Description: These modules introduce students to the theory and applications of enterprise resource planning and operational systems and processes. A range of business decision analytics is covered in the course that has as their goal, optimizing economical use of resources and maximizing productivity and efficiency in the firm. Drawing on the recognizable tools, information technology and methods of operations management students will develop an understanding of enterprise planning, analytic models, deterministic methods of analysis, and scrutiny of results.

This course features dynamic and engaging video with audio narration, infographics and short quizzes to test your knowledge.

Background: Information technology (IT) has had a significant impact in all aspects of life and the global economy is currently undergoing fundamental transformation. Digital disruption has impacted all aspects of the firm and continues to revitalize operations and operational efficiency. Information technology has very real impact in most of industries and in all aspects of economy, while businesses and enterprises continue to undergo considerable changes. Usage of these technologies is revolutionizing the rules of business, resulting in structural transformation of enterprises.

The role of IT in business processing has evolved and has changed significantly from lower order technology such as “data processing” to include Radio-frequency identification (RFID) technology and electronic data interchange (EDI). Currently, in many industries, IT enables some businesses to differentiate themselves from their competitors. Those companies that leverage IT for competitive advantage often differ from their competitors in two ways with respect to their IT organizations: they view IT as a strategic business enabler instead of as a cost center, and they work to maximize the efficiency of their IT operations so that they can focus their resources on providing value to the business and respond to today’s environment of rapidly changing business conditions. These firms have technology as core to internal and external business operations.

Modern businesses are not possible without help of information technology, which is having a significant impact on the operations of Small and Medium Sized Enterprises (SME) and it is claimed to be essential for the survival and growth of economies in general.
Information systems are designed and built with the objective of improving the firm’s efficiency and effectiveness by fulfilling its information processing needs. Successful information systems are those that are used and that achieve their intended goals.

Information systems exist in an organizational context, characterized by the firm strategy, culture, and IT infrastructure. The organization itself is subject to the influences of its external environment, including regulatory requirements, social and business trends, and competitive pressures.
Information systems are subject to systemic effects, defined as the notion that the different components of a system are interdependent and that changes in one component affect all other components of the system. Thus, when designing an additional information system, or troubleshooting an underperforming one, you can devise multiple ways to achieve the system’s goal.

Increasingly in modern firms, organizational change stems from the introduction of current information technologies. Depending on the objectives and reach of the new system, we identify three levels of change—first-, second-, and third-order change—each requiring different levels of commitment and sponsorship to be successfully managed.

Description: These modules introduce students to the theory and applications of enterprise resource planning and operational systems and processes. A range of business decision analytics is covered in the course that has as their goal, optimizing economical use of resources and maximizing productivity and efficiency in the firm. Drawing on the recognizable tools, information technology and methods of operations management students will develop an understanding of enterprise planning, analytic models, deterministic methods of analysis, and scrutiny of results.

This course features dynamic and engaging video with audio narration, infographics and short quizzes to test your knowledge. 

Background: This section will introduce the system of enterprise resource planning (ERP) and build an understanding of the various components that form part of this integrated system.

ERP stands for Enterprise Resource Planning. ERP is an enterprise-wide information system that facilitates the flow of information and coordinates all resources and activities within the business organization. Functions typically supported by the system include manufacturing, inventory, shipping, logistics, distribution, invoicing, and accounting. Some solutions now embed customer relationship management functionality. A wide variety of business activities including sales, marketing, billing, production, inventory management, human resource management, and quality control depend on these systems. The ERP system assists in managing the connections to outside stakeholders as well as enhancing performance management. It uses a centralized database and usually relies on a common computing platform. It provides the user a unified, consistent, uniform environment. Moreover, in recent years ERP has incorporated other business extensions such as supply chain management and customer relationship management to become more competitive.

ERP solutions evolved from applications focused on materials requirements and resource planning and computer integrated manufacturing. The Enterprise Resource Planning term came about when software developers were searching for a name that would more aptly describe these broader systems. These innovative solutions provided functionality that encompassed other applications in addition to manufacturing.

Description: These modules introduce students to the theory and applications of enterprise resource planning and operational systems and processes. A range of business decision analytics is covered in the course that has as their goal, optimizing economical use of resources and maximizing productivity and efficiency in the firm. Drawing on the recognizable tools, information technology and methods of operations management students will develop an understanding of enterprise planning, analytic models, deterministic methods of analysis, and scrutiny of results. 

This course features dynamic and engaging video with audio narration, infographics and short quizzes to test your knowledge.

Background: The previous section discussed how Supply chain, marketing, sales and customer management systems can be supported by ERP and integration and discussed how ERP can assist with interacting with the external environment. This section will continue this discussion looking at support to internal functions such as Human resources management and accounting systems.

Now, let's discuss the Human Resource Model of ERP.

Traditionally, ERP software has been viewed as an operational and transaction system. With ERP vendors and systems extending beyond managing financials and materials, it has grown to become a tool for managing one the most important resources; human resources. ERP has always been used to track the cost of labor, but also only recently grown beyond tracking production hours to also managing HR activities like time and attendance, time off management, talent management and other functions that were customised, manually performed, or part of a dedicated HR system. But it’s more important to note that the company must prepare its organization for its ERP strategy, whether it’s the initial implementation or the ongoing support and continuous improvement of the ERP strategy.

E-resource ERP Human Resource Management is a suite of integrated solutions, designed to facilitate HR operations by reducing time-intensive administrative tasks and lowering costs by deploying self-service applications. E-resource ERP solution offers many different sub-systems under the HR module. Here are some of the most common sub systems.
• Personnel Management: The personnel management comprises of HR master-data, personnel administration, recruitment and salary administration.
• Organizational Management: Organizational management includes organizational structure, staffing schedules & job description.
• Payroll System: Salary management, statutory reporting, attendance management for salary calculation.
• Time Management: Time management includes shift planning, time recording, absence & leave management.
• Personal Development: This section comprises of training and event management, additional training determination and training assessment.

Description: These modules introduce students to the theory and applications of enterprise resource planning and operational systems and processes. A range of business decision analytics is covered in the course that has as their goal, optimizing economical use of resources and maximizing productivity and efficiency in the firm. Drawing on the recognizable tools, information technology and methods of operations management students will develop an understanding of enterprise planning, analytic models, deterministic methods of analysis, and scrutiny of results.

This course features dynamic and engaging video with audio narration, infographics and short quizzes to test your knowledge

Background: Performance measurement is a fundamental principle of management. The measurement of performance is important because it identifies current performance gaps between current and desired performance and provides indication of progress towards closing the gaps. Carefully selected key performance indicators identify precisely where to take action to improve performance.

What is an indicator?

An Indicator is a quantitative measure designed to monitor performance on an ongoing basis. An indicator acts as a 'flag' to alert staff to occurrences or events that warrant further review.

Input indicators are quantified and time-bound statements of resources to be provided. Information on these indicators comes largely from accounting and management records.

Process indicators measure what happens during implementation. Often, they are tabulated as a set of goals and metrics to be achieved.

Output indicators show the immediate physical and financial outputs of the project: physical quantities, organizational strengthening, and initial flows of services. They include performance measures based on cost or operational ratios.

Impact refers to medium or long-term developmental change. Measures of change often involve complex statistics about economic or social welfare and depend on data that are gathered from beneficiaries. Early indications of impact may be obtained by surveying beneficiaries' perceptions about project services. This type of leading indicator has the twin benefits of consultation with stakeholders and advance warning of problems that might arise.

Definition of Key Performance Indicators (KPIs)

KPIs are tools that may be used by an organization to define, measure, monitor, and track its performance over time toward the attainment of its stated organizational goals. Key Performance Indicators can be defined as "a set of quantifiable measures that a company or industry uses to gauge or compare performance in terms of meeting their strategic and operational goals" (Klipfolio.com).

Regardless of which definition your organization adopts, the following factors should always be taken into account: The KPIs must …

• Reflect, and relate directly to, the organization's goals.
• Be quantitative and quantifiable.
• Be linked directly to the measurement of the organization's success.
It is essential when integrating the system and implementing ERP clear and defined KPIs are identified.

Description: These modules introduce students to the theory and applications of enterprise resource planning and operational systems and processes. A range of business decision analytics is covered in the course that has as their goal, optimizing economical use of resources and maximizing productivity and efficiency in the firm. Drawing on the recognizable tools, information technology and methods of operations management students will develop an understanding of enterprise planning, analytic models, deterministic methods of analysis, and scrutiny of results.

This course features dynamic and engaging video with audio narration, infographics and short quizzes to test your knowledge.

Background: One very popular tool is the balanced scorecard. To establish standards, managers often use the balanced scorecard, which provides four indicators for progress. A visual representation of the balanced scorecard is the strategy map. Measurement management techniques help managers make evidence-based judgments about performance.
Balanced Scorecard

The balanced scorecard is a strategic tool used to coordinate the various operational areas of the business to achieve its mission and goals. It uses both non-financial and financial measures to give managers a broad view of business performance.

Primary Purposes of the Balanced Scorecard:
• Align a balanced set of performance metrics with business strategy and vision
• Provide management and work teams with the information necessary and sufficient to meet their objectives and goals
• Create “line-of-sight” at lower levels of the organization
• Foster and support process continuous improvement initiatives

Concepts such as the balanced scorecard are considered practical tools for metric and performance management. The measurement-managed companies were those in which senior management reportedly agreed on measurable criteria for determining strategic success, and management updated and reviewed semiannual performance measures in three or more of six primary performance areas. The six areas were financial performance, operating efficiency, customer satisfaction, employee performance, innovation/change, and community/environment.

The results: “A higher percentage of measurement-managed companies were identified as industry leaders,” concluded, “as being financially in the top third of their industry, and as successfully managing their change effort.” (The last indicator suggests that measurement-managed companies tend to anticipate the future and are likely to remain in a leadership position in a rapidly changing environment).