ERP
and
Business Processes
ILLUSTRATED WITH MICROSOFT DYNAMICS NAV 2009
AUTHOR: HANS VAN DER HOEVEN MSC
1 ST E D I T I O N
Chapter 1
2
GETTING TO KNOW BUSINESS FUNCTIONS,
BUSINESS PROCESSES,
ERP AND BUSINESS MANAGEMENT
ERP and Business Processes
Business Functions, Departments, Business Processes
3
 Business Function: organizational unit
 Also known as “department”
 Hierarchical structure
 Line-staff
organizational chart
CEO
Accounting
and IT
Sales
Sales Reps
ERP and Business Processes
Back Office
Office
Manager
Warehouse
Front Office
Purchasing
U-turn to Business Processes
4
 In the 1990’s
 Michael Porter’s Value Chain
 Business process is not a business function
 Trigger, ‘customer’ demand, inputs  outputs
ERP and Business Processes
What is a Business Process?
5
 A business process is a collection of coherent
activities that starts with a trigger and ends with the
delivery of one or several products.
 The products represent a value for the customer of
these products. The customer could be an external
customer, as well as an internal customer (a
department).
 Services are also considered as products.
ERP and Business Processes
BPR
6
 Business Process Redesign (Reengineering)
 Michael Hammer in the nineties of previous century
 Event driven Process Chains (EPC’s)
 Events drive logistic, finance, HR, etc.
 Processes consist of a collection of events which match with
each other (activities).
 Cycle-approach
 O2C: Order to Cash
 P2P: Purchase to Pay
 H2R: Hire to Retire
ERP and Business Processes
Example of a Process Chart
7
ERP and Business Processes
ERP and Business Management
8
 ERP: Enterprise Resource Planning
 ERP-package
 Before island automation
 One integrated information system
 One central database
 Business Management
(‘the management side of ERP’)
 Business Control
ERP and Business Processes
Chapter 2
9
FOCUS ON ERP
ERP and Business Processes
ERP in Historical Perspective
10
 MRP
 MRP II
 ERP
 ERP II (or x-ERP)
ERP and Business Processes
MRP (I)
11
 Materials Requirement Planning
 Deciding about material requirement for a
production process
 Using a BOM and the quantity of neede finished
products
 Material requirement leads to purchase proposals
and eventually to purchase orders
 Bike example
ERP and Business Processes
MRP II
12
 Manufacturing Resource Planning
 Not only raw materials
 Also resources like machines and people (capacities)
 Resources
 MRP II aims at manufacturing control
ERP and Business Processes
ERP
13
 Enterprise Resource Planning
 Enterprise wide
 One integrated system instead of different seperated
systems
 One central database
 A way of thinking about dealing with processes, so
process orientation
 EPC’s: Event Driven Process Chains
Chain of activities
ERP and Business Processes
ERP
14
 ERP as a package
 standard software package with a very integrated functionality,
which stretches out over all business processes in an
organization.
 ERP as a phenomenon
 enterprise wide integrated planning and steering concept
 Organizational
structure and management;
 Products, services and business processes;
 Information technology (computers, communication
infrastructure, systems, internet, e-mail);
 People, competences and culture.
ERP and Business Processes
ERP II
15
 Extended ERP (x-ERP)
 Collaboration between companies to reach a better
position in the Supply Chain
 Intra-enterprise collaboration = ERP
Inter-enterprise collaboration = ERP II
 Possibilities of Internet, EDI
ERP and Business Processes
CRM
16
 Customer Relationship Management
 “Know your customer”
 Registering customer data, purchase behavior, data
from external sources
 Analyzing and combining data
 See chapter 4
ERP and Business Processes
SCM
17
 Supply Chain Management
 Chain of companies that form a chain from natural
resources to a product that is sold to a final
consumer
 Copmpanies want to defend or extend their position
in the Supply Chain
 Supply Chain Management
 See chapters 5 and6
ERP and Business Processes
Best-of-Breed and ERP
18
 Best-of-Breed (BOB)
 No integrated approach
 Functional approach
 Interfaces and middleware
 Specific needs, very different from ERP
ERP and Business Processes
Pros and Cons of ERP
19
pros
cons
 Integration
 Long implementation
 Process orientation
periods
 Complexity
 No made to measure
solution
 Simple user interface
 Openness
 One vendor
 State-of-the-art
 International aspects
ERP and Business Processes
The vendors of ERP systems
20
 SAP
SAP Business Suite, All-in-One, Business One
 Oracle
Oracle Financials, Peoplesoft, JD Edwards, Fusion
 Infor
Mapics, Baan, SSA Global
 Microsoft Dynamics
Dynamics NAV, Dynamics AX, Dynamics CRM
 Industry Solutions
ERP and Business Processes
Chapter 3
21
MICROSOFT DYNAMICS NAV 2009
ERP and Business Processes
Microsoft Dynamics
22
 Dynamics NAV
 Dynamics AX
 Dynamics GP
 Dynamics CRM
ERP and Business Processes
Dynamics NAV 2009
23
ERP and Business Processes
Role Tailored Client (RTC)
24
 Personas
 Role centers, list places, departments page
ERP and Business Processes
Modules / Departments
25
 Financial Management
 Sales & Marketing
 Purchase
 Warehouse
 Manufacturing
 Jobs
 Resource Planning
 Service
 Human Resources
 Administration
ERP and Business Processes
Departments in the RTC
26
ERP and Business Processes
Classic Client (CC)
27
ERP and Business Processes
Some Principles
28
 Adapting business processes to the ERP system
Adapting ERP system to the processes
 Customizing
 Selection and implementation process
 Architecture of Dynamics NAV



Client tier (presentation layer)
Service tier or Middle tier (business logic layer)
Database tier (data layer)
ERP and Business Processes
Add-ons and Industry Solutions
29
 Dynamics NAV consists of:
Dynamics NAV core
by Microsoft global development
Country localisation
by Microsoft country development
Industry solution
by partner
Made to measure component
by partner
 Add-on: piece of standard software which can
communicate and interact with a standard ERP
system



Product configurator
Foodbranche
HRM
ERP and Business Processes
Customer Model
30
ERP and Business Processes
Customer Model
31
ERP and Business Processes
Training and Education
32
 Conceptual level (this book)
 Details of how the software operates
 Functional training
 The buttons
 Manners
 Through training partner
 Through e-training
(Customer Source)
ERP and Business Processes
Chapter 4
33
MARKETING & SALES PROCESS:
O2C CYCLE
ERP and Business Processes
Customer
34
 Master data
 Contact data
 Transaction data
 Customer Card
 Customer posting
groups
ERP and Business Processes
Payment Terms and Delivery Terms
35
 Creditability
 Creditability as an amount
 Creditability as a period of time
 Payment terms:
Cash on delivery
 7 days
 1 month (8 days)

 Delivery/shipment terms
ERP and Business Processes
Customer
36
 Customer (discount) groups
 Characteristics in common
 Discounts
 Per customer
 Per item
 Per order
 E-commerce
 Web shop
 Electronic payment
 B2B and B2C
ERP and Business Processes
The Sales Process (O2C)
37
Contacting
the
customer
Issuing
Sales
Quotation
Sales Order
processing
More:
• Blanket orders
• Return orders and credit memos
ERP and Business Processes
Delivering
and
Shipping
Billing
Collecting
money
Contacting the Customer
38
 Customer seeks contact
 Company seeks contact
 Sales promotion
 CRM
ERP and Business Processes
Issuing Sales Quotation
39
 Request for Quotation (RFQ)
 Not always necessary
 Register customer data and quotation data
Fast tabs
 Item lines

 Creating Quotation
 Send to customer
 Obligation to deliver
 Reaction period
 Management information
ERP and Business Processes
Sales Order Processing
40
 Does the customer agree? Quotation is converted




into a sales order.
Or a direct sales order (without quotation)
Creditability check
Availability check (AtP, CtP)
Integration with Office
Release order for delivery
ERP and Business Processes
Delivery and Shipping
41
 Warehouse gets assignments (sales orders with
today’s delivery date)
 Picking and packing, then shipping
 Create shipping documents
 Postings in the ERP system


Logistic
Financial
ERP and Business Processes
Billing
42
 Creating and sending Sales Invoice
 Invoice is usually made from data sales order
 Separation of goods and money streams
 Prepayment
ERP and Business Processes
Billing (2)
43
 Event driven action:
 Logistical
 Financial
 Matching principle
 Actions
 Update obligations administration
 Update customer open debt-claim
 Update general ledger (financial mutation)
 Update stock (logstic mutation)
 Update VAT registration
 Update analyses en reports
ERP and Business Processes
Collecting money
44
Billing
date
Repayment time
(not due)
ERP and Business Processes
Due
date
Past due date
(overdue)
Blanket Orders
45
 Long term relationship with customer
 Usually special price or discount (or afterwards:
revenue bonus)
 Sell a large quantity, deliver/ship (and bill) in parts
ERP and Business Processes
Return Orders
46
 Items are damages on arrival at customer site
 Shipping wrong items
 Customer has ordered too much
 RMA procedure
 Destination of returned items
 Credit memo (sales)
ERP and Business Processes
Discounts and Credit Memos
47
 Discounts because of RMA, revenue bonus,
correction of mistakes
 Sales decides upon contents credit memo
 Credit memo lowers the debt-claim on the customer
 Detailed checks are necessary
ERP and Business Processes
Marketing
48
 "Marketing is an organizational function and a set of
processes for creating, communicating and delivering value
to customers and for managing customer relationships in
ways that benefit the organization and its stakeholders."
(source: American Marketing Association (AMA) )
 Macroeconomic functions:
 Information exchange between manufacturers, wholesalers
and consumers;
 Stabilization function/distribution function.
 Product development, strategies
 Segmentation of the market
 Marketing mix
ERP and Business Processes
CRM
49
 Customer Relationship Management
 Relation a company maintains with its customers
 Register and analyze customer behaviour
 Enlarge profitability and customer satisfaction
 Customer pyramid
 Pros CRM
 Lower costs by operational efficiency
 Higher revenue by better segmented market
 Improved strategy and better measure effects on actions
ERP and Business Processes
CRM (II)
50
ERP and Business Processes
Analyses
51
 Dimensions
 Business Intelligence (BI)
 Standard analysis possibilities
 Sales budgets
 Sales analyses reports (revenue by region, or by sales rep)
 Statistical screens
 Self designed reports
 In Dynamics NAV
 In (e.g.) Excel
 Examples
ERP and Business Processes
Chapter 5
52
SUPPLY CHAIN,
PURCHASING PROCESS
& WAREHOUSE PROCESS:
P2P CYCLE
ERP and Business Processes
Vendor
53
 Master data, contact data, transaction data
 Vendor posting groups
ERP and Business Processes
Trading Item
54
 Master data
 Item number, -name and short description
 Base unit of measurement
 Sizes and weight
 Replenishment method
 Safety stock level
 Costing method
 Price data (purchase price, COGS, sales price)
 Product posting group
 Item vendor
 Item tracking (serial nrs/lot nrs/expiry date)
ERP and Business Processes
E-procurement
55
 Electronic purchasing process
 Digital catalogue, order via Internet
 E-procurement versus E-commerce
 B2B and B2C
ERP and Business Processes
The Purchasing Process (P2P)
56
Purchase
initiative
Request for
quotation
and vendor
selection
Creation
puchase
order
Also:
• Working with blanket orders
• Return shipments and credit memos
ERP and Business Processes
Goods receipt
Vendor
invoice check
Vendor
payment
Purchase Initiative
57
 Coming from sales: sales orientated
 Based on sales forecasts
 Mind inventory
 Sometimes customer specific purchasing
ERP and Business Processes
RFQ and Vendor Selection
58
 Request for Quotation (RFQ)
 Compare conditions
 Which vendors make their data available to their customers?
 Purchasing decision: one quotation becomes a
purchase order
Quotation
2
Quotation
1
Quotation
3
Order
ERP and Business Processes
Create Purchase Order
59
 Coming from quotation?
 Purchase order number
 Order confirmation
 Planning for the warehouse
ERP and Business Processes
Goods Receipt
60
 Warehouse workers
 Determine goods receipt
 Determine storage location
Receiving
Dock
Warehouse
ERP and Business Processes
Vendor Invoice Check
61
 3-way matching
 Order
 Goods receipt
 Invoice
 Approved vendor invoice  Accounts Payable (A/P)
 Contact with vendor if no consensus
 Electronic invoicing
 Self-billing
 Registration of obligations
ERP and Business Processes
Vendor Payment
62
 Only approved vendor invoices
 Selection on base of due date
 Liquidity position
 Authorization
 Reconciliation
 EDI / Electronic Banking
ERP and Business Processes
Blanket Orders
63
 Purchase order for a large quantity
 Several shipping moments
 Fully delivered?
ERP and Business Processes
Return orders and Credit Memos
64
 Items are damaged on arrival or wrong items
 Ordered too many
 Return shipment (RMA vendor)
 Credit memo
ERP and Business Processes
Procurement of Services and Fixed Assets
65
 Parallel with purchase of goods
 Purchasing initiative
 Specific expertise
 Budgets and budget holders
 Approval instead of goods receipt
ERP and Business Processes
Warehouse Process
66
 Sales process and Purchasing process
 Movements (logistic transportations)
 Regular checks
 Stock-taking
 Separate Goods Receipt Dock
 Separate Shipping Dock
 Several warehouses / plants
ERP and Business Processes
SCM
67
 Supply Chain Management
 Collaboration: competitors  partners
 Demand Chain versus Supply Chain
 Technology
 EDI
 RFID
ERP and Business Processes
Analyses
68
 Vendors
 Reliability of delivery times and quality
 Price comparison
 Top 10
 More
 Discounts, status blanket orders, achievements per purchasing
agent, return shipments
 Out comings stock-taking
 Item tracking and tracing
ERP and Business Processes
Chapter 6
69
SUPPLY CHAIN MANAGEMENT
AND
MANUFACTURING PROCESS
ERP and Business Processes
Item: Raw Material and Finished Product
70
 Production: convert raw materials into finished
products


Finished products are not purchased, have no purchase price
and no vendor data
Selling finished products leads to a replenishment of raw
materials
 Semi-finished products
ERP and Business Processes
BOM
71
ERP and Business Processes
Routing
72
ERP and Business Processes
Proper Sequence
73
 Create item records for raw materials and finished
products
 Create BOM and routing for the finished product
 Link the BOM and the routing to the finished item
(in item record finished product)
ERP and Business Processes
Customer Order Decoupling Point (CODP)
74
Manufacturing semi
finished items
Raw materials
Manufacturing
finished items
Semi finished items
Finished items
Custom
er
Vendor
CODP 1
Make-to-stock
CODP 2
Assemble-to-Order
CODP 3
Make-to-Order
CODP 4
Engineer-to-Order
ERP and Business Processes
Service companies
use CCPD
MTS
75
 Make-to-Stock (COPD1)
 Produce entirely on stock
 Customer sales orders do not directly influence the
manufacturing process
 Manufacturing process is based on MPS, which is
built on sales forecast from the market
 Examples:



Deep freezers
Off-the-peg clothes
Sanitary fittings
ERP and Business Processes
ATO
76
 Assemble-to-Order (COPD2)
 Manufacture components/semi-finished items




according to MTS
Op base of customer sales orders final assembly:
no MTS!
Finished items are not manufactured on stock
Customer has influence on the production process
Example:

Furniture with different levels of finishing touch (upholstery of
cloth or leather in a number of colors and qualities)
ERP and Business Processes
MTO
77
 Make-to-Order (COPD3)
 Customer sales order stretches out deep into the




production process
No stock production
Standard materials and standard designs
Longer delivery period
Example:

Computers with limited standard configuration possibilities
ERP and Business Processes
ETO
78
 Engineer-to-Order (COPD4)
 Product specifications are not known beforehand
 First design, than customer specific purchasing, after
that manufacturing
 Sometimes modular design possibilities (‘lego bricks’)
 Costing calculation per order necessary
 Examples:


Luxurious yachts
Made to measure clothing
ERP and Business Processes
Manufacturing process classification
79
 Dynamics NAV: batch oriented manufacturing
 Flexibility in setup and use
 E.g. posting flushing raw materials:
 Manually: post the real consumption of raw material in
the output journal for a specific manufacturing order;
 Automatic forward flushing: automatically post estimated
quantity of raw material when the manufacturing order
has been released;
 Automatic backward flushing: automatically post
quantity of raw material as consumed when the
manufacturing order is completed.
ERP and Business Processes
Product versus Job (Project)
80
 A job is an entity on which you can register labor




hours, machinery hours and raw material
consumption, it is a unique task, outlined in time
and resources and is completed with a job result.
Plan and register resources and materials
Stages
Job journal
Integration between manufacturing, logistics, sales
and finance
ERP and Business Processes
Manufacturing Process: Preparation
81
 Master data
 Materials, BOMs, routings
 Available capacities of resources and materials
Work shifts
 Shop calendars
 Activity centers: work center group, work center, machine center

 Production order status
 Planned
 Fixed planned
 Released
 Finished
ERP and Business Processes
MTS and MRP
82
 Sales forecasts
 Production plan
 Sales and Operations Plan (SOP) more details
 Detailed planning (production schedule)
 MRP run
 Example MRP run with spreadsheet calculation
 Manufacturer of liquorices
ERP and Business Processes
Starting position in Excel
83
ERP and Business Processes
MRP: the example
84
 Gross need only of sugar
 Capacities are used in basic setting
 In daily practice it is much more complex
 Grasp stock
ERP and Business Processes
Manufacturing Orders MTO
85
 First the sales order has to be received
 1 sales order is 1 manufacturing order
 Combine sales orders of one given item and periodically
generate a manufacturing order
 Materials
 Stock materials
 Specials
 ETO: usually generate released production order
immediately after creating the sales order
ERP and Business Processes
R&D and PLM
86
 Research & Development
 R&D budget  job card
 Product design (engineering) not only in ERP
 Product configurations
 Engineering systems, an overview
 CAD systems (computer aided design)
 EDM systems (electronic document management)
 PDM systems (product data management)
 PLM systems (product lifecycle management)
ERP and Business Processes
Product Configurator
87
 Add-on
 Flexibel assemble products
 Built in intelligence and use of wizards
 Dynamically determine BOM and routing
 Sometimes offer to consumers via the web
 Integratie with ERP is crucial
ERP and Business Processes
Service Management
88
 After Sales Service
 Warrantly issues
 Controlling repair and maintenance at customer sites
 Service contracts
 Spare parts management
ERP and Business Processes
Analyses
89
 Product design
 Where are components used, comparison BOMs
 Capacities
 Work per work center/machine center, Gantt diagram
 Planning
 Availability of materials
 Execution
 Material shortage list
 Valuation
 Production order statistics, cost calculation
ERP and Business Processes
Chapter 7
90
FINANCIAL MANAGEMENT PROCESS
ERP and Business Processes
Financial Management
91
 Event driven approach (EPC’s)
 General Ledger (G/L)
 Balance sheet and Profit and Loss Statement (P&L)
 Posting groups
 Business posting group
 Product posting group
 VAT Business posting group
 Number series
ERP and Business Processes
Posting Groups
General posting groups
92
Steering of G/L accounts
Listed on
PRODUCT-P-GRP
BUSINESS-P-GRP
Revenue and Cost of Sales
Item Card, Vendor Card |
Customer Card, Resource Card
VAT posting groups
Steering of G/L accounts
Listed on
VAT-PRODUCT-P-GRP
VAT-BUSINESS-P-GRP
Purchase VAT and Sales VAT
Item Card, Vendor Card |
Customer Card, Resource Card
Specific posting groups
Steering of G/L accounts
Listed on
CUSTOMER-P-GRP
Accounts Receivable accounts
Customer Card
VENDOR-P-GRP
Accounts Payable accounts
Vendor Card
FIXED ASSET-P-GRP
Fixed Assets accounts
Fixed Asset Card
BANK ACCOUNT-P-GRP
Bank accounts
Bank Account Card
INVENTORY-P-GRP
with location code
Inventory accounts
Item Card
ERP and Business Processes
Registrations from other Processes
93
 Integration
 EPC’s
 Also direct postings
 General journal
 Recurring journal
ERP and Business Processes
Money Transfers
94
 Elektronic banking (form of EDI)
 Payment process integrated in Financial management
 Generate payment proposition
 Payment order(EFT)
 Autorisation
 Reconciliation
 Liquidity position
 Overview
 Budget
ERP and Business Processes
Corporate Governance and External Reporting
95
 Corporate Governance = good enterprise
management
 Strong, legal claims
 External reporting
 Also strong, legal claims, international standards
(IFRS)
 More and more digitally published (XBRL)
 Use the latest version of the software!
ERP and Business Processes
Internal Reporting and BI
96
 Internal reporting aims at enterprise management
 Steering
 Accountability
 Reports
 Lists and documents
 Account schedules
 BI
 Not only from strategic point of view
 Easy export from Dynamics NAV to Excel (wizards)
ERP and Business Processes
BBSC
97
 Business Balanced Score Card
 CSFs
 PIs
 BIW
ERP and Business Processes
Controller and ERP
98
 Controller is financial specialist
 Setup and use of processes, procedures
 Thinking in processes
 Information delivery
(budget versus realisation)
 Important decision maker in an
ERP implementation
ERP and Business Processes
Dimensions
99
 Characteristics (properties) which can be attached to




certain postings
Offer availability of sorting and analysis
In journals, documents and budgets
Cost center, cost unit, region, etc.
Reports in Dynamics NAV



Dimensions-totals report
Dimensions-detail report
Enterprise specific dimensions-detail report
ERP and Business Processes
Participations and Intercompany Transactions
100
 Related enterprises, where one company owns (a




large part of) one or more other companies
Consolidation
Elimination postings
Invoices which have to be charged to other group
companies
A/R intercompany
ERP and Business Processes
Segregation of Duties, Roles and Authorization
101
 Assign roles in a business process on basis of
antipoles of interest
 Example: warehouse versus sales
 Login accounts – roles – authorization – permissions
 Predefined roles (profiles) in Dynamics NAV
ERP and Business Processes
Fixed Assets
102
 Durable production resources
 Real estate, computer systems, cars, machines, shop
inventory and so on
 Depreciation
 Write ups (revaluations)
 Insurance, maintenance, cost budgeting, salvage
ERP and Business Processes
Chapter 8
103
HUMAN RESOURCE MANAGEMENT
ERP and Business Processes
The HRM Process
104
Recruitment and
selection
Commencement
of employment
ERP and Business Processes
Compention
management
Assessment
Resignation
Payroll
Master Data HRM
105
 Name, address, bank account, date of birth, social
security number, employment/resignation date, type
of albor contract
 Employee card
ERP and Business Processes
Recruitment, Selection
and Commence of Employment
106
 Standard Dynamics NAV and add-on
 From vacancy to recruitment, selection to commence
of employment: process support
 Personnel is important element for every company
 Recruitment costs
 Training
ERP and Business Processes
Competence Management and Assessment
107
 Qualifications and competences
 Training and development
 Job evaluation conversation
 Assessment interview
 Competence management
 Not in standard Dynamics NAV
ERP and Business Processes
Absence Registration
108
 Register absences in Dynamics NAV
 Cause
 Description
 Add-on: more possibilities
ERP and Business Processes
Payroll
109
 Specialistic task
 Often outsourced
 Functionalities payroll:
 All data regarding payroll tax;
 Pension regulations;
 Minimum wages, contractual savings;
 Holiday pay;
 Salary components;
 Payroll calculations of very diverse matter;
 Pay slips, annual reports for employees and IRS;
 Interface to MS Office;
 Salary payments via electronic banking;
 G/L postings of salaries.
ERP and Business Processes
Workflow Management
110
 Workflow, work process
 Documents (elektronically)
 Manage the workflow
 Examples
 Insurance company
 Request for leave, handling expense sheets
ERP and Business Processes
Relations with other Processes, Analyses
111
 HRM and resources
 Jobs (projects) and production
 Integration of processes and data
 Reporting for HRM
 Dimensions
 BI
ERP and Business Processes
Chapter 9
112
IMPLEMENTATION
AND CHANGE MANAGEMENT
ERP and Business Processes
Implementation
113
 Configuration, setup
 Before start of use of ERP system
 Colaboration with consultants
 Key-users
 Implementation plan
 Methodologies: RIM Toolkit and SureStep
 Process modeling
 Cost and time frame
ERP and Business Processes
Master Data Management
114
 Streamline use of master data for the entire
conglomerate of companies
 All companies have to confirm to the standard
 Example coffee cups
ERP and Business Processes
Change Management
115
 Principles Change Management:
 Management has clear vision of the future;
 Management has to support the change fully;
 There are advocates, but also opponents we have to deal
with;
 Correct communication will encourage the transition to a
new situation.
 Cultural and structural side in balance
 Sounding board, support
 Committees and groups
ERP and Business Processes
Version Management, Upgrades and Updates
116
 Keeping up to date
 Hot fix, update and upgrade
 Made to measure software and upgrading
 Develop – test – go live
 License costs
ERP and Business Processes
Service Oriented Architecture (SOA)
117
 No wall-to-wall system
 Components communicating with each other, with
components of other brands
 Web services (portals)
 Mobile
ERP and Business Processes