Enterprise Resource Planning Shared Leadership

Question: Discuss about the Enterprise Resource Planning for Shared Leadership. Answer: Reason behind Implementing or Updating the ERP: The following points are the reason behind choosing an ERP or enterprise resource system. All the crucial process of the organization can be visible to the management. The information of various departments will be accessible easily. Single and unified reporting system for investigating the status or statistics in real-time. This will be possible within all the departments and functions (Leon 2014). The business intelligence functionalities can be incorporated within the business with the extension by the ERP vendor. It will allow the management to get inside the business activities and recognize the potential issues. On the basis of the requirement of the organization, the selection of the modules such as human resource management, finance, marketing, customer relationship management and many more can be selected. This indicates that the system is a modular system (Monk and Wagner 2012). The centralize storage and backup of all the organization data can be done through the database system which is implemented in the backend. The globally dispersed enterprise organizations are the best for an enterprise resource system (Tsai et al. 2012). Across all the departments, the collaboration can be achieved because of the faster collaboration and enterprise wide visibility. Because the centralized security policies and legislations can be applied to the system, more security can be achieved in terms of an enterprise resource planning system (Kwak et al. 2012). Application program interface can be used in the ERP system for integrating other systems. It allows an organization to extend the functionality of the ERP system. As the system provides flexibility at every part of it, this interaction works as very part of the ERP. Advanced E-commerce can be incorporated with the enterprise resource system. In addition to that, web based order tracking can be handled by the ERP system (Saeed, Skielse and Uppstrom 2012). Organizational Processes Supported by ERP: Key Business Processes Functions of Business Marketing Marketing of a product Sales order tracking Support to consumer CRM or customer relationship management Sales forecasting Advertising SCM or supply chain management Buying raw materials Obtain goods Logistics and transportation Scheduling production Manufacturing goods Maintenance of the plant Finance and accounting Payments to supplier from consumer Cost control and allocation Planning and budgeting Cash flow management HRM or human resource management Hiring and recruiting Training Payroll Advantages Government compliance Table 1: Key Business Functionalities of ERP (Source: Jin et al. 2014) Marketing System: The complete 3600 picture of the client can be visible to the management which assists in enhancing the order fulfillment and order processing. The system also automatically generates qualified leads, handle multi channel marketing campaigns, streamlining the sales activity and collaboration among the sales and marketing (Strauss 2016). The system provides the information to the desired and authorized personnel in real time. Account system: General ledger modules and the purchasing can be integrated directly. The history and the current activity of the vendor can be accessed by the vendor activity program. The recurring invoices can be automatically created with repetitive data entry (Kanellou and Spathis 2013). It also provides multilevel taxing capabilities for multiple localities such as state, county, and city. Supply chain management: Through the supply chain planning promotions, marketing channels, needs in the inventory, making sure of replenishment, marketing channel selection and many more can be achieved effectively and efficiently (Stadtler 2015). It handles the supply of the goods, service and procurement effectively. Review, monitor and alter the supply chain activity and efforts in real time is done through the enterprise resource system. Human Resource Management: The human resource planning is established by the ERP. Through the simulation of the human resource planning the management can take better decision (Hoch and Dulebohn 2013). The ERP is the key in many enterprises for acquiring the interpersonal, technical and business skills that are needed by the employees. Key Modules in the Enterprise Resource System: Supply chain management: In terms of the manufactures this module is one of the most crucial modules. From the bottom to the top all the aspects of the supply chain management is visible to the management (Leon 2014). Demand management, forecasting, procurement, planning and many more are the key SCM modules. CRM: All the consumer transition of an organization is visible at one place through the customer relationship management software (Khodakarami and Chan 2014). Master data management are consumer data integration the main aspects of the ERP customer relationship management. Product lifecycle management: Port folio management, product data management, direct material sourcing and product design are the various parts of the PLM. The attributes and the design of the product can be accessed by the management through the ERP (Vezzetti, Violante and Marcolin 2014). Human capital management: It is another common module of the ERP. The HCM modules provide capacity as the center representative record, which subtle elements work force activities, benefits organization and finance, position administration and consistence with government directions (Hoch and Dulebohn 2013). ERP HCM covers three regions of worker administration: value-based, ability administration and developed administration. Warehouse Management System: WMS programming is an unquestionable requirement has for makers. ERP WMS modules take after the conveyance procedure required with completed merchandise or materials from conveyance into the distribution center for capacity through renewal and picking for shipment to satisfy orders (Sahuri and Utomo 2016). WMS modules likewise synchronize and control stock on the shop floor. Asset Management: Makers can track physical assembling resources required underway - the plant itself and gear - utilizing ERP Asset management modules. A portion of the day by day works that ERP Asset management handles are upkeep plans, hardware uptime and downtime, stock and guarantee administration and consistence with unsafe materials and waste following directions (Morlhon, Pellerin and Bourgault 2014). Considerations for Evaluating, Purchasing and Implementing an ERP System: Evaluating: For evaluating the ERP the key considerations are as following. Business size: The organization must take into consideration their business size. It is because the small business does not include most of the functionalities of the ERP while and medium or large enterprise will (Smith and Kutas 2015). Security: The security can be considered as the most crucial feature of an ERP. The information that the ERP is consisting of is most valuable for an organization. Reporting: As a business reports to various organization and there are multiple laws associated with the reporting, the reporting can be considered as the one of the valuable considerations while evaluating an ERP (Kayser and Tenke 2015). Implementing: The considerations while implementing the ERP are as following. Support of upper management: Obtain the support of the upper management is a crucial factor in terms of implementing an ERP within an organization. Making clear concept about the requirement: Often the wrong requirements create a situation where the both the client and vendor organization suffers from implementing the ERP. So it is crucial for the organization to specify the requirements clearly before initiating the implementation process (Smith and Kutas 2015). Mobile users: As most of the users are interested in accessing the system through their mobile phones, the organization must consider making the system mobile supported. Purchasing: The considerations while purchasing the ERP are as following. Objective of the organization: The organization must analyse that the ERP is capable of fulfilling the goals and objectives of the organization. In addition to that, the organizations have to consider that whether the ERP is capable of bringing a product to the market faster and staying entire regulatory requirement or not. Future scalability and underlying technology: As the technology is moving very fast, knowing the underlying technology of the ERP is very crucial now days (Kayser and Tenke 2015). It is because the future scalability of the ERP depends on the underlying technology used in the ERP. PART 2 1. Context Diagram of Sport Goods Galores ERP: 2. DFD of Sport Goods Galores ERP: 3. System Flow Chart of Sport Goods Galores ERP: References: Hoch, J.E. and Dulebohn, J.H 2013. Shared leadership in enterprise resource planning and human resource management system implementation.Human Resource Management Review,23(1), pp.114-125. Jin, J., Allison, B.Z., Zhang, Y., Wang, X. and Cichocki, A 2014. An ERP-based BCI using an oddball paradigm with different faces and reduced errors in critical functions.International journal of neural systems,24(08), p.1450027. Kanellou, A. and Spathis, C 2013. 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