Supply Chain Management Application Systems and Data

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Supply Chain Management Application Systems and
Data
Production Scheduling
Cost Accounting
Sales Force Automation
Order Entry
Materials Management
Accounts Payable
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Answering Managerial Questions about Supply Chain
Operations
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How quickly will a new order show up in
production scheduling? How much trouble will
it be to answer a CEOs question Which
category of customer is most profitable to us?
when the data maintained in the different
divisions is not organized or defined the same
way.
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A data warehouse solves the data access problem
by copying all data to a single database. The
operational problems are not solved.
Data Access Tools
Data Warehouse
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ERP systems provide for operational coordination,
in addition to the potential query capability
of a Data Warehouse
Production Scheduling
Cost Accounting
Accounts Payable
Materials Management
Order Entry
Sales Force Automation
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Five primary concepts that make up reengineering
(Davenport) A clean sheet of paper approach
to org design and change An orientation to
broad, cross-functional business processes, or
how work is done. The need for, or possibility
of radical change in process improvement Informat
ion technology as an enabler of change in process
performance Changes in organizational and human
arrangements that accompany change in technology.
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Process Improvement vs. Process Innovation
(Davenport, 93)
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CSC Indexs findings, The State of Reengineering
(1995) 50 of companies responding said most
difficult aspect of reengineering efforts is
dealing with Fear and Anxiety in their
organization
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CSC Indexs findings, The State of Reengineering
(1995) 50 of companies responding said most
difficult aspect of reengineering efforts is
dealing with Fear and Anxiety in their
organization 73 said they were using
reengineering to eliminate on average 21 of
workforce
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CSC Indexs findings, The State of Reengineering
(1995) 50 of companies responding said most
difficult aspect of reengineering efforts is
dealing with Fear and Anxiety in their
organization 73 said they were using
reengineering to eliminate on average 21 of
workforce Of 99 completed reengineering
efforts, 67 were judged as producing mediocre,
marginal or failed results.
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Davenports Lessons Implementation is harder
than Design. Big Risks of Failure Clean sheet
of paper is expensive. Top down hits rocks when
it changes the way people do their work. The big
lesson is still that we must focus on improving
our business processes Information Technology is
only useful if it helps people do their work
better (and perhaps differently)
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Stoddard and Jarvenpaas comments Distinguish
between Design and Implementation. Design must
be radical (to be reengineering) Radical
Implementation is tough unless self contained
units an acknowledged crisis, battle for
survival deep pockets excellent project
management skills ability to borrow from
outside willingness to use revolutionary
path Incremental Implementation translate it
into a series of operation crises make it pay
its way fit into an organization culture of
continuous improvement