SEU ECOM500 Critical Thinking Writing Rubric - Module 10 Exceeds Expectation Content, Research, and Analysis 21-25 Points Requirements Includes all of the required components, as specified in the assignment. 21-25 Points Content Demonstrates substantial and extensive knowledge of the materials, with no errors or major omissions. 25-30 Points Analysis Provides strong thought, insight, and analysis of concepts and applications. 13-15 Points Sources Sources go above and beyond required criteria and are well chosen to provide effective substance and perspectives on the issue under examination. Mechanics and Writing 5 Points Demonstrates Project is clearly college-level organized, well proficiency in written, and in organization, proper format as grammar and outlined in the style. assignment. Strong sentence and paragraph structure, contains no errors in grammar, spelling, Meets Expectation Below Expectation 16-20 Points Includes most of the required components, as specified in the assignment. 16-20 Points Demonstrates adequate knowledge of the materials; may include some minor errors or omissions. 19-24 Points Provides adequate thought, insight, and analysis of concepts and applications. 10-12 Points Sources meet required criteria and are adequately chosen to provide substance and perspectives on the issue under examination. 11-15 Points Includes some of the required components, as specified in the assignment. 11-15 Points Demonstrates fair knowledge of the materials and/or includes some major errors or omissions. 4 Points Project is fairly well organized and written and is in proper format as outlined in the assignment. Reasonably good sentence and paragraph structure, may include a few 3 Points Project is poorly organized and written and may not follow proper format as outlined in the assignment. Inconsistent to inadequate sentence and paragraph development, 13-18 Points Provides poor though, insight, and analysis of concepts and applications. 7-9 Points Sources meet required criteria but are poorly chosen to provide substance and perspectives on the issue under examination. Limited Evidence 6-10 Points Includes few of the required components, as specified in the assignment. 6-10 Points Fails to demonstrate knowledge of the materials and/or includes many major errors or omissions. 7-12 Points Provides little or no thought, insight, and analysis of concepts and applications. 4-6 Points Source selection and integration of knowledge from the course is clearly deficient. 1-2 Points Project is not organized or well written and is not in proper format as outlined in the assignment. Poor quality work; unacceptable in terms of grammar, spelling, APA style, SEU ECOM500 Critical Thinking Writing Rubric - Module 10 APA style, or APA citations and references. Total points possible = 100 minor errors in grammar, spelling, APA style, or APA citations and references. and/or includes numerous or major errors in grammar, spelling, APA style or APA citations and references. and APA citations and references. IT for Management: On-Demand Strategies for Performance, Growth, and Sustainability Eleventh Edition Turban, Pollard, Wood Chapter 10 Enterprise Systems Learning Objectives (1 of 5) Copyright ©2018 John Wiley & Sons, Inc. 2 Enterprise Systems: An Introduction An Enterprise System is a large scale application software package that supports business processes, information flows, reporting, and data analytics in complex organizations. Four Types of Enterprise Systems: 1. Enterprise Resource Planning (ERP) 2. Supply Chain Management (SCM) 3. Customer Relationship Management (CRM) 4. Enterprise Social Platforms Copyright ©2018 John Wiley & Sons, Inc. 3 Enterprise Systems: Terminology • Core business processes o Include accounting, finance, sales, marketing, human resources, inventory, productions, and manufacturing • Value-added reseller (VAR) o Customizes or adds features to a vendor’s software or equipment and resells the enhanced product • Legacy systems o Older information systems maintained over decades because they fulfill critical needs Copyright ©2018 John Wiley & Sons, Inc. 4 Enterprise Systems: Challenges • Complexity from incorporating different organizational facets • Time-consuming coordinating an enterprise integration • Typically requires consulting, vendor, or value-added reseller (VAR) assistance • Difficult to get new modules to interface with legacy systems Copyright ©2018 John Wiley & Sons, Inc. 5 Enterprise Systems: Legacy Challenges • Major reasons why companies replace legacy systems: High maintenance costs o Inflexibility (integration issues), older architecture designs o Integration obstacles (Hardwired, predefined, process flows) o Lack of staff (qualified/trained professionals) o Cloud-based enterprise systems are lower in cost o Copyright ©2018 John Wiley & Sons, Inc. 6 Enterprise Systems: Best Practices • Redesign of business processes through simplification and redesign so that they can be automated, either totally or partially, or removed. • Changes in how people perform their jobs or accommodate the new processes. • Integration of many types of information systems so that data can flow seamlessly among departments and business partners. Copyright ©2018 John Wiley & Sons, Inc. 7 Enterprise Systems: Insights • Provide and support applications that enable workers to access, use, and understand data • Enable companies to use data about buying behaviors and help identify its loyal customers and which ones are profitable • Improved communication and integration among firms in a global supply chain justifies billions invested in ERP systems Copyright ©2018 John Wiley & Sons, Inc. 8 Enterprise Systems 1. 2. 3. 4. 5. 6. Explain the purpose of an enterprise system. Describe four types of enterprise systems. What is a value-added reseller (VAR)? What are two challenges of legacy systems? Why do companies migrate to enterprise systems? Explain the challenges of enterprise system implementation. 7. Explain the three types of challenges needed when an enterprise system is implemented. Copyright ©2018 John Wiley & Sons, Inc. 9 Learning Objectives (2 of 5) Copyright ©2018 John Wiley & Sons, Inc. 10 Enterprise Resource Planning Systems Past • Integrating accounting, finance, HR, marketing, and other critical business functions • Originally run on client-server architecture and customer-designed apps • Now web-based with a focus on social collaboration, deployment flexibility, faster response, and accessibility from mobile devices • An enterprise application integration (EAI) layer enables the ERP to interface with legacy apps Copyright ©2018 John Wiley & Sons, Inc. 11 Enterprise Resource Planning Systems Today • ERP Add-Ons: o o o o o Sales associates to process orders, take payments, and collect signatures with an iPad app Field technicians to provide customer service from anywhere Marketing to manage every aspect of ongoing customer relationships using a smartphone app Production to access the real-time information needed to reduce stock-outs and excess inventory Customers to access, pay, and view invoices online Copyright ©2018 John Wiley & Sons, Inc. 12 Enterprise Resource Planning Complexity Figure 10.3: Overview of the complexity of ERP and its interfaces with other enterprise systems (U.S. Army Business Transformation Knowledge Center, 2009) Copyright ©2018 John Wiley & Sons, Inc. 13 Enterprise Resource Planning Selection • Select an ERP solution that targets the company’s requirements • Evaluation potential ERP vendors’ strengths and weaknesses • Meet with each vendor and get a hands-on demo of its ERP solutions • Calculate the ERP’s total cost of ownership (TCO) Copyright ©2018 John Wiley & Sons, Inc. 14 Enterprise Resource Planning Failures ERP Failure Factors o Cost misrepresentation o Unrealistic implementation timeframes o Software-license issues 50-70% of ERP projects fail due to one or more of these factors. Copyright ©2018 John Wiley & Sons, Inc. 15 Enterprise Resource Planning Success • Focus on business processes and requirements • Focus on achieving a measurable ROI • Use a strong project management approach and secure commitment of resources • Obtain strong and continuing commitment from senior executives • Take sufficient time to plan an prepare up-front • Provide thorough training and change management Copyright ©2018 John Wiley & Sons, Inc. 16 Figure 10.4: Experts identify the combination of factors needed for ERP success. Copyright ©2018 John Wiley & Sons, Inc. 17 Enterprise Resource Planning Systems 1. 2. 3. 4. What are three ways ERP can be deployed? Briefly describe the latest ERP features and add-ons. Describe ERP from a technology perspective. List and briefly describe three ERP implementation success factors. 5. Describe causes or factors that contribute to ERP failure. Copyright ©2018 John Wiley & Sons, Inc. 18 Learning Objectives (3 of 5) Copyright ©2018 John Wiley & Sons, Inc. 19 Supply Chain Management Systems Figure 10.10 Model of the supply chain Supply Chain • Starts with the acquisition of raw materials or the procurement (purchase) of products and proceeds through manufacture, transport, and delivery—and the disposal of recycling products. Copyright ©2018 John Wiley & Sons, Inc. 20 Supply Chain Management Figure 10.5: Build a supply chain The efficient management of the flows of material, data, and payments along the companies in the supply chain, from suppliers to consumers. Copyright ©2018 John Wiley & Sons, Inc. 21 Supply Chain Flows • Material or product flow: the movement of materials and goods from a supplier to its consumer. • Information flow: the movement of detailed data among members of the supply chain, for example, order information, customer information, order fulfillment, delivery status, and proof-of-delivery confirmation. • Financial flow: the transfer of payments and financial arrangements. Copyright ©2018 John Wiley & Sons, Inc. 22 Supply Chain Management Goals • SCM systems are configured to achieve the following business goals: To reduce uncertainty and variability in order to improve the accuracy of forecasting o To increase control over processes in order to achieve optimal inventory levels, cycle time, and customer service o Copyright ©2018 John Wiley & Sons, Inc. 23 Supply Chain Management: Order Fulfillment • • • • • • • • • Step 1: Make sure the customer will pay Step 2: Check in-stock availability and reorder as necessary Step 3: Arrange shipments Step 4: Insurance Step 5: Replenishment Step 6: In-house production Step 7: Use suppliers Step 8: Contacts with customers Step 9: Returns Copyright ©2018 John Wiley & Sons, Inc. 24 Supply Chain Management Innovations (1 of 2) • Always-On Supply Chain: is impacted by these innovative technologies: • Robotics and automation: demonstrating “human” capabilities • Inventory and Network Optimization Tools: providing ability to deploy assets and position inventory • Sensors and automatic identification: delivering computing and communications power to everyday devices and businesses • Predictive Analytics: predicting patterns associated with consumer behavior Copyright ©2018 John Wiley & Sons, Inc. 25 Supply Chain Management Innovations (2 of 2) • Wearables and mobile technology: performing many of the same computing tasks as mobile phones and laptop computers • Driverless vehicles and drones: transforming supply operations by monitoring functioning of plants • Cloud computing and storage: supporting an enterprise’s efforts to share data with multiple geographically dispersed partners • 3D printing: which could revolutionize production processes and have far-reaching implications Copyright ©2018 John Wiley & Sons, Inc. 26 Supply Chain Management Systems Review 1. What is a supply chain? 2. List four functions carried out by companies in a supply chain. 3. List and describe the three main flows being managed in a supply chain. 4. Describe SCM. 5. What are steps in the order fulfillment? 6. Explain logistics. 7. What are the top two strategic priorities of SCM executives? 8. What are the two major barriers preventing innovation in the supply chain? 9. What are the top innovative digital technologies impacting SCM? Copyright ©2018 John Wiley & Sons, Inc. 27 Learning Objectives (4 of 5) Copyright ©2018 John Wiley & Sons, Inc. 28 Figure 10.6 Four CRM critical success factors and their importance Copyright ©2018 John Wiley & Sons, Inc. 29 Customer Relationship Management Systems • Why does CRM Matter? Data analytics, sophisticated predictive analytics, and BI are needed to determine customer lifetime value (CLV); then business rules need to specify how to treat or manage customers based on their value score. o Intelligently managing relationships with customers can increase revenues and net profits significantly. o Copyright ©2018 John Wiley & Sons, Inc. 30 Customer Acquisition/Retention • CRM and Customer Acquisition/Retention o o o CRM technologies help marketing managers run effective campaigns, promotions, commercials, and advertisements to attract new customers, or to increase sales to existing customers, or to do both. Newly acquired customers are unprofitable until they have purchased enough products or services to exceed the cost to acquire and service them. Retaining customers that generate revenues in excess of the costs is critical. Copyright ©2018 John Wiley & Sons, Inc. 31 CRM for a Competitive Edge • Drucker on Marketing Effectiveness o o o Know your customers Understand customer needs Communicate intelligently with customers • 5% reduction in customer attrition can improve profits by as much as 20% Copyright ©2018 John Wiley & Sons, Inc. 32 How to Avoid CRM Mistakes • CRM Failures IT department in charge instead of business users. o Incorrect CRM requirements by not involving key business stakeholders from the outset. o Mobility CRM strategy is an afterthought. o Taking the wrong approach to CRM training. o Underestimating users’ resistance to change. o Copyright ©2018 John Wiley & Sons, Inc. 33 Customer Relationship Management Systems Review 1. Explain the four critical success factors for CRM. 2. Why does CRM matter? 3. Discuss how CRM impacts customer acquisition and retention. 4. According to Peter Drucker, what does marketing effectiveness depend on? 5. Give three reasons why CRM fails. 6. How can CRM be justified? Copyright ©2018 John Wiley & Sons, Inc. 34 Learning Objectives (5 of 5) Copyright ©2018 John Wiley & Sons, Inc. 35 Enterprise Social Platforms • Refers to private (company owned) social media, software, platforms, or apps specially designed for use by business leaders and employees to fulfill the strategic mission. • Three main reason for interest: o Knowledge management o Collaboration o Employee pressure Copyright ©2018 John Wiley & Sons, Inc. 36 Enterprise Social Platforms: SharePoint • Provides tools for setting up employee social network platforms and company wikis • Share space to store documents from any desktop or mobile device, so they are not siloed on any one person’s hard drive or device • Enables coworkers to stay up-to-date and work simultaneously on a single document, save previous versions, and track updates • Uses Yammer as its main collaborative tool • Office Graph with Oslo provides navigation through other tools Copyright ©2018 John Wiley & Sons, Inc. 37 Enterprise Social Platforms: Yammer • Features similar to Facebook likes, newsfeeds, threaded conversation, and direct messaging • This private social channel helps employees, partners, and customers communicate, exchange information, and collaborate across departments, locations, and business apps. • Includes Enterprise Graph which shows how users are related to ne another, solving social network sprawl Copyright ©2018 John Wiley & Sons, Inc. 38 Enterprise Social Platforms: Jive and Chatter • Jive o Provides tools for communication, sharing, and content creation to make social media monitoring and engagement easier • Chatter o Salesforce.com add-on offers companies their own private network while pushing updates and news in real time to user feeds, offering smart search, which places items an employee frequently uses higher in the search list Copyright ©2018 John Wiley & Sons, Inc. 39 Enterprise Social Platforms Review 1. What are the basic functions of an enterprise social platform? 2. What are the capabilities of SharePoint? 3. In what ways can enterprises realize value from Yammer or other enterprise social? 4. How do Office Graph and Enterprise Graph support collaboration? 5. How does Chatter enable workers to solve problems? Copyright ©2018 John Wiley & Sons, Inc. 40 Copyright Copyright © 2018 John Wiley & Sons, Inc. All rights reserved. Reproduction or translation of this work beyond that permitted in Section 117 of the 1976 United States Act without the express written permission of the copyright owner is unlawful. Request for further information should be addressed to the Permissions Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her own use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages, caused by the use of these programs or from the use of the information contained herein. Copyright ©2018 John Wiley & Sons, Inc. 41
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