introduction to open erp

Atlantis – IBIM Program at the University of Deusto – Why does my company need OpenERP?

Why does my company need OpenERP?

OpenERP: Open Source Business Application

Alex Rayón Jerez © 2011Atlantis – IBIM Program at the University of Deusto

29th of March 2011


Main objectives

Explain and detail why any given company should deploy an ERP information system within its organization

Expose the main advantages of adopting an Open Source Business Application

Brief review of OpenERP as a tool that improves the management of enterpresarial resources


Table of contents

Introduction to Information Systems Why does my company need and ERP solution? ERP implementation What is OpenERP? OpenERP project OpenERP community OpenERP technology How does OpenERP do business? Implementation approaches

4Atlantis – IBIM Program at the University of Deusto – Why does my company need OpenERP?

Introduction to Information SystemsOrganizational management

21st Century organization: coordinated decision-taking process → any given employee must have access to any given resource withing the company

We need an information system to make that possible→ “A set of organized elements that receive information, process it and generate a result that will later be used to achieve some of the established goals”

In the business management field, we will mainly be interested in business information systems (also known as management information systems)

“A business or management information system is a set of people, technologies and procedures that resolve business problems”

Compared to other information systems, these ones mainly focus in automatizing and giving support to the decision taking process

They play a key role within organizations

They channel information along different departments in the company


Introduction to Information SystemsComponents

Humancomponent

Technologicalcomponent

Organizationalcomponent Information

InformationInformation


Introduction to Information SystemsEverything is about information

Data: gathered facts within the organization. They are raw data, this is, not processed yet

Information: processed data and presented personalized to the end-user

Knowledge: solutions for problems. Needed information and rules to resolve some given problems

Wisdom: it simulates the behavior of an expert in a particular domain (expert systems, Data Mining, etc.)

Intelligence

-

+


Introduction to Information SystemsHistory

ERP: 1990

MRP II: 1970

MRP: 1960

Controlling Sales & Distribution Material management

Financial accounting

Investment management

Personal management

Quality management

Human Resource Management

Plant maintenance

Sales & Operations Planning

SimulationForecasting

Master Production Schedule

Material Requirements Planning

Capacity Requirements Planning

Execute capacity plansExecute material plans


Introduction to Information SystemsClassification

Business Management Support systems (chronological order)

TPS: Transactional Processing Systems. Management of the information linked to the transactions within the organization

A TPS must pass ACID test (Atomicity, Consistency, Isolation and Durability). Main characteristics: agile answer, reliability, not so flexible and controlled processing

MIS: Managerial Information Systems. Solution for general business problems, mainly ones linked to C-level domain

They are based in the information received from administrative reports (generally standardized), general statistics and some other less formal sources (buzzes, unofficial discussions, political trends, education, previous experiences, etc.). Nowadays, they are not so frequently used, since they are not so unbias


Introduction to Information SystemsClassification (II)


OAS: Office Automation Systems. It helps for the classic office work that must be done within an organization. For example: office suites (OpenOffice, Microsoft Office, etc.), calendars (GCalendar, etc.), etc.

ERP: Enterprise resource planning. Unified and coordinated management of all the resources used within the organization, taking advantage of the information generated across all the departments and functional areas

Resource scheduling

A set of functional modules

Software architecture that eases the flow of information

Management information system that supports the decision-taking process


Introduction to Information SystemsClassification (III)


CRM: Customer Relationship Management. Integral management of customers' relationships, analyzing gathered data through external sources

Look for patterns or profiles within clients (Behavioral targeting)

i.e. SugarSugarCRM

Open Source (Sugar Community Edition) based on LAMP (Linux-Apache-MySQL-PHP)Personalized solutions developing own-modules (open source)Business model based on open source: Irontec


Introduction to Information SystemsClassification (IV)


SCM: Supply Chain Management. It helps the company in the way it receives raw material that later employs in the development of the product or the service, besides of the later distribution to the clients

A nice management of the supply chain will consider every event related to the company and every aspect that could alter the supply

The MIT Beer Game: http://beergame.mit.edu/

The management of the supply chains deals with these problems:

Distribution network's set-up and configurationDistribution strategyInformationStock management

http://beergame.mit.edu/


Introduction to Information SystemsClassification (V)

Support for decision-taking process (Business Intelligence)

Knowledge generation based on data flows (manufacturing, enterprise scope, macroeconomic indicators, etc.) a company owns in order to gain a competitive advantage over main competitors

Data gathering techniques:

ELT: Extract, Load, Transform

ETL: Extract, Transform, Load (the most used one)

Through Business Intelligence solutions, we will achieve computer models for an optimum performance

Is so profitable a Business Intelligence solution?

It depends on the organizational expectations

7.500.000 results in Google entering business intelligence failure

Main big software companies (IBM, Microsoft, Google, Accenture, SAP AG, HP, Yahoo!, etc.) are betting for BI tools


Introduction to Information SystemsClassification (VI)


DSS: Decision Support Systems. It helps analyzing key business variables in order to support decision-taking process

EIS: Executive Information System. Focused on executive business management, it analyzes current situation and values business evaluation in order to ease decision-taking process. Goals:

Inform about important management aspects

Help in the decision-taking process in every step involved in the business life cycle, gathering information from them

Offer a whole view of the business

It exposes stakeholders' information (competitors, economic indicators, clients, etc.) to take decisions


Introduction to Information SystemsClassification (VII)


Datawarehousing: collection, storage and management of huge volumes of data

OLAP: On-Line Analytical Processing. It helps data analysis through queries to multidimensional structures

Datamining: advanced methods that allow explorations throughout huge volumes of data in order to find/generate implicit information, this is, not obvious business information. i.e. client behavior patterns (beers and diapers), product associations (mint and wine), game patterns (NBA), etc.

Knowledge Management Systems (Expert systems): emulate the behavior of an expert in a specific domain, employing its knowledge


Why does my company need an ERP?Introduction to ERPs

A brief history of the Enterprise Resource Planning systems

1960 - 1970: tailor-made software

1970 - 1990: standard software

1990 - 2000: first ERPs

From 2000 onwards: ERP, e-Business, ¿s-Business?

Tailor-madesoftware

Internet


Why does my company need an ERP?Improvements

Information access → centralized database

Process and resource management

International operations → supporting different tax systems, bank regulations, invoicing systems, currencies, languages, etc. (i.e. IFRS and Basilea regulations)

It reduces paper documentation, since it just uses online documents, easily accessible and easy to update (Online business vs. Physical business)

Some news backing the apparent improvements

“IDC report: 8,1% CAGR for the ERP market in 2011”

“Gartner Says Worldwide Enterprise Software Revenue to Surpass $232.000 million in 2010”


Why does my company need an ERP?Improvements (II)

Information management


Why does my company need an ERP?Improvements (III)

Enterprise resource coordinated management

Internet

Internet

Internet


Why does my company need an ERP?Improvements (IV)

Enterprise resource coordinated management (cont)

Modern global supply chains, experts say, mirror complex biological systems like the human body in many ways → ERP is absolutely compulsory!

The global flow of goods routinely adapts to all kinds of glitches and setbacks

A supply breakdown in one factory in one country, for example, is quickly replaced by added shipments from suppliers elsewhere in the network

i.e. When a volcano erupted in Iceland last spring, spewing ash across northern Europe and grounding air travel, supply-chain wizards were put to a test, juggling production and shipments worldwide to keep supplies flowing

Consider computing and electronics

In the early 1990s, virtually all 486-microprocessors were made at a single Intel factory near Jerusalem

In 2011, production for major components (semiconductors, screens, microprocessors, etc.) is spread across several countries


Why does my company need an ERP?Improvements (V)

Enterprise resource coordinated management (cont)

Apple, like all major companies these days, treats its supply-chain operations as a trade secret

The field of buying and shipping supplies has been transformed in the last 20 years

Globalization and technology have been the driving forces → supply lines are longer and far more complex than in the past

The ability to manage these complex networks, experts say, has become possible because of technology

Sophisticated software for tracking and orchestrating the flow of goods worldwide


Why does my company need an ERP?Improvements (VI)

Aalsmer, Noord-Holland: the flowerCapital of the world


Why does my company need an ERP?Productivity

Many studies have shown that the wider use of information and communication technologies (ICT) explains why the USA is more productive than the European Union

Until the mid-1990s, EU productivity had been converging towards US productivity

Since then, US growth has accelerated and the US-EU gap has widened

The production and use of information and communication technologies (ICT) are much lower in the EU than in the US and that this explains much of the relative slowdown

Why has the adoption of the new ICT been much slower in the EU?

The adoption is associated with an increase in the variance of firm productivity

For example, implementation of advanced business software like SAP and Oracle requires a new organizational structure and the outcome is inherently uncertain

The variance of firm productivity is therefore relatively large in sectors that intensively use ICT


Why does my company need an ERP?What does it mean for me as a company?

Analysis: client needs + projects' dimensions

Methodology: it is more than a tool, since it allows to establish a management philosophy in the company → organizational model

Training: for employees and other companies


Why does my company need an ERP?DIKW Pyramid

+ Intelli gence

Data

Information

Knowledge

Wisdom

Data

Evaluation

Challenges

DIKW Pyramid

Data

Wisdom


ERP implementationChronological process

Chronological steps prior to being in production phase the ERP

1) Take the decision to implement an ERP

2) ERP selection

3) BPR (Business Process Reengineering)

4) Implementation

5) Entering to production

6) Success analysis


ERP implementationChronological process (II)

Why it is recommended to change business practice to suit the ERP software rather than customizing the software?

Before implementing an ERP software the organization needs to:

Analyze current processes

Identify non-value adding activities

Redesign the process to create value for the customer

Then, develop an ERP system package to suit the organizations requirements

A key contribution of ERP software is the bundled business process knowledge that comes along with ERP software

These processes have evolved over the past two decades of ERP implementation in some of the most well-managed corporations around the world

By adapting to those processes that have proved successful in some of the finest corporations around the world, an organization implementing ERP would get the advantage of these best of the breed practices → consultant recommendations


ERP implementation1) Take the decision to implement an ERP

Do we already have clear that we need an ERP for our company?

Fast technological changes have provoked companies not to demand specific solutions for their problems, but integrated solutions such as ERP

When C-level managers realize that profits exceed costs when every single department is sharing information through an ERP, they ask a consulting firm to assess them in choosing and deploying an ERP solution

Some questions to answer:

Where is the company right now?

Where does the company want to be?

What is exactly what the company needs?

Where exactly do we must start?

Who is the responsible?


ERP implementation2) ERP selection

Prior to choose a specific solution, we must check that

Every single functional aspect is properly covered

Processes are properly integrated

Lately deployed IT → Are they compatible with the new solution?

Customization capacity (specific software) and parametrization utilities

Can the business absorb implicit cost?

Is the ROI positive? (regarding also opportunity costs)


ERP implementation2) ERP selection (II)

Proprietary ERP software

Microsoft Dynamics NAV, Sage/API, SAP R/3, BAAN, Oracle E-Business Suite y JD Edwards, Eurowin, etc.

Free and Open Source ERP software

OpenERP, Compiere, Open Bravo, Apache OFBix/opentaps, ERP5, OpenMFG, OpenPro, etc.

List of ERP software packages

http://en.wikipedia.org/wiki/List_of_ERP_software_packages


ERP implementation2) ERP selection (III)


ERP implementation2) ERP selection (IV)


ERP implementation2) ERP selection (V)

In 2010 (of over 1.600 companies)

Tier II solutions have increased their market share by 30% since 2008

SAP is still the benchmark in the ERP market

Oracle eBusiness has been the most demanded solution

Dynamics the most profitable one (payback and ROI)

In almost 72% of the implementations, parameterizations were done, while in up to 24% of them almost full parameterizations

Tier I solutions usually require more parameterizations than Tier II and III solutions

Albeit 72% of the companies answer satisfactorily to the performance of its vendor, 55% of them expose how their solutions provided 30% or less of the expected profits


ERP implementation2) ERP selection (VI)


ERP implementation2) ERP selection (VII)

The closest future

CRM and SCM integration (OpenERP has some modules that already do it CRM & SRM)

“With GSI Deal, eBay Shifts to Big Retail: EBay, synonymous with second-hand wares, is seeking a new retail identity, from small power sellers to connect with large retailers (Toys “R” Us,

Aéropostale and Kenneth Cole, etc.).” [03/29/2011]

Web architecture instead of desktop (OpenERP offers both GTK client and web)

Wireless technologies and progress in mobile technologies

“Why SAP Is Buying Sybase for $5.8 billion”; “SAP relies on Sybase’s strengths in transporting data to and from the smartphones of customers.” [05/12/2011]

Open Source ERPs are a down to earth solution (both on functionality and acceptance)

Big corporations were the first ones to deploy ERPs

But, recently, SME (95% of employment in Spain) are starting to grab market share

“SAP launches innovative new solution for U.S. SME businesses”; “While many SME have invested in multiple software applications, several report that they lack the ability to access the

information they need, when they need it, to make critical decisions.” [09/14/2011]


ERP Implementation3) BPR (Business Process Reengineering)

It is a key pre-requirement to any implementation

It emphasizes current system's drawbacks

It stresses and tries to maximize the productivity restructuring and reorganizing human resources, departments, functions, etc.

Basic principles:

Understand

Simplify

Automate

Tools: brain storming, previous complaints, interviews with the responsibles, job title definitions, etc.


ERP Implementation4) Implementation

An ERP implementation it is a long process that implies two working groups:

Parameterizing group: consulting firm

Implementation group: within the organization or a consulting firm

Classic question: how long will it take the implementation?

Commercials usually say that 6 to up to maximum 9 months

However, it usually takes between 18 and 24 months usually (a recent study to 1.600 ERP implementations over the world fiexed the average on 18 months)

Problem: those are the months for the “go-live” (one the main phases, see next slide)

This includes the implementation of the basic functionality, but it is just an initial step until the company really sees a Return On Investment (ROI)

Similar to what happens with the Social Media strategyHow can I know that an ERP will be profitable for my company?


ERP Implementation4) Implementation (II)


ERP Implementation4) Implementation (III)

The Great Mystery of the ERP 10-Year Itch: Why Businesses Can't Seem to Stick with Their ERP Software for More Than 10 Years?

Like most capital investments, CIOs and CFOs typically expect the investment in their new ERP software to last ten or more years

Problem: technology → fast changes that it is simply not feasible to remain too far behind the curve for too long

What is new in 2011? SaaS, cloud-based and hosted ERP software

Even if your software isn't outdated per se, there are enough ERP vendors developing compelling new solutions that make it tough to not at least think about replacing your current system

In most cases, however, the software itself isn't the problem

Most of the leading vendors in the marketplace have been around for 20 years or more, so you would think that their offerings would be keeping up to date with technology trends (JD Edwards from Oracle, BAAN from Infor, and Epicor)


ERP Implementation4) Implementation (IV)

It all comes back to misalignment between the business and the software itself


ERP Implementation4) Implementation (V)

The business is not going to stand still just because you don't want to deal with replacing your ERP software

ERP vendor isn't going to create a custom application just for you that meets all of your evolving business needs

First: do not stop upgrading your software. ERP vendors spend millions of dollars each year on making their software better, faster, and more robust to meet changing business needs, so the longer you wait to upgrade, the more you are exposing misalignments in the software

Second: revisit your software on an ongoing basis. You may find that it's time to replace it with something new, but you may also find that some simple configuration changes to the software or business process improvements will close the gap between what it's doing now and what the business needs. It's unlikely you will delay the need for an ERP software selection indefinitely, but it will buy you more time and a higher ROI on the original investment in the meantime


ERP Implementation5) Entering to production


ERP Implementation6) Success analysis

Profits and returns will arrive, but we must be patient

Basic functionality of the Phase 1 just provides a 30 – 50% of the profits

Some companies see how their expectations are not satisfied (perhaps the problem is that they had not established well their expectations). Perhaps, that is why 72% of them do not go over this initial phase

The important fact is to step up next two phases:

Phase 2: adding modules for report generation, exhaustive analysis, mobility, etc.

Phase 3: Business Intelligence modules. Take advantage of the full potential of an ERP, this is, generate wisdom from it

Just 28% of the companies arrive to this finish line :-(

These ones are the phases for business processes' restructuring (Business Process Management, GexAP of Ibermática, SAP Starter Kit) and change in organizational model


ERP Implementation6) Success analysis (II)

So, if an ERP offers me competitive advantages and a ROI, how can I measure those returns? i.e. Panorama Consulting Group: ROI calculator


ERP Implementation6) Success analysis (III)

Some of the main benefits of implementing and ERP solutions:

More accurate information

Tighter control of the costs

Faster answer to our clients

Tracking and monitoring activities

Quick answer to technological and market changes

Improvement of the interrelations in the value chain

It allows to have a unique client database table for all the companies within the group

It will make easier for the international operations

It allows daily accounting

Reduces paper documentation

Reduces activity duplication


ERP Implementation6) Success analysis (IV)

Some of the main benefits of implementing and ERP solutions (continuation)

Better stock management

Quality improvement

Reliability in service dates

Reduces operational costs


ERP Implementation6) Success analysis (V)

Some of the main costs of implementing and ERP solutions

Obvious costs (€/$)

Licensing (if applicable)

Parameterizing and consulting firms

Internal team hours,

Learning courses

Administration costs

Resource and function adaptation

Development of new functionalities

Other maintenance costs (back-ups, updates, etc.)


ERP Implementation6) Success analysis (VI)

Some of the main costs of implementing and ERP solutions

Less obvious costs (€/$)

Loss of clients when the system fails

Operational delays

Fails while parameterizing, defining, etc.

Uncertainty risks when choosing software supplier

Some employees' responsibilities

Migration of databases

Structural organizational problems are not fixed just by implementing and ERP

They do not imply previous and later steps/phases if it is a partial implementation


ERP Implementation6) Success analysis (VII)

The parameterizing of some ERPs is quite limited

Some ERP are quite expensive (SAP Business One 20.000 € + programmer for about 3.000 €)

Some ERP are seen by the market as very stiff and hardly adaptable solutions for the organizational workflow and business process requirements (in OpenERP both workflow and business processes are quite intuitive)

http://doc.openerp.com/book/1/1_2_Guided_Tour/1_2_Guided_Tour_openerp.html#process-management

This latest argument is the most important one when refusing to implement an ERP in the organizations

And what aboutselecting an

Open Source solution for

my company?


What is OpenERP?

A set of integrated solutions (all the pieces in the puzzle) for enterprise management

It automates and organizes business processes

What is a business process? Porter's value chain

Infrastructure

Internallogistics Operations

Externallogistics

Salesand

marketing

After-sales services

Research and Development

Human Resources

Administration


What is OpenERP? (II)

Free license, cross-platform and web and desktop clients

Integral: it makes possibleto control all the business

process of any givenorganization coordinating everyfunctional area. Everything in

the same software package

Modular: functionality isdivided into individual

modules. Parameterization and configuration of modules based

on the requirements of those functions.Modules: purchases, sales, stocks,

accounting, Human Resources, CRM,SRM, etc.

Adaptable: “Every company isa unique world”. Configuration and

parameterization of the businessprocesses and models. It allows

the development of modules

A-GPL License for the server + modules, GTK client and Koo client. OPL License (OpenERP

Public license) for the web client (it is a MPLWith some restrictions in the logos)


OpenERP Project

2002: 1.0 version. Originally developed as an Open Source solution by Fabien Pinckaers as a specific solution for an auction house

2004: first versions of TinyERP. Fabien Pinckaers sets the Belgian company Tiny Sprl

2005: OpenERP founded by CEO Fabien Pinckaers. Fabien's vision was that Open Source provided a better way to meet customers' expectations.

2006: 3.0 version. First version of OpenERP implemented in Spain successfully

2007: SVN repository opened. Some successful implementations. 35 official modules and 120 extras

2008: code in launchpad/bazaar. Community participation is opened. TinyERP becomes OpenERP. First Spanish OpenERP Conference in Zaragoza


OpenERP Project (II)

2009: OpenERP 5.0 is published. 114 official modules and 250 extras. It supposes the real launch of the OpenERP project. Implementations are done world wide. Second Spanish OpenERP Conference hold in Vilanova I La Geltru, Catalunya

2010: in July, OpenERP Early-Adopter Preview - 6.0-dev (alpha). Great community around the globle. It becomes the most reliable Open Source ERP. 500 published modules, 30 languages and presence in 80 countries. 3 million investment of venture capital to OpenERP. Third Spanish OpenERP Conference hold in the University of Deusto in Bilbao

2011: OpenERP has released its new version 6.0. More user-friendly, accessible, intuitive and ready to boost up a business. Response to the needs of customers, community and industries and the answer to today’s market


OpenERP Project (III)

Partners: over 150 partners deploy our software and support our customers in over 37 countries

Community: more than 1000 individuals contribute to improving the software every day

Investors: OpenERP went through a first round of financing with Sofinnova a leading European Venture capital firm and Iliad managers Xavier Niel and Olivier Rosenfeld

Employees: over 100 employees. Constantly reinforcing the team

Careers: availabilities on the web site or by email [email protected] ;-)

mailto:[email protected]


OpenERP Community

More than 1000 individuals contribute to improving the software every day. Working groups:

Expert Team

Accounting https://launchpad.net/~openerp-expert-accounting/+members

Services Management https://launchpad.net/~openerp-expert-service/+members

Manufacturing Industries https://launchpad.net/~openerp-expert-production/+members

Translators Team

Developer Team

Quality team

Committee team

Community team

Spain

Openerp Spanish Localization Project

https://launchpad.net/openerp-spain


OpenERP Community (II)

Launchpad Community (https://launchpad.net)

Supported by Canonical, it is a collaborative development platform that includes following tools:

Code hosting: branches. Managed by Bazaar

Bug tracking: bugs y bugtracker

Specifications monitoring: blueprints

Collaborative translations: translations

Documentation: sphinx y Bazaar

Management done depending on 3 profiles:

Projects

Workteams

Member

Many projects and work teams around OpenERPhttps://launchpad.net/openobject

https://launchpad.net/

https://launchpad.net/openobject


OpenERP Community (III)

OpenERP community is very young

Most of the teams, communication channels and collaborative tools have been set up along 2009 and 2010.

They are still being defined and adjusting some of the processes for collaboration

From 2010 February, exists the leader position, dedicated for the community

The leader, it is the one that communicates the community with Enterprise needs, defining and documenting processes, etc.

More detailed information about OpenERP communityhttp://www.slideshare.net/ejordi/comunidades-software-libre-comunidad-openerp

http://www.slideshare.net/ejordi/comunidades-software-libre-comunidad-openerp


OpenERP Technology

PostgreSQL

eTiny

OpenERPServer

Desktopclient:

Gtk, Koo

Webclient

XML-RPCNET-RPC

NET-RPC

All-in-one install kit

GNU/Linux and Windows

Multiplatform

GNU/Linux, Windows, Mac (there is no native version http://devteam.taktik.be)

Potent clients

Web, GTK, Koo (Qt)

MVC scheme

Model: PostgreSQL

View: XML (calendar, graphics, list, form)

Controller: Python

http://devteam.taktik.be/


OpenERP Technology (II)

Gateways for connecting with other applications:

Office suites: OOffice, MSOffice

Virtual shops: Magento, OssCommerce, VirtueMart

e-mail: Mozilla Thunderbird, Microsoft Outlook

Report generators: Jasper Reports, Ooffice

Launch cycles

Small versions (bugfixes): once a month (first days of the month)

Big versions (new functionalities): once a year (more or less)


How does OpenERP do business?

Some Frequently Asked Questions about OpenERP and business

Does my company really need an ERP? And OpenERP?

How does OpenERP make business with an Open Source solution?

And what about OpenERP decides to give up offering an ERP as Open Source? Will my company let by abandoned?

After downloading by myself OpenERP package, will I not be able to install it by myself?

Now that VAT has changed in Spain, will I be affected?

Will OpenERP be able to adapt to my working style?

Why do companies charge different tariffs for deploying OpenERP?

Will I have many bugs/errors for choosing an Open Source solution? Will it stop working some day?


Implementation approaches

Traditional ERP systems

Independent applications that must later be integrated

Dedicated information to every functional area

Each application, own database, own execution and development environment, etc.

Not easy control and maintenance of the ERP


Implementation approaches (II)

OpenERP

Modular integration

Wide variety of companies' functional areas (and if for any is not covered, it can always be extended)

It eases the flow of information focused on the business processes

Centralized database

Processes' internal reviews promotion


Implementation approaches (III)

Analysis + Methodology + Training

Analysis: Which problems do you want to be fixed for your company?

Design: design of the most suitable solution

Development + Integration

Implementation: install, configuration, training, support, set-up and documentation

Analysis Design Development Integration Implementation


Implementation approaches (IV)

Main activities' implementations

Minimum: invoicing and accounting

Standard SMEs: invoicing, accounting, purchases, sales and stocks

Standard Services: invoicing, accounting, purchases, sales, analytics and projects

Standard Production: invoicing, accounting, purchases, sales, analytics and manufacturing

Others: on-line shopping (oscommerce, magento, spree), etc.



Implementation approaches (V)

Structural implementation (support activities)

CRM and SRM

Human Resource Management

Documentary Management

Email management: poweremail

Reports: designer, jasper_reports, etc.

Evolution in module quantity



Implementation approaches (VI)

Specific solutions

Vehicles: tracking, barcodes, quality documents, etc.

Education: Standard SME + CRM + personalized education modules

Renting: Standard SME + periodical invoicing

Food: tracking (by national laws), etc.

Catering: personalized modules

Business Intelligence, Direct Marketing, etc.



ReferencesWeb sites

Break on Through to the Other Side: Moving Beyond ERP "Go-Live" to Competitive Edge and ROI http://it.toolbox.com/blogs/erp-roi/break-on-through-to-the-other-side-moving-beyond-erp-golive-to-competitive-edge-and-roi-40982

ERP Implementation http://panorama-consulting.com/services/erp-software-implementation/ERP ROI Calculator http://panorama-consulting.com/resource-center/erp-roi-calculator/Tier I and Tier II ERP Comparison 2008 http://whatiserp.net/erp-comparison/erp-comparison-saporaclemicrosoft-and-tier-2/ERP Market Share And Evaluation 2010 http://whatiserp.net/erp-comparison/erp-vendor-evaluation-2010/The 2010 ERP Vendor Analysis Results Are In, and the Winner Is...

http://www.backbonemag.com/Backblog/the-2010-erp-vendor-analysis-results-are-in-and-the-winner-is.aspxOpenERP: posicionamiento en el mercado http://www.slideshare.net/izquierdosusana/openerp-presentacionComunidad OpenERP http://www.slideshare.net/ejordi/comunidades-software-libre-comunidad-openerpIII Jornadas Estatales OpenERP http://www.slideshare.net/openerpsite/open-erp-jornadas-bilbao-2010-presentacin-carlos-libana-ting-y-ana-juaristiAnalysis: Why SAP Is Buying Sybase for $5.8B http://gigaom.com/2010/05/12/analysis-why-sap-bought-sybase-for-5-8-billion/SAP launches innovative new solution for US Small and Midsize Businesses http://www.sap.com/press.epx?pressID=2128OpenERP http://www.openerp.com/The Great Mystery of the ERP 10-Year Itch: Why Businesses Can't Seem to Stick with Their ERP Software for More Than 10 Years

http://it.toolbox.com/blogs/erp-roi/the-great-mystery-of-the-erp-10year-itch-why-businesses-cant-seem-to-stick-with-their-erp-software-for-more-than-10-years-41795?utm_source=twitterfeed&utm_medium=twitterGartner Says Worldwide Enterprise Software Revenue to Surpass $232 Billion in 2010 http://www.gartner.com/it/page.jsp?id=1437613Why it is recommended to change business practice to suit the ERP software rather than customizing the software?

http://www.eresourceerp.com/Why-it-is-recommended-to-change-business-practice.htmlStress Test for the Global Supply Chain http://www.nytimes.com/2011/03/20/business/20supply.html?pagewanted=1&_r=1&seid=auto&smid=tw-nytimestechEmployment protection and technology choice http://www.voxeu.org/index.php?q=node/6291With GSI Deal, eBay Shifts to Big Retail http://dealbook.nytimes.com/2011/03/28/ebay-to-buy-gsi-commerce-for-2-4-billion-bid/?smid=tw-

nytimes&seid=auto

http://it.toolbox.com/blogs/erp-roi/break-on-through-to-the-other-side-moving-beyond-erp-golive-to-competitive-edge-and-roi-40982

http://panorama-consulting.com/services/erp-software-implementation/

http://panorama-consulting.com/resource-center/erp-roi-calculator/

http://whatiserp.net/erp-comparison/erp-comparison-saporaclemicrosoft-and-tier-2/

http://whatiserp.net/erp-comparison/erp-vendor-evaluation-2010/

http://www.backbonemag.com/Backblog/the-2010-erp-vendor-analysis-results-are-in-and-the-winner-is.aspx

http://www.slideshare.net/izquierdosusana/openerp-presentacion

http://www.slideshare.net/ejordi/comunidades-software-libre-comunidad-openerp

http://www.slideshare.net/openerpsite/open-erp-jornadas-bilbao-2010-presentacin-carlos-libana-ting-y-ana-juaristi

http://gigaom.com/2010/05/12/analysis-why-sap-bought-sybase-for-5-8-billion/

http://www.sap.com/press.epx?pressID=2128

http://www.openerp.com/

http://it.toolbox.com/blogs/erp-roi/the-great-mystery-of-the-erp-10year-itch-why-businesses-cant-seem-to-stick-with-their-erp-software-for-more-than-10-years-41795?utm_source=twitterfeed&utm_medium=twitter

http://www.gartner.com/it/page.jsp?id=1437613

http://www.eresourceerp.com/Why-it-is-recommended-to-change-business-practice.html

http://www.nytimes.com/2011/03/20/business/20supply.html?pagewanted=1&_r=1&seid=auto&smid=tw-nytimestech

http://www.voxeu.org/index.php?q=node/6291


Copyright (c) 2011 Alex Rayón JerezThis work (but the quoted images, whose rights are reserved to their owners*) is licensed

under the Creative Commons “Attribution-ShareAlike” License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/

* http://img.tecnologiapyme.com/2009/12/openerp2.jpg, http://1thought2many.files.wordpress.com/2010/02/word-paperclip.jpg, http://www.nytimes.com/imagepages/2010/07/05/technology/20100706-iphone-graphic.html?ref=technology,

http://creativecommons.org/licenses/by-sa/3.0/

http://img.tecnologiapyme.com/2009/12/openerp2.jpg

http://1thought2many.files.wordpress.com/2010/02/word-paperclip.jpg

http://www.nytimes.com/imagepages/2010/07/05/technology/20100706-iphone-graphic.html?ref=technology


Profesor: Ing. Alex Rayón JerezBilbao, March 2011

Facultad de Ingeniería, ESIDEUniversidad de Deusto

Departamento de Tecnologías Industriales, Facultad de Ingeniería, Universidad de DeustoAvda. de las Universidades, 24, 48007 Bilbao, País Vasco, España

Alex Rayón Jerez

[email protected] contact me, so many other ways :-)

http://alexrayon.es/alex-rayon-20/

mailto:[email protected]

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