Enterprise Resource Planning (ERP) Group 6 Zhenyu Zhu (Adam) Rich Stansfield John Palmer Ryan Kramme 1 What will we cover today? • The Background Knowledge of ERP--Adam • One case study of failed ERP implementation (Raskas Foods)--Rich • One case study of successful ERP implementation (Cisco Systems)--John • ERP Best Practices / Summary--Ryan 2 Background of ERP • • • • • History of ERP What is ERP? Major ERP suppliers Why companies want to implement ERP ERP implementation procedures 3 History of ERP • 1960's-focused on Inventory control issues • 1970's focused on MRP (Material Requirement Planning) systems • 1980's focused on the concept of MRP-II (Manufacturing Resources Planning) which was an extension of MRP • Early 1990's MRP-II was further extended to cover areas like Engineering, Finance, Human Resources, Projects Management, etc. • Beginning of ERP as we know it today 4 History of ERP (Cont.) ERP MRP II MRP Inventory control 1960’s 1970’s 1980’s 1990’s 5 The Concept of ERP • ERP software ties all departments in a company together into one common system • ERP allows Information Technology to integrate with your company's core business processes to achieve specific business objectives – Information Technology – Core Processes – Specific Business Objectives 6 Enterprise Integration Purchase Inventory Manufacturing Units Sales ERP HR Treasury 7 The Relationship Among Three Components of ERP Business management practice Information Technology integrates with your company's core business processes Specific business objectives 8 ERP Market Space • $16 Billion Total Annual Spending (2002) [The Steady Stream of ERP Investments Fenella Scott, Jim Shepherd AMR research August 24, 2002] • U.S. Federal Government spending on ERP and related systems and services will increase at a compound annual growth rate of 13% • 2002 = $3.5 Billion • 2007 = $6 Billion [http://www.input.com/article_printver.cfm?article_id=606] (Viewed March 18) 9 Major ERP Suppliers The Top Five ERP Vendors 1. 2. 3. 4. 5. SAP Oracle Corporation Peoplesoft, Inc. JD Edwards & Company Baan International http://erp.ittoolbox.com/pub/erp_overview.htm#r2 (Viewed March 18, 2003) Microsoft purchased two ERP vendors; Great Plains in 2001 and Navision in 2002 http://erp.ittoolbox.com/documents/document.asp?i=1662 (Viewed March 18, 2003) 10 Market Share for ERP Suppliers 11 Different Markets for Different Providers • 11% of the companies surveyed are still using homegrown (legacy) applications • SAP is the market leader in Manufacturing companies • Oracle shows strength in both Manufacturing and Service companies • PeopleSoft is the market leading is Services companies [The Steady Stream of ERP Investments Fenella Scott, Jim Shepherd August 26, 2002 AMR Research] 12 Leading ERP Companies General Market Shares 40 20 SAP Oracle Peoplesoft 0 50 40 30 20 10 0 Manufacture ERP 25 20 15 10 5 0 Service ERP 13 Benefits of ERP • • • • • Improve productivity Increase customer demand (sales) Increase competitive advantage Increase market share Position company for sale 14 Business Drivers for ERP others 29% im proving productivity 31% com petitive custom er advantage 16% dem and 24% www.amrresearch.com/Research/Alerts/Pdf/020826alert14775.pdf (viewed March 16, 2003) 15 How Does ERP Improve the Business? ERP helps improve information sharing, enhance business performance, and promote service efficiency 1. Allow companies to better understand their business. 2. Helps companies standardize business processes and more easily enact best practices. 3. More efficient processes enable companies to concentrate their efforts on serving their customers, maximizing profit, and building a competitive advantage. 16 ERP Cost/Benefit Analysis • Average Cost for ERP Among the 63 companies surveyed—including small, medium and large companies in a range of industries—the average cost for an ERP implementation was $15 million. • Average Payback for ERP (Time & Dollars) Among the 63 companies surveyed, it took eight (8) months after the new ERP system was implemented to see any benefits. The median annual savings from a new ERP system was $1.6 million. http://www.cio.com/research/erp/edit/erpbasics.html#erp_abc (viewed March 24, 2003) 17 ERP Strategies 1. The Big Bang-companies cast off all their legacy systems at once and install a single ERP system across the entire company. 2. Franchising-Independent ERP systems are installed in each unit, while linking common processes, such as financial bookkeeping, across the enterprise. 3. Slam Dunk-ERP dictates the process design in this method; where the focus is on just a few key processes, such as those contained in an ERP system's financial module. The slam dunk is generally for smaller companies expecting to grow into ERP by initially 18 purchasing only a few modules. ERP Implementation Procedure Steps for ERP implementation • • • • • • Cost analysis Blueprinting of Business Processes Staff Training Integration Data Conversion “Going Live” with ERP 19 ERP: Winner’s Legend, Loser’s Nightmare While 9 out of 10 ERP implementations failed in India, the one success story produced such spectacular results that it was enough to keep the entire ERP market alive! http://216.239.57.100/search?q=cache:ji6Ym4n6lLYC:www.expresscomputeronline.co m/20020107/focus6.shtml+ERP+market+statistic&hl=en&ie=UTF-8 [2002.Jan 7] 20 Case Study #1 Failed ERP Implementation at Raskas Foods, Inc. 21 Raskas Foods, Inc. • One of the 150 Largest Privately held companies in St. Louis • Purchased by Schreiber Foods in October, 2002 [St. Louis Business Journal, April 2002] 22 Raskas Foods Background • Founded in 1888 • Nations first private label manufacturer of cream cheese for retail grocery distribution • Sales of over $280 million in 2002 • 3 Manufacturing Plants 23 Raskas Foods, Inc. • Dr. Heschel Raskas, President and CEO • Ed Thibeault, Sr. Vice President – Marketing and Sales • Rich Coker, Sr. Vice-President – Operations • Rich Scheuerman, Sr. Vice-President – Finance 24 Raskas Foods, Inc. Four Factions to Satisfy: • • • • Owners Marketing Operations Finance 25 Owners • Seven owners, all related • Three were employed by Raskas • Two had been looking to sell Raskas for over ten years • Wanted to position Raskas Foods for sale 26 Marketing • Finance helped Marketing get Gross-to-Net and Cognos BI software • ERP wouldn’t do anything for them • Since Finance helped Marketing get their programs, Marketing was willing to back Finance on the ERP project – provided that Marketing wouldn’t have to supply any bodies to the implementation process 27 Operations • Operations has wanted a new plant since 1994 • Operations liked their “homegrown” Excel based system • Operations traded support for the ERP system in exchange for future support from Finance for a new plant – as soon as certain production levels were met. 28 Finance • Finance felt about the legacy Accounting system that “the wheels were about to come off the cart” • Wanted an entire package…”It’s time to get into the Big Leagues” • Just came off successful implementation of Grossto-Net and Cognos for Marketing 29 The ERP Package • • • • • • • • Approved in early 1999 Adage ERP package SCT consultants Budgeted $2.2 million Anticipated 6 months to 1 year to complete Waited until after the Y2K problem to implement Completed the Blueprint of Business Processes Training for IS 30 Project Personnel • • • • Mike Doyle (Finance), Project Manager Cliff Thomason (Finance), Project Facilitator John Lazare (IT), Project Lead Wayne Dixon, Director - IT, was left out 31 Problems • Implementation started in April of 2000 • Employees found that the ERP system didn’t do things the same way they did things • Changes approved to keep Operations involved • Stopped for fall Busy Season September 2000 32 Startup-January, 2001 • No momentum restarting • Had to upgrade the software to the latest release • Budget increases to $3.3 million 33 Large Sales Increase • The number two private label Cream Cheese manufacturer develops quality and delivery problems • Spring 2001, Operations gets approval for a new plant • Operations pulls key people from ERP for new plant startup 34 More Problems…. • Work on the ERP implementation stopped for fall busy season again • By February, “something was wrong.” • March 2002, lack of Upper Level Management interest in ERP • April 2002, a successful ERP implementation was no longer necessary 35 Lessons Learned • The budget will increase when changes are made • Senior level personnel have to stay involved • Everyone involved in the project has to be 100% dedicated to the project • The people involved in the ERP project have to be “key” employees • ERP has to be the number one priority 36 Case Study #2 Successful ERP Implementation at Cisco Systems, Inc. 37 Cisco, NOT Sysco! Just to clarify, the company I will be talking about today is not the food company Sysco, it is Cisco Systems, Inc. YES NO 38 Company Background Corporate Overview • Worldwide leader in networking for the Internet • Provide Internet Protocol-based (IP) networking suite of solutions • Cisco solutions are in most corporate, education, and government networks worldwide http://newsroom.cisco.com/dlls/company_overview.html (viewed March 14, 2003) 39 Company Background-Cont. • Founded in 1984 by a group of computer scientists from Stanford University • Publicly traded starting in 1990 (NASDAQ: CSCO) – $13.71 per share (as of April 4, 2003 4:00 PM) • 34,987 employees (as of February 2003) http://newsroom.cisco.com/dlls/corpfact.html (viewed March 14, 2003) Cisco Systems, Inc. Annual Report 2002, page 1 40 Company Background-Cont. • Global company (HQ in San Jose, CA) • 2002 Net Sales of $18.9 Billion http://newsroom.cisco.com/dlls/corpfact.html (viewed March 14, 2003) Cisco Systems, Inc. Annual Report 2002, page 1 41 John Chambers-President & CEO of Cisco Systems, Inc. Cisco Systems, Inc. Annual Report 2002, page 3 42 Core Product Offering • Cisco provides the broadest line of solutions for transporting data, voice, and video within buildings, across campuses, or around the world • Primary products are “routers” and “switches” • Main competitors are 3Com and Dlink • Market share leader with over 75% of the market http://newsroom.cisco.com//dlls/corpfact.html (viewed March 14, 2003) Austin, Robert, “Cisco Systems, Inc.: Implementing ERP”, Harvard Business School 43 Online Case Study #9-699-022 (Rev: May 6, 2002) Company Structure • Centralized functional organization • Manufacturing, customer support, finance, human resources, IT, and sales are centralized • Product Marketing and R&D are decentralized into the following “Lines of Business”: – Enterprise (Large Corporations) – Small / Medium Business – Service Provider Austin, Robert, “Cisco Systems, Inc.: Implementing ERP”, Harvard Business School Online Case Study #9-699-022 (Rev: May 6, 2002) 44 Time for a Change • January 1993, Cisco was $500 million company running a Unix-based legacy software package • CIO Pete Solvik saw the need for change • Initially, Cisco avoided an ERP solution Austin, Robert, “Cisco Systems, Inc.: Implementing ERP”, Harvard Business School Online 45 Case Study #9-699-022 (Rev: May 6, 2002) Pete Solvik-CIO “We wanted to grow to a $5 billion-plus company. We were not able to make changes to the application to meet our business needs anymore. The application had become too customized. The software vendor did offer an upgrade but we knew even after the upgrades it would still be a package for $300 million companies--and we’re a $1 billion dollar company.” Austin, Robert, “Cisco Systems, Inc.: Implementing ERP”, Harvard Business School Online Case Study #9-699-022 (Rev: May 6, 2002) 46 Randy Pond-Dir. of Manuf. “We knew we were in big trouble if we did not do something. Anything we did would just run over the legacy systems we had in place. It turned into an effort to constantly band-aid our existing systems. None of us were individually going to go out and buy a package….the disruption to the business for me to go to the board and say ‘Okay, manufacturing wants to spend $5 or $6 million dollars to buy a package and by the way it will take a year or more to get in….’ was too much to justify.” Austin, Robert, “Cisco Systems, Inc.: Implementing ERP”, Harvard Business School Online Case Study #9-699-022 (Rev: May 6, 2002) 47 The Final Straw • System failure in January, 1994 • Company shut down for 2 days • February, 1994 assembled team in charge of finding a suitable replacement application • Decided on the Big Bang implementation strategy Austin, Robert, “Cisco Systems, Inc.: Implementing ERP”, Harvard Business School Online Case Study #9-699-022 (Rev: May 6, 2002) 48 Carl Redfield-SVP of Manuf. “I knew we wanted to do this quickly. We were not going to do a phased implementation, we would do it all at once. We were not going to allow a lot of customization either. Also, we wanted to create a schedule that was doable and make it a priority in the company as opposed to a second tier kind of effort.” Austin, Robert, “Cisco Systems, Inc.: Implementing ERP”, Harvard Business School Online Case Study #9-699-022 (Rev: May 6, 2002) 49 “A Team Effort” •Team consisted of internal resources (Cisco employees), consultant (KPMG), and ERP software vendor (Oracle) Solvik said, “Our orientation in pulling people out of their jobs to work on the project was if it was easy then we were picking the wrong people. We pulled people out that the business absolutely did not want to give up.” Austin, Robert, “Cisco Systems, Inc.: Implementing ERP”, Harvard Business School Online 50 Case Study #9-699-022 (Rev: May 6, 2002) Software Vendor Selection • 20 person team did extensive research on ERP providers • 5 vendors in 2 days • 10 days to draft RFP for vendors • Visited vendor reference clients • Scheduled 3 day onsite software demos • Entire process took only 75 days! Austin, Robert, “Cisco Systems, Inc.: Implementing ERP”, Harvard Business School Online Case Study #9-699-022 (Rev: May 6, 2002) 51 Why Oracle? •Win-win situation for both Cisco and Oracle Pond said, “Oracle wanted this win badly. We ended up getting a super deal. There are, however, a lot of strings attached. We do references, allow site visits and in general talk to many companies that are involved in making this decision.” Austin, Robert, “Cisco Systems, Inc.: Implementing ERP”, Harvard Business School Online 52 Case Study #9-699-022 (Rev: May 6, 2002) Project Approval • Target timeline was 9 months • Projected cost was $15 million • Largest capital project ever approved by Cisco Pond said, “Before we even get the first slide up I hear the chairman speaking from the back of the room. He says ‘How much?’ I said I was getting to it and he responded: ‘I hate surprises. Just put up the slide right now.’ After I put it up he said ‘Oh my God, there better be a lot of good slides….” Austin, Robert, “Cisco Systems, Inc.: Implementing ERP”, Harvard Business School Online Case Study #9-699-022 (Rev: May 6, 2002) 53 Implementation Team • Expanded from 20 to 100 members (See slide #55) • Steering committee at top to ensure project visibility, sponsorship, and motivation • Split into 5 key areas (Order Entry, Manufacturing, Finance, Sales/Reporting, and Technology) • All areas consisted of internal Cisco employees, KPMG consultants, and Oracle consultants Austin, Robert, “Cisco Systems, Inc.: Implementing ERP”, Harvard Business School Online Case Study #9-699-022 (Rev: May 6, 2002) 54 Cisco ERP Implementation Team Structure Executive Steering Committee Project Management Office Order Entry Manufacturing Business Lead Business Lead IT Lead Finance Sales/Reporting Technology Business Lead IT Lead IT Lead IT Lead IT Lead Business Consultants IT Consultants Business Consultants Business Consultants Business Consultants IT Consultants IT Consultants IT Consultants Users Users Users IT Consultants Austin, Robert, “Cisco Systems, Inc.: Implementing ERP”, Harvard Business School Online Case Study #9-699-022 (Rev: May 6, 2002) 55 ERP Rollout • Broke into phases called CRP’s (Conference Room Pilots) – CRP0 = Training and technical configuration – CRP1 = System works for each specific area – CRP2 = Modifications (red, yellow, or green), continued training, and initial testing (See slide #57) – CRP3 = Full system testing “preparation to go live” Austin, Robert, “Cisco Systems, Inc.: Implementing ERP”, Harvard Business School Online Case Study #9-699-022 (Rev: May 6, 2002) 56 List of “Red” Modifications • Packout-custom barcoding, queues, inventory, and shipping modifications • Canada-separate set of books for separate currency • Product Configurator-enables Cisco to enter “rules” for product ordering • OE Form-discounts, cost data, multinational orders, etc. • Net Change Bookings-daily log of all order activity Austin, Robert, “Cisco Systems, Inc.: Implementing ERP”, Harvard Business School Online Case Study #9-699-022 (Rev: May 6, 2002) 57 Initial Challenges • Hardware failures • System instability • Software unable to handle initial volume Solvik said, “I wouldn’t say the company hit a wall, but I would say we had major day to day challenges that needed to be solved quickly to avoid significant impact to the company.” Austin, Robert, “Cisco Systems, Inc.: Implementing ERP”, Harvard Business School Online Case Study #9-699-022 (Rev: May 6, 2002) 58 Vendor Commitment • Team effort-overcame problems within 3 months Solvik said, “So for about 60 days we were in complete SWAT-team mode, get this thing turned around. For example, the president of the hardware vendor was our executive sponsor. This vendor probably had 30 people on site at one point. They were all over it. They lost money on this big time. It was great for them to get such a great reference, but it was a tough experience for them. Remember we had bought a capability, so everything they did to add capacity was out of their own pocket.” Austin, Robert, “Cisco Systems, Inc.: Implementing ERP”, Harvard Business School Online Case Study #9-699-022 (Rev: May 6, 2002) 59 ERP Results • • • • • Project completed on-time (See slide #61) Project completed on budget Cisco ERP team bonus totaling $200,000 Overall successful systems replacement Minimal company interference Austin, Robert, “Cisco Systems, Inc.: Implementing ERP”, Harvard Business School Online Case Study #9-699-022 (Rev: May 6, 2002) 60 ERP Implementation Dates • • • • • • • • • • • • Project Kickoff Prototype Setup Complete Implementation Team Training Process, Key Data, Modification Designs Complete Functional Process Approval Hardware Benchmark and Capacity Plan Validated Critical Interfaces, Modifications and Reports Complete Procedures and End-User Documentation Complete CRP Pilot Complete-Go/No Go End-User Training Begins Data Conversion Complete Go Live! • • • • • • June 2, 1994 July 22, 1994 July 31, 1994 August 31, 1994 September 30, 1994 October 15, 1994 • December 1, 1994 • • • • • December 16, 1994 December 22, 1994 January 3, 1995 January 27, 1995 January 30, 1995 Austin, Robert, “Cisco Systems, Inc.: Implementing ERP”, Harvard Business School Online Case Study #9-699-022 (Rev: May 6, 2002) 61 Lessons Learned Why was Cisco’s ERP Implementation a Success? • Recognized the problem & developed a realistic plan of attack • Project was a high priority in the company • Upper management supported the project • All areas of the company were involved • Diligent vendor/consultant selection • Limited customization • Meet target implementation dates • Stayed within the initial project budget 62 “Projects Do Fail. They Fail for Many Different Reasons.” Source: Thompson, Olin, “Who to Blame for Project Failure?”, www.Technologyevaluation.com, Sept 20, 2002 63 ERP Best Practices Let’s analyze what can increase our chances of a successful ERP implementation 64 Characteristics of IT Best Practices • Knowledge of business process and ERP is essential to becoming an informed buyer • Effectively Communicate company goals to the Software Providers • Multiple Bids/Proposals • Effectively Evaluate and Compare Bids • Active Leadership Role in Project 65 Knowledge is Power • Thorough knowledge and understanding of the entire business process being effected • Understand which (or all) business divisions are to be incorporated into your new ERP system • Distinguish between Customized vs. Standard ERP Software Source: Davenport, Thomas, “Putting the Enterprise into the Enterprise System”, Harvard Business Review, July-Aug 1998. 66 Multiple Bids • Unlike most IT functions an Inhouse bid is not normally an option • Provide each potential provider with identical information 67 Comparing Bids • Make sure that you are comparing Apples to Apples • Decide which system will best fit your company’s needs • Hire a third party consultant Source: P.J. Jakovljevic, “The ‘Joy’ Of Enterprise Systems Implementations”, www.TechnologyEvaluation.com, July 8, 2002 68 Customization vs. Standard Application • Decision depends on multiple factors – Company Goals • Happy with Current Productivity? • Desiring Change? – Employee Willingness to Change – “Implementing/Upgrading a enterprise system offers a good opportunity for enterprises to review their key business processes and resources.” Source: P.J. Jakovljevic, “The ‘Joy’ Of Enterprise Systems Implementations”, www.TechnologyEvaluation.com, July 8, 2002 69 Standard Application • Cheaper • Requires Company Operational Processes to Change • Constantly requires Employees to Change • “Vendors try to structure the systems to reflect best practices” Source: Davenport, Thomas, “Putting the Enterprise into the Enterprise System”, Harvard Business Review, July-Aug 1998. 70 Customization • Already an Industry Leader – No Major Changes Needed • Adapt the Software to Business Functions – Unique Business Operations • Less Change for Employees • More Expensive and Complex Implementation Source: Davenport, Thomas, “Putting the Enterprise into the Enterprise System”, Harvard Business Review, July-Aug 1998. 71 Contract Negotiations • Detailed – Time Frame – Price • “Users are strongly advised to require fixed time and cost contract commitments” Source: P.J. Jakovljevic, “The ‘Joy’ Of Enterprise Systems Implementations”, www.TechnologyEvaluation.com, July 8, 2002 72 Implementation: Big Bang vs. Phased Approach • Big bang has attributed to a number of failures • “Once and its done” theory - False • Phased approach-new parts are introduced incrementally. • Start with mature parts that need the least customization • Builds momentum, support and enthusiasm Source: P.J. Jakovljevic, “The ‘Joy’ Of Enterprise Systems Implementations”, www.TechnologyEvaluation.com, July 8, 2002 73 All the previous factors discussed can effect the implementation of an ERP system, however one factor has the ability to outweigh all other circumstances…. 74 Employees • Top Management • Project Leader • Project Champion 75 Top Management • “The person at the top of the organization can stop or fix most of these problems before they derail the project.” • Enthusiasm “Trickles Down” • Top Management, “If they know I care, they care.” Source: Thompson, Olin, “Who to Blame for Project Failure?”, www.Technologyevaluation.com, Sept 20, 2002 76 Project Manager • “The best person for the job . . Cannot be spared from their current role.” • Relieved of all previous job duties. • Understand the whole business process. Source: Thompson, Olin, “Who to Blame for Project Failure?”, www.Technologyevaluation.com Sept 20, 2002 77 Project Champion • Typically an influential employee-not a member of the management team. • Created in the Phased In approach after seeing positive results. 78 Strategies for ERP Implementation • Background Research • Use consultant to: – Review Business Process – Narrow down vendors – Evaluate proposals • • • • Standard Application Strict Contract Phased Implementation Employee Support – Starting at the Top 79 Questions? 80