Inquiry | Article Impact: Sources, Speech and Reporting

This brief article gains impact from the sources, speech and reporting used within it.

The source is given attribution early in the article and his position (Senior Constable from the Crime Prevention Unit) implies the information given is reliable and credible.

The direct speech quote that follows the Senior Constable’s introduction speaks to the local impact this issue has and provides news value in the form of proximity to the local community, Mackay.

The direct quote also encompasses the ‘how’ of the situation and adds information value to the story.  The writer is not simply including quotes because they can, or want to.

The remainder of the article is brief but details where and how fraudsters can obtain your personal details.  In this sense it also provides the audience with a method of protecting themselves from becoming victims of such crimes.

In re-reading the article and completing this analysis I have come to the conclusion that this story was most likely created from a media release issued by the Queensland Police Service.

Senior Constable Steve Smith is regularly featured on local media and is a spokesperson for his organisation.

The article begins with a passive lead ‘Mackay residents are being warned…’ rather than the active, ‘local woman discovers identity stolen while preparing tax return’.  This phrasing makes it sound like the message is coming from someone other than the media outlet.

The piece is very heavily skewed to communicate the key messages of the police: this is happening, it’s happening in our area and unless you are vigilant, it could happen to you.

The reason that ABC most likely published the article, without correction or much amendment, is because it’s a newsworthy piece of information that could very likely impact their audience.

The lack of ‘reporting’ i.e. looking for other angles, trying to frame messages in a different way, providing the opposing view, assists the reader in identifying the key messages and digesting the article.

It is simple, succinct and easy to read and digest.

References

Maddison, M 2015, ‘Identity theft cases in Mackay, Mornabah spark online security warning’, ABC, 07 August, viewed 13 August 2015, http://www.abc.net.au/news/2015-08-07/identity-theft-cases-in-mackay-spark-online-security-warning/6679748

Technical: Complete Quiz 5A (reporting Speeck) and Quiz 5B (Figures)

I found this week’s quizzes to be informative, but not overwhelming.

If took me a couple of attempts to get all of the answers correct and this helped to highlight the areas I should focus on.

There is a lot of technical variance when it comes to writing, so I am sure I will be keeping my ‘english for journalists’ very close over the coming weeks as we begin to write our final assessment piece.

Week 2 – Technological Advances Affect Us Indirectly

This week, the essays we were directed to read detailed how technological advances in communication methods lead to advances in society and culture:

• According to Havelock (2011, p. 38), “the Greeks did not just invent an alphabet; they invented literacy and the literate basis of thought”.
• The creation of ‘0’ and its importance in the history of Western thought, business and everyday affairs cannot be overemphasised. (Logan, 2011).
• The creation of an organized, structured, education system. (Burke & Ornstein 2011).

Last night I was watching ‘Attenborough: 60Years in the Wild’ and was surprised to hear him say: ” The succession of technological advances has certainly changed the way we make natural films.”  (Attenborough, 2012).

He went on to explain some of these changes:

• video cameras made it possible to film for longer than 30 minutes – the applications for underwater filming expanded exponentially (previously the crew had to surface and change tapes at 30 mins, meaning they missed a lot of the action).
• infrared cameras made it possible to film in dark spaces (like caves) without disturbing the animals, allowing us to see them in a natural state (rather than agitated or confused)
• starlight cameras made it possible to film in low light situations, again without disturbing the animals.

The funniest part was when David was explaining that in most of these situations he literally couldn’t see what he was speaking about, even though in some cases the animal was only a few centimeters from him.

It made me realise that technological advances reach a lot further than I initially thought;  these advances haven’t changed the way I communicate as an individual, but nonetheless they have had an effect on my culture and society.  David believes that these advances have allowed our society a much better appreciation of the natural world and he believes from this understanding comes compassion and motivation to protect and nurture our natural world – a cultural shift.

It’s sometimes scary to see the parallels between the history and the present….in a couple of hundred years will someone be creating a hologram assessment piece to submit, that references someone writing a blog in 2015?

References

Attenborough: 60 Years in The Wild 2012, television program, Nat Geo Wild, 15 March 2015.

Burke, J & Ornstein, R 2011, “Communication and faith in the Middle Ages”, in D Crowley and P Heyer (eds),Communication in history: technology, culture, society, 6th edn, Pearson, Sydney.

Havelock, E 2011, “The Greek legacy”, in D Crowley and P Heyer (eds),Communication in history: technology, culture, society, 6th edn, Pearson, Sydney.

Logan, RK 2011, “Writing and the alphabet effect”, in D Crowley and P Heyer (eds), Communication in history: technology, culture, society, 6th edn, Pearson, Sydney.

Week 7

1. ERP systems are developed based on industry best practices. However, many organisations have their own business processes which are different from their competitors of best practices, and often do not want to change their business processes to suit the new ERP system. If this is the case, can it gain any value from an ERP? What can be done to achieve best outcomes and the risks involved?

Yes, companies with their own prescriptive business processes can gain value from an ERP. Noyes 2004, p. 1 states that by using rule based ERP systems, the majority of enterprise specific values, limits and other parameters are entered into the system and maintained through the use of tables. He goes onto say that there may be several ways to accommodate business specific processes already within the system, but lack of user/IT knowledge is the reason why these solutions are not used.

To achieve best outcomes the implementing company should:

• Minimise the customisation required
• Maximise the satisfaction of the user base
• Reduce stress of choosing an ultimatum (ie. changing business process or modification of system)

The risks involved with this are over modification (including customisations that are not necessary) of the ERP system which may affect productivity of staff and system.

Noyes, JW 2003, ‘The ERP dilemma: “plain vanilla” versus customer satisfaction’, Educause Quarterly, vol. n/a, no. 2, pp. 54 – 55, viewed 05 December 2014, https://net.educause.edu/ir/library/pdf/eqm0327.pdf

2. Examine assessment item 3. Following on from the previous two weeks, provide a rough draft of your introduction and executive summary.

1.0 Executive Summary

The purpose of this report is to “identify causes of ERP [enterprise resource planning software] implementation failure at Waste Management Company [WMC] and provide possible solutions which can be used for future implementations.” (CQUniversity n.d.).

It was found that a vanilla implementation would best suit WMC based on the operational, financial, technical and implementation benefits provided and the company’s ability to avoid the disadvantages associated with this method.

The company needs to ensure they understand the major causes of implementation failure and create strategies to avoid them if they are to succeed in future implementations.

Prototyping as a development method should be avoided in future implementation attempts.

2.0 Introduction

The purpose of this report is to “identify causes of ERP implementation failure at Waste Management Company and provide possible solutions which can be used for future implementations.” (CQUniversity n.d.).

The report begins with a brief outline of chocolate and vanilla ERP implementation methods and the advantages and disadvantages of each method. This provides a basic understanding of the benefits and limitations that may face companies involved in making a decision between: altering business processes to match system functionality or customising software to suit existing processes. For the basis of the discussion it was useful to illustrate chocolate and vanilla implementations as opposite and polar, but it should be noted that they do exist on a continuum.

The report goes on to analyse major causes of ERP implementation failure and, comparatively, those problems experienced by WMC in the case study. This analysis is used as a method to identify causes of failure and provide possible alternative solutions to WMC, which can be used for future implementations.

Following this is a brief discussion on prototyping as a software development method and how this selection may impact the development of and conversion to a fully deployed working system.

From the consideration of implementation methods, the analysis of ERP implementation failure in general and in this particular case study it was concluded that the most suitable option for WMC going forward would involve the selection of ERP that requires changing business processes to match system functionality.

Week 6

1.

ERP implementation doesn’t always eliminate shadow systems because shadow systems accommodate a ‘gap’; the distance between the requirements of the stakeholders of the organisation and what the ERP system can provide.

Shadow systems can waste resources and duplicate efforts (eg. maintenance, data entry, system support).

These systems pose little threat to integration, and may make it easier for a developer to create a system that accommodates legacy system data. ERP systems can provide core functionality while shadow systems can support integration through interfacing to ERP systems; a system of this nature may be more pliable to future demands of the organisation.

Empowered decision making could be threatened by shadow systems, the silo of information provided by a shadow system could be used for decision making, as opposed to the more comprehensive data provided by ERP systems.

Behrens, S and Sedera, W 2004, “Why do shadow systems exist after an ERP implementation? Lessons from a case study”, viewed 11 December 2014, http://aisel.aisnet.org/cgi/viewcontent.cgi?article=1279&context=pacis2004&sei-redir=1&referer=http%3A%2F%2Fscholar.google.com.au%2Fscholar%3Fq%3D%2522erp%2Bimplementation%2522%2B%2522case%2Bstudy%2522%2B%2522shadow%2Bsystems%2522%26btnG%3D%26hl%3Den%26as_sdt%3D0%252C5#search=%22erp%20implementation%20case%20study%20shadow%20systems%22.

2.

6.0 Conclusion

Each implementation method (i.e. chocolate and vanilla) has both advantages and disadvantages. In this context operational, financial, technical and implementation benefits of a vanilla implementation greatly outweigh those of a chocolate implementation. The disadvantages, while valid, are resolvable in the case of WMC and will be addressed further in recommendations.

Many of the major causes of implementation failure were mirrored in the WMC/SAP case study: failure to specify objectives, failure to recruit and enable project team, lack of top tier support, bad planning and a failure to test system capabilities adequately. This comparison of major and case specific causes of failure provided direction for recommendations to WMC on how to best avoid implementation failure. Internal actions of the two companies are unknown so this report is unable to make comment on WMC’s change management approach, attitude towards outside assistance, selection of roll out approach or system mapping strategies. Further investigation into these internal facets may be necessary if WMC is to avoid implementation failure the second time around.

Finally the use of prototyping as a development method was discussed within the context of the WMC/SAP case study. Both benefits and challenges of converting a prototype into a working model were listed to provide better understanding of the implications this development method brings. The advantages were unreliable in the context of this case study. Some disadvantages of prototyping were identified and linked to those experienced in the case study. It was concluded that this implementation method should be avoided by WMC/SAP in future implementations.

Vanilla implementation proves a more reliable fit for WMC, based on the advantages and disadvantages identified. Barker and Frolick 2003, p. 3 agree:

“For ERP to work precisely the way it was intended, the organisation must make modifications to their processes, and not try to modify the software to fit the organisation.”

The disadvantages of vanilla implementation are surmountable:

• Business process redesign provides opportunity to revise current practices and improve them.
• Leadership and culture are mouldable and can be changed to support vanilla implementation.
• A long lead time allows more planning time for implementation.
• Long term dependency on industry leader (SAP) provides reliability and ongoing support for WMC.

 

6.1 Recommendations

To avoid the major causes of implementation failure WMC/SAP should review them, plan to avoid them and make a special effort to rectify issues that contributed to the first failure by specifying objectives, recruiting and enabling a competent project team, ensuring top tier support, extensive planning and thorough testing of system capabilities.

 

WMC/SAP may benefit from selecting an alternative to prototyping a more rigid development method will allow them to meet and more accurately predict project budget and time constraints and avoid failure.

 

The biggest challenges facing WMC/SAP during the ERP implementation will be change management and selection of an appropriate roll out approach due to the complexity of SAP systems (Gargeya 2005, p4). Recommendations on these choices cannot be made in confidence without first accessing internal information such as staff attitudes towards change and company structure/processes.

Week 5

1. Small to medium sized enterprises (SMEs) operate with a limited number of staff and on low budgets. Do you think SMEs can benefit from ERP systems? Explain your answer with suitable examples.

Yes, I do think SMEs can benefit from ERP systems. I work in a company that provides online solutions for companies (including Saas and Paas). These companies range in size from organisations with less than 20 employees to those with over 20,000. The benefits that are enjoyed by larger companies can also be experienced by smaller companies, though they may use a scaled back version of the same system to achieve the same results.

For example:

An asset monitoring system can provide the same benefits to large and small companies: ability to track and record assets, their maintenance needs, repairs and inspections carried out, replacements required, aid in asset planning (ensure are being used to maximum capacity) etc.

A training and education platform + records database management system can provide the same benefits to large and small companies: reduction in training costs, consistency of delivery, flexibility and scalability in training and onboarding, selection of work teams based on skillset.

A large organisation may require both an asset monitoring system and a training and education platform as part of a larger system. A smaller organisation may use these functions individually to address specific pain points or bottle necks that they experience within their organisation.

Benefits are derived mainly from the introduction of technology which, when done correctly, reduces costs and the need for human resources and input in the long run, this results in benefits for any organisation – no matter its size. As detailed in my last blog post, SMEs are set to drive a new wave of design in ERP development.

2. Examine assessment item 3. The purpose of this assignment is to provide a report responding to a case study. Provide a rough skeleton (dot point form if you wish) of the content and structure of the main body of your report. You should make clear what the problem is and also outline what the options are.

Exec Summary (4 marks)

– Short summary of the purpose of the report

– includes brief conclusion (s)

Introduction (2 marks)

– Describes purpose of the report

The purpose of this report is to “identify causes of ERP implementation failure at Waste Management Company and provide possible solutions which can be used for future implementations.” (Assignment 3 – Case Study, 2014.)

– sets out how the report is to be presented

– you need to clearly state which option you’ll be arguing for

Discussion (20 marks)

– Each option is examined and discussed briefly

ERP that requires changing business processes to match system functionality

VS Customise ERP software to match business processes (WMC expected this, SAP failed to deliver)

– Risks and benefits of the preferred option are clearly discussed

Risks and benefits of selected option from which you’re expected to draw and justify your own conclusion

Problems experienced by WMC

Major causes of ERP implementation failure (link back to problems in case study)

Use of prototype in ERP selection process

Benefits and challenges with converting a prototype into a working system

From the discussion a choice between: ERP that requires changing business processes to match system functionality VS Customise ERP software to match business processes. That will best suit WMC.

– Relevant literature is used to support the argument and illustrate the benefits

– The discussion supports the argument being made

– The discussion and supporting literature are linked to the case study problem

Conclusion (10 marks)

– Brief summary of facts established in discussion.

– Arrives at logical end point

– A recommendation is made that addresses the case study problem

– No new material is introduced

Week 4

List and explain at least 5 recent trends of ERP systems.

1. Cloud is the new hardware, software as a service and platform as a service

‘The cloud’ is fast becoming a conduit that allows ERP vendors to beef up their offerings. Rather than installing complex software on client hardware, vendors are utilising the cloud to provide software as a service (software applications via the internet) and platform as a service (computing platform to subscribers over the internet). Utilising the cloud means vendors can implement software and hardware faster, maintenance and updates can be done more quickly and their production costs are lower. This trend also allows clients to access their systems from anywhere, at any time with internet access.

2. Software as a service

By itself this term doesn’t seem so ground shatter. It makes sense that people who provide a product (software) should also provide service to accompany and maintain it (eg. implementation and maintenance lifecycle). But what happens when the company who supplies the product isn’t the one providing the service? Companies like Salesforce.com have created a new market (and made a lot of money) from SaaS, PaaS and their ability to customise their offerings to client specifications by allowing third parties to add social networking plug-ins, applications etc.

3. Systems of engagement lead the way / focus on the end user

As opposed to the traditional approach of top-down design, more and more end users are being involved in the design process of the systems they will eventually use. Our textbook states that good practice involves forming a team of ‘subject matter experts’ (those who understand how the business operates as is, and also understand how it can be improved through the use of ERP) before investigation even begins.

In this world of social media platforms more and more businesses are realising that end-users have a voice and will use it. A system that is easy to use may be more effective than one that holds every piece of company information that makes finding relevant information hard.

4. Javascript

Knorr points out that using Javascript allows for maintenance of a single code base across multiple hardware devices eg. computers, tablets, smartphone, TVs, cars etc. It allows coders the ability to maintain a single code base no matter what device their client would like to access the system from. Using Javascript provides flexibility, longevity, scalability and simplicity for coders.

5. Diversification of pricing models and offerings

Recently big players in the ERP industry (eg. SAP, Oracle) have realised the massive market share held by small – medium sized enterprises. Moving away from the traditional ERP model (whole of organisation) they have created solutions for these smaller organisations who may not need a whole of organisation solution just yet. Effectively they have created ‘siloed’ integrations of their products to allow smaller businesses to scale their technological support with the needs of the business. If a small company would like to use Oracle’s HR management system they can do so and then opt to add on more ‘packages’ (usually by operational department) to the software at a later date. This product diversification paired with flexible pricing arrangements (recurring, variable revenue or incremental licence revenue models) give these smaller businesses the opportunity to purchase in line with their needs. This, in turn, gives vendors the opportunity to earn more revenue and ‘get a foot in the door’.

References

Knorr, E 2013, 9 trends for 2014 and beyond, viewed 22 November 2014, http://www.infoworld.com/article/2612875/cloud-computing/9-trends-for-2014-and-beyond.html?page=2

Motiwalla, L F & Thompson, J 2012, Enterprise systems for management, Pearson Education, New Jersey.

Wolpe, T 2014, Enterprise software: the big trends and why they matter, viewed 22 November 2014, http://www.zdnet.com/enterprise-software-the-big-trends-and-why-they-matter-7000028823/

Week 3

1. List at least 5 ERP Vendors, their products, market share and features of these products.

Due to the plethora (literally 1000’s) of products offered by each provider, I have chosen 3 products from each of the following providers to highlight the features of these products.* These products are many and varied, therefore I have chosen a diverse range to illustrate the choice that abounds in this particular arena.

SAP (25% market share)

The sheer breadth of SAP’s product line shows why they are the market leader. They have an automated solution for every business function ever thought of it seems. This can become confusing and overwhelming when trying to sift through their product line to find one that suits your business requirements.

SAP Business Warehouse: provides data sharing capabilities for the whole of the organisation; allowing staff to make better informed decisions.

SAP Online Banking: software that allows a business’ customers and partners to make secure payment for their purchases online; giving them access to another secure channel of purchase.

SAP Intercompany: allows a business unit the ability to reconcile ‘intercompany balances’; decreasing the strain placed on the company’s financial department and leading to more accurate and timely financial reporting.

Oracle – PeopleSoft (13% market share)

PeopleSoft allow their clients to purchase silo systems or integrate these ‘pieces’ together to form a full ERP Solution, depending on their needs. This ability to mix and match may see smaller companies, who subsequently grow larger, utilising Oracle because of their flexibility initially and then use them to provide a full ERP system as they add compatible ‘pieces’ on to their initial purchase as the company grows.

PeopleSoft Asset Lifecycle Management: this product allows an organisation the ability to monitor, adequately maintain and put to use operating assets for an organisation; for a global mining operator this system would be invaluable in tracking, maintaining and utilising their assets to their optimal usage. This feat in and of itself could potentially save a client money through things like limited down time, reduced repair due to regular maintenance.

PeopleSoft Supplier Relationship Management: allows companies to streamline the procurement process; integrates data from purchasing and supply to ensure staff are on hand when goods are supplied, reduces manual entry of data, allows for automation of ordering through process or budget based parameters that are pre-entered.

PeopleSoft Enterprise Manufacturing Solution: allows businesses to connect suppliers, customers and employees in real time; allowing for a more responsive manufacturing process and increased operational efficiency – a manufacturer could make-to-order their production with this system, which decreases the cost of storing manufactured products that haven’t been sold.

Sage (6% market share)

Sage has based its development of products around the sizing of businesses. They really do offer products for independent businesses or those operating on a global scale, with pricing to match!

Sage ERP X3: promises to ‘ win new customers, expand into new markets, eliminate efficiencies and increase profit’ for your business; features such as access to useable data, access to the system online, speedier responses and the integration of business processes so that the whole organisation is working from the same set of processes streamlines business operations make this possible.

Sage 500 ERP: is a whole of organisation solution that focuses on increasing productivity and profits through operations management; financial applications give the ability to track KPIs and through powerful analysis and real time data gives managers the power to make better informed decisions. It integrates manufacturing capabilities, providing flexibility and responsiveness to the market. It includes warehouse and inventory management that illuminates inventory quality, time spent on manual tasks and automated calculation of what is needed to achieve targets.

Sage One: An accounting solution aimed at sole operators, start-ups or small businesses; it provides the ability to create invoices, track projects, tasks and billable hours in a user friendly format.

Infor (6% market share)

Infor has specific products with different features for a number of different industry. This dedication to building industry specific products may see them gain greater market share in the coming years. As industry’s develop they tend to standardise a practice or way of doing things. By creating systems that cater to these industry specific practices they are intimating to clients that they can meet their needs better than a generalised system not designed specifically for their industry.

Infor Talent Science: helps business owners to assess their staff and their capabilities through behavioural and performance data; allows business managers to leverage this valuable information into profit by putting people in positions that play to their strengths and ultimately leads to increased profitability.

Infor Storefront: provides a platform for e-commerce. Is a full feature service/product; advanced search options, warehouse availability listed, payment options, ability to list specials, notify contacts automatically, search analytics included, multiple currencies can be accepted and it promises a ‘smooth user experience’.

Infor Hospitality: provides a centralised platform for all data entered across the organisation, directed at enhancing the customer experience. This system provides frontline staff with the ability to make better informed decisions about their customers, in less time and in a more proactive fashion. This improves the customer experience and allows staff to build customer loyalty which increases customer satisfaction and profits.

Microsoft Dynamics (15% market share)

Social: helps to track and gain insight from customers in the social media world. Can be used to assess customer sentiment, enhance marketing campaigns, engage with customers and provide them service.

Projects: allows users to access detailed costing reports that itemise things like billing and project processes so you can assess performance and profits and work smarter instead of harder.

Business Intelligence: provides relevant information that allows users to identify trends, respond to market demands and lack of, introduce new products and track general business performance.

*I didn’t think it was practicable to list the 1000’s of products and all of their individual features in this format.

2. Find another article that you can write an annotation on for assignment 1.

Arif, M Kulonda, D Jones, J Proctor, M 2005, ‘Enterprise information systems: technology first or process first?’, Business Process Management Journal, vol. 11, no. 1, pp. 5 – 21.

This journal article describes the practices of modifying business processes to match ERP system functionality and customising ERP software to meet the requirements of existing business processes in great detail. It then goes on to contrast and compare these two approaches to ERP selection and implementation. The author suggests that allowing technology (ERP systems) to coerce business processes would be a mistake and that processes should instead drive the technology that is selected.

This will be useful in determining which approach is most suited to Waste Management Company identified in Assessment 3 and provide some guidance as to recommendations they may be offered in regards to adopting a new ERP system.

It will also highlight facts and opposing views that can then be used as the basis for counter-arguments contained in Assessment 5.

References

Arif, M Kulonda, D Jones, J Proctor, M 2005, ‘Enterprise information systems: technology first or process first?’, Business Process Management Journal, vol. 11, no. 1, pp. 5 – 21.

Forbes 2013, 2013 ERP Market Share Update: SAP solidifies market leadership, viewed 16 November 2014, http://www.forbes.com/sites/louiscolumbus/2013/05/12/2013-erp-market-share-update-sap-solidifies-market-leadership/

Infor 2014, Products, viewed 16 November 2014, http://www.infor.com/solutions/

Microsoft 2014, Solutions, viewed 16 November 2014, http://www.microsoft.com/en-au/dynamics/solutions.aspx

Oracle 2014, Products and services, viewed 16 November 2014, http://www.oracle.com/us/products/index.html

Sage 2014, Solutions, viewed 16 November 2014, http://na.sage.com/us/sage-construction-and-real-estate

SAP 2014, Products, viewed 16 November 2014, http://www.sap.com/australia/pc/index.html

Week 2

1. Define and explain the benefits of enterprise systems with suitable examples.

“Benefit: something that is advantageous or good; an advantage…” American Psychological Association (APA) n.d.

Motwilla and Thompson (2012, pp. 15 – 16) cite both system and business benefits that can arise from successful implementation and use of enterprise resources planning (ERP) systems.

System benefits describe internal benefits a company may experience; such as integration of data and applications, improvements in maintenance and support of ERP arising from centralised IT staff, enhanced security of data and applications and consistency that arises from a common user interface.

While business benefits described by the duo tend to pertain to external activities and the interaction between these external factors and the ERP system. For example, they mention: an increasing responsiveness (of the organisation) to environmental factors that may impact the organisation; linking and exchanging information in real time with supply chain partners, increasing efficiency; easily accessible real time information allows for ability to provide better customer service; business processes are improved, as during the implementation they’re scrutinised, re-engineered and enhanced to better engage with the ERP system.

It’s difficult to ascertain, from an outsider perspective, the advantages gained at an internal (or systems) level by any ERP implementation. Business benefits though can be readily obtained from a variety of sources. The following lists each benefit and provides a real world view of these benefits.

• An increasing responsiveness (of the organisation) to environmental factors that may impact the organisation; things that pertain to growth and maintaining market share.

‘Company B’, a shoe manufacturer, implemented an ERP system to decrease both enquiry and order response and delivery times. Their AS/400 system was not agile enough to respond within the timeframe customers now expected a response in. This change in customer preferences made itself known through a decline in market share; providing impetus for the company to upgrade their ERP system. They successfully implemented their ERP and have benefited by being able to respond to customers in a timely manner, regaining their market share. (Motwani, et al. 2002).

• Real time information sharing helps collaboration between units and improves efficiency with supply chain partners.
• Efficiency of business processes are enhanced due to the re-engineering of business processes.

Nestle USA achieved these benefits (and savings of over $325 million) when they introduced their ERP system; the following exert explains:

“Most of these savings came in the area of supply chain improvements, specifically demand forecasting. “The old process involved a sales guy giving a number to the demand planner, who says, ‘Those guys don’t know what the hell they are talking about; I’m going to give them this number’. The demand planner turns [that number] over to factory, and the factory says the demand planner doesn’t know what the hell he’s talking about. Then the factory changes the number again. With SAP in place, common databases and business processes lead to more trustworthy demand forecasts for the various Nestle products. Furthermore, because all of Nestle USA is using the same data, Nestle can forecast down to the distribution centre level” (Worthen, pg. 4).”  (Dieringer, 2004).

In this instance, collaboration, efficiency of the supply chain and business processes were all enhanced by the introduction of the ERP system.

• Better customer service due to quicker information flow across departments.

Mar-Bal, Inc., a manufacturing company, have been able to achieve improvements in customer service after implementing their ERP solution. Order delivery, invoice generation and delivery are now automated processes providing consistent and timely delivery to customers (not previously the case). Instead of multiple phone calls needed to track a delivery’s progress, customer service representatives now have access to this information via a smartphone app, making response to this oft enquiry instantaneous. These simple actions increase the level of perceived customer service and allow the customer service representatives more time to deal with other enquires.

2. In relation to your assignment 1, the annotated bibliography, find an article that you can write an annotation on. Prepare a draft annotation, citing the article, in your blog.

Motwani, J Mirchandani, D Mandan, M & Gunaseekaran A 2002, ‘Successful implementation of ERP projects: evidence from two case studies’, International Journal of Production Economics, vol. 75, no. 1/2, pp. 14 – 16.

This journal article examines the implementation of Enterprise Resource Planning (ERP) software projects and the impact different implementation methods have on an individual company’s success using a comparative analysis of real world cases. Both business process change theory and escalation theory are used as a basis of discussion; with an aim to identify practices that tend to reap a successful implementation. Context of the discussion centres on environmental conditions for change and the ability of the organisation to manage change.

This article will provide evidence to support the case study by assisting in identifying causes of failure as well as providing information on business process change management and tactics/approaches.

References

Dieringer, D S 2004, ERP implementation at Nestle, Viewed 07^th November, 2014, http://www.uwosh.edu/faculty_staff/wresch/ERPNestle.htm

IQMS 2014 IQMS finds a quarter of a million dollars in savings for Mar-Bal, Inc. Viewed 07^th November, 2014, http://www.iqms.com/company/mar-bal/index.html

Motiwalla, L F & Thompson, J 2012, Enterprise systems for management, Pearson Education, New Jersey.

Motwani, J Mirchandani, D Mandan, M & Gunaseekaran A 2002, ‘Successful implementation of ERP projects: evidence from two case studies’, International Journal of Production Economics, vol. 75, no. 1/2, pp. 14 – 16.

American Psychological Association (APA) n.d. Dictionary.com unabridged. Viewed 07^th November, 2014, http://dictionary.reference.com/browse/benefits

Why A Blog?

This Blog will be dedicated to Assignments 2 and 4 which require each student to keep a reflective journal and use it to answer some specific questions.

This reflective journal is designed to help students get a better result in the course and to obtain a deeper understanding of course content. There are two main ways it helps this happen:

1. There is a large amount of research that indicates that keeping a journal improves your learning.
2. Using a blog means that COIS12073 teaching staff can see your progress and difficulties and change what they are doing during term to help you.