purchases Supplier Customer Sales Account Rec Production Scheduling Shipping Vendor Accts Pay Inventory Customer Database © Bernhard Wieder (occ. Ref. to SAP-AG) 2010 - 26 Manufacturing Database Procurement Database 13 22759: Accounting and ERP (B. Wieder) 8/03/2010 Evolution of Enterprise Systems Period: 60s & 70s: 70s & 80s 80s & 90s 1998 2000 2002 2002 Accounting Bookkeeping Systems Accounting Systems Logistics MRP 1: Material Requirements Planning + Inventory Management Inventory Management MRP 2: Manufacturing Resources Planning + Inventory Management Other functions: - HRM - Marketing - etc. ERP: Enterprise Resource Planning Extended ERP (ERP II) ERP (ERP II) Enterprise Systems (ES) (partly disintegrated) Reintegrated Enterprise Systems (EAI) Service-oriented Architectures + ES WWW, DW … CRM, SCM ... EAI/portals © Bernhard Wieder (occ. Ref. to SAP-AG) 2010 - 27 Systems Integration ERPS: Excellence in OLTP, transactional data and process integration data and process integration Good support for integrated sequential operative planning Data Warehouses/BI: Data integration platforms for OLAP (reporting, planning, decision making) Specialisation Specialisation SCMS: “Optimize whole supplychain (efficiency)” CRMS: “Enable effective customer relations/processes” Etc. Enterprise Application Integration (EAI): Service-oriented Architectures (SOA) ‘Intelligent Interfacing’, service software, middleware, … Portals: Front-end/User-interface integration © Bernhard Wieder (occ. Ref. to SAP-AG) 2010 - 28 14 22759: Accounting and ERP (B. Wieder) 8/03/2010 Integration 1: ERP Pros • Achieves excellent internal data and process integration when all legacy systems are replaced • Can produce significant business process improvements through adoption of built-in best practices Cons • Often requires extensive organizational change and hence business involvement in justification and implementation • Certain industry- and firm-specific business processes are not supported by ERP systems; some legacy systems are usually retained • Does not provide integrated reporting and analysis environment for internal and external data © Bernhard Wieder (occ. Ref. to SAP-AG) 2010 - 29 ERP – and ES (see above) ERP software is ES software which integrates management information and processes, such as financial, manufacturing, distribution and human resources, for the purpose of enabling enterprise-wide management of resources”. The three major innovations brought by ERP are: potentially high levels of systems integration across functions and dimensions (software level, data level, hardware-level and business-level), process orientation (rather than functional orientation), and standardised, ‘best-practice’ business processes. © Bernhard Wieder (occ. Ref. to SAP-AG) 2010 - 30 15 22759: Accounting and ERP (B. Wieder) 8/03/2010 Integration 2: Data warehouses Pros • Achieves data integration without changes in source systems or business processes • Accommodates both internal data and external data (e.g., purchased marketing data) • Provides integrated environment for reporting, data analysis and data mining • Can sometimes be justified and implemented as a technology-driven IT infrastructure project Cons • Can’t compensate for poorly designed data structures in source systems • Generally involves data aggregation • Doesn’t support process integration • Standardization of data names and data cleaning can require extensive effort and business involvement • Business involvement and significant training are required to benefit from data mining © Bernhard Wieder (occ. Ref. to SAP-AG) 2010 - 31 Architecture and dataflow OLAP-tools - Executive Information System Reporting systems,Querysystem Query, Data manipulation OLAP - Server Server Local Database Data Mart Meta data repository Analytical information system Data Warehouse Central Database Archive Import: data extraction and transformation Source System Operational system External data © Bernhard Wieder (occ. Ref. to SAP-AG) 2010 - 32 16 22759: Accounting and ERP (B. Wieder) 8/03/2010 ERP II System Data Warehouse Business Enterprise Legacy Systems ERP System On-Line Analytical Processing (OLAP) Customers Core Functions [On-Line Transaction Processing (OLTP)] Sales & Distribution Business Planning Shop Floor Control Logistics Bolt-On Applications (Industry Specific Functions) Suppliers Operational Database Customers, Production, Vendor, Inventory, etc. © Bernhard Wieder (occ. Ref. to SAP-AG) 2010 - 33 Partly dis-integrated Enterprise Systems Data Warehouse Business Enterprise Legacy Systems On-Line Analytical Processing (OLAP) Customers Bolt-On Applications (Industry Specific Functions) Suppliers Core ERP Functions [On-Line Transaction Processing (OLTP)] Sales & Distribution Business Planning Shop Floor Control Logistics CRMsystems SCM-systems Operational Database CRM database © Bernhard Wieder (occ. Ref. to SAP-AG) 2010 - 34 Customers, Production, Vendor, Inventory, etc. SCM database 17 22759: Accounting and ERP (B. Wieder) 8/03/2010 Integration 3: Enterprise Application Integration Pros • A chieves internal data integration and can support process integration w ith ou t r ep lacemen t o f legacy ith systems S upports use of “best-of-breed” applications from multiple vendors C an sometimes be justified and implemented as a technology-driven IT infrastructure project • • • • • • • • C ons R equires some modification of source systems M ay work better with unmodified industry standard source sys tems P rocess integration requires organizational change and business involvement Immature technology V endor proliferation S upport for n-way integration is still experimental P roprietary technology Inability to combine different EAI solutions, for example after mergers • • © Bernhard Wieder (occ. Ref. to SAP-AG) 2010 - 35 Integration 4: Service-Oriented Architectures A service is the endpoint of a connection. Also, a service has some type of underlying computer system that supports the connection offered. Software as a service (SaaS) is a software application delivery model where a software vendor develops a web-native software application and hosts and operates (either independently or through a third-party) the application for use by its customers over the Internet. Service Oriented Architecture (SOA) is an architectural style that guides all aspects of creating and using business processes, packaged as services, throughout their lifecycle, as well as defining and provisioning the IT infrastructure that allows different applications to exchange data and participate in business processes regardless of the operating systems or programming languages underlying those applications. © Bernhard Wieder (occ. Ref. to SAP-AG) 2010 - 36 18 22759: Accounting and ERP (B. Wieder) 8/03/2010 SAP ERP Extended ‘Basis’: SAP NetWeaver (SOA) Source: SAP AG © Bernhard Wieder (occ. Ref. to SAP-AG) 2010 - 37 From Disintegration to Integration to partial disintegration … and back? Presentation (e.g. Portals) Reintegrated Enterprise Systems: The case of SAP ES and Bolton Business Applications “Financials”-Component: - Trad. SAP ERP functionality - SEM (Strat. Enterprise Mgt) - Netweaver incl. Business Information Warehouse Information Warehouse (data warehouse) Platform © Bernhard Wieder (occ. Ref. to SAP-AG) 2010 - 38 Source: SAP AG 19 22759: Accounting and ERP (B. Wieder) 8/03/2010 SAP ERP: Platform + Components © Bernhard Wieder (occ. Ref. to SAP-AG) 2010 - 39 Service-Oriented Architectures: Pros/Cons • (see EAI) • Lower total cost of ownership (TCO) ownership (TCO) • Completely loosely coupled approach • The search and connectivity to other services is dynamic (as opposed to static as in EAI) • Requires further standards which are not fully available/agreed upon upon • Process integration still requires organizational change and business involvement • Support for n-way integration is conceptually possible, but no prototype exists © Bernhard Wieder (occ. Ref. to SAP-AG) 2010 - 40 20 22759: Accounting and ERP (B. Wieder) 8/03/2010 Systems Integration: Summary Unintegrated systems create various kinds of problems for companies. Prevent a company (or a set of cooperating companies) from putting in place streamlined business processes or from achieving some other business integration goal. Prevent a company (or a set of cooperating companies) from analysing data for making important decisions, even when the data can be found somewhere in the company’s computer-based systems. Main approaches for integrating data and systems: data warehousing, integrated enterprise systems, re-architecting systems using EAI, hit EAI Service-oriented architectures or some combination. The solutions are not perfect, at least hardly ever perfectly implemented. Further, even when technical integration is achieved, the goals of business integration may not be. © Bernhard Wieder (occ. Ref. to SAP-AG) 2010 - 41 Implications of Business & Systems Integration for Accounting Accounting is no longer a back-office function, separated from the rest of the business, but rather part of the story of many business processes. In a process-oriented organisation with an integrated, processoriented system, participants along a business process can navigate up and down this process, and traditional accounting tasks such as posting inventory movements and invoices are taken over by other functions or are fully automated. In this environment, accountants have to be configuration specialists, exception managers and supervisors, rather than bean-counters. “Today, corporate accountants must display advanced communication and leadership skills, strategic and critical thinking skills, be able to interpret converging information, and be technologically adept” © Bernhard Wieder (occ. Ref. to SAP-AG) 2010 - 42 21 22759: Accounting and ERP (B. Wieder) 8/03/2010 SAP SAP Chapter 3: ENTERPRISE SOLUTIONS AND SAP ERP © Bernhard Wieder (occ. Ref. to SAP-AG) 2010 - 43 The SAP-Story in Brief Founded in Mannheim, Germany, in 1972 by five former IBM systems engineers and originally called “Systemanalyse and Programmentwicklung”. Today: Leading Vendor of Enterprise Systems Software: ERP, SCM, CRM (for Current Statistics, visit: http://www.sap.com/about/index.epx) RE R/2 R/3 ECC … Other (Enterprise) Software © Bernhard Wieder (occ. Ref. to SAP-AG) 2010 - 44 22 22759: Accounting and ERP (B. Wieder) 8/03/2010 Enterprise Applications • SAP ERP • SAP Business Suite: o SAP Customer Relationship Management o SAP Product Lifecycle Management o SAP Supply Chain Management o SAP Supplier Relationship Management • SAP BusinessObjects Portfolio o SAP BusinessObjects intelligence platform o SAP BusinessObjects GRC solutions o SAP BusinessObjects EPM solutions • SAP Manufacturing • SAP NetWeaver Solutions for Small Businesses and Midsize Companies • SAP Business All-in-One • SAP Business ByDesign • SAP Business One • Solutions for Small Businesses and Midsize Companies o SAP BusinessObjects Edge o Crystal Reports o Xcelsius Other Business Solutions • SAP solutions for mobile business • (Misc. – varies frequently) © Bernhard Wieder (occ. Ref. to SAP-AG) 2010 - 45 • SAP Value Calculators • SAP Business Maps ECC Financials (FM) Logistics (LO) Human Reso Resources (HR) Financial Accounting (FI) SAP Financial Supply Chain Management (FIN-FSCM) SAP Banking, Controlling (CO) Investment Management (IM) Project System (PS) Enterprise Controlling (EC) Real Estate Management (RE) Flexible Real Estate Management Management of Internal Controls Sales and Distribution (SD) Materials Management (MM) Logistics Execution (LE) Product Lifecycle Management (PLM) Quality Management (QM) Plant Maintenance (PM) Customer Service (CS) Production Planning and Control (PP) Project System (PS) Environment, Health and Safety (EHS) ... Personnel Management (PA) Personnel Time Management (PT) Payroll (PY) Training and Event Management (PE) Learning Solution NETWEAVER ELEMENTS © Bernhard Wieder (occ. Ref. to SAP-AG) 2010 - 46 23 22759: Accounting and ERP (B. Wieder) 8/03/2010 Client-Server Architectures © Bernhard Wieder (occ. Ref. to SAP-AG) 2010 - 47 Client Server Architecture at UTS © Bernhard Wieder (occ. Ref. to SAP-AG) 2010 - 48 24 22759: Accounting and ERP (B. Wieder) 8/03/2010 Review/Summary of Unit 1 The quest for integration (business and systems integration) Business (Process) Integration Concepts: E.g. TQM, BPR Systems Integration Concepts: ERP Data Warehouses EAI, Portals, Master Data Management & Service Oriented Architectures Business/Systems Integration and Process Orientation: Integration and Process Orientation: Implications for Accounting SAP R/3 = Evolution of ERP in the 20th century “SAP ERP 2005” = ECC6 + various other Components © Bernhard Wieder (occ. Ref. to SAP-AG) 2010 - 49 25 ...
View Full Document

This note was uploaded on 11/18/2010 for the course ACCOUNTING 22759 taught by Professor Berhnard during the Three '10 term at University of Technology, Sydney.

Ask a homework question - tutors are online