scholarly journals Tribridge Health360: A Platform for Quality Care

10.28945/4076 ◽  
2018 ◽  
Vol 3 ◽  
pp. 001-019
Keyword(s):  
Enterprise Resource Planning ◽  
Business Performance ◽  
Health Management ◽  
Quality Care ◽  
Resource Planning ◽  
Vice President ◽  
Cloud Services ◽  
Care Organization ◽  
The Us ◽  
Patient Centric

After a conference call with a team of his business consultants, Damon Auer, Vice President of Health and Life Sciences at Tribridge, pondered on the challenges facing his team as they tried to expand sales of Tribridge’s new Microsoft cloud based software platform–Health360. Damon, an expert in transformational Enterprise Resource Planning (ERP) and Customer Resource Management (CRM) programs, specialized in helping organizations achieve business performance improvements. He had already grown a $30 million company that was acquired by Tribridge in 2009 and he was instrumental in the development of Tribridge Health360. Damon had worked at Tribridge, an award-winning provider of cloud services specifically designed for Microsoft ERP solutions, for over 8 years. Tribridge provided consulting, implementation and systems integration services for all four lines of Microsoft Dynamics ERP applications. Microsoft partnered with Tribridge to offer Health360 in the MS AppSource marketplace and Tribridge offered the platform through sales teams in six countries and many other parts of the world showed interest in the technology. Damon and his team had conceived of the idea for Tribridge Health360, a patient-centric, population health management solution built on the Microsoft Dynamics CRM platform, in 2011. It was inspired by the transformational impact of the changing economic model (from volume to value) initiated by the U.S. Affordable Care Act (ACA) and their experience helping a major metropolitan healthcare provider enable the largest commercial Accountable Care Organization (ACO) in the US. It had its first customer in 2013 and was a solution that responded to the trend of moving away from the traditional claims payments and a provider-centric (physician) care model to one that was patient-centric and focused on quality of care. The potential advantage of this approach using the Tribridge platform was that it permitted the healthcare system to proactively and personally coordinate care for individuals. Auer looked out his office window and pondered the full platform commercialization effort building upon eight sales “pods” of four people each in the US and five other countries. Further engagement with Microsoft was an opportunity for his teams to increase their international presence, generate revenue, and develop more collaborations. But there were many players and potential partners in the healthcare space. As Auer thought about the decision, he realized he had a lot of questions. Should Tribridge invest in increasing sales in the international markets and to what extent? How would the technology need to change, and would changes like developing different versions of the software in different languages even be possible? Should Tribridge partner with other organizations abroad?

ERP and SCM Integration

2013 ◽  
Vol 9 (2) ◽  
pp. 106-124 ◽  
Author(s):  
Shereen Mekawie ◽  
Ahmed Elragal
Keyword(s):  
Supply Chain ◽  
Performance Measures ◽  
Enterprise Resource Planning ◽  
Business Performance ◽  
Business Processes ◽  
Resource Planning ◽  
Research Approach ◽  
Types Of Information ◽  
Business Performance Measures

Organizations rely on various types of information systems (IS) to manage day-to-day business and make decisions such as enterprise resource planning (ERP) and supply chain management (SCM) systems. Organizations rely on ERP systems to replace their legacy systems, integrate core business processes and to help adding value and increasing visibility. Additionally, SCM systems help organizations to enhance relationships with supply chain members. It is essential for organizations to measure their business performance by taking into consideration intra-organizational and inter-organizational indicators. Therefore, the integration between ERP and SCM systems is a key to enable more business performance; that were otherwise hidden. Accordingly, the motive for this paper is to study the influence of ERP-SCM integration on enabling more business performance measures. For this reason, a business performance measures framework was constructed and then tested on two organizations using multi-case study qualitative research approach. Analysis results indicated that integrating ERP and SCM systems would render more performance measures and hence enable better and wider-scope evaluation. Consequently, managers are more informed and accordingly are able to make high quality decisions.

scholarly journals The Impact of Enterprise Resource Planning on Business Performance: With the Discussion on Its Relationship with Open Innovation

2020 ◽  
Vol 6 (3) ◽  
pp. 87
Author(s):  
Sara AlMuhayfith ◽  
Hani Shaiti
Keyword(s):  
Enterprise Resource Planning ◽  
User Satisfaction ◽  
Exploratory Study ◽  
Business Performance ◽  
Resource Planning ◽  
Planning System ◽  
Significant Finding ◽  
Erp Systems ◽  
Study Results ◽  
The Impact

Small and medium enterprises (SMEs) have played an important role in economic development. The increasing number of SMEs have resulted in the business landscape to become more and more competitive. This has made SMEs to also undergo great challenges to be able to maintain their existence and expand their businesses. It is argued that the enterprise resource planning system (ERPs) can improve business performance. Therefore, the primary purpose of this study is to examine the impact of an ERPs usage on the financial and non-financial performance of the Saudi SMEs. An exploratory study has been used to identify the factors contributing to the effective and successful use of an ERP system. The findings indicate seven contingency factors. Based on the exploratory study results, three hypotheses have been developed and tested in a quantitative study. A survey is constructed and sent to 200 Saudi SMEs that adopted the ERP systems. About 120 valid responses have been received. For data analysis and hypothesis testing, a structural equation modelling (SEM) tool has been adopted. The results depict that management support, user satisfaction, and training significantly impact the ERPs usage. Another significant finding is that ERP systems enhance SMEs’ performance.

scholarly journals Erhardt+Leimer India Limited: Strategic Transformation through ERP

2001 ◽  
Vol 26 (1) ◽  
pp. 83-132
Author(s):  
S Kaushika Madhavan
Keyword(s):  
Enterprise Resource Planning ◽  
Resource Planning ◽  
Vice President ◽  
High Rate ◽  
Erp Implementation ◽  
Orientation Data ◽  
Equipment Manufacturing ◽  
Substantial Investment ◽  
Rate Of Failure ◽  
Strategic Transformation

The July-September 2000 (Vol 25, No 3) issue of Vikalpa had published a Management Case titled Erhardt+ Leimer India Limited by S Kaushika Madhavan. In this issue, we feature 11 responses from Mahima Balakrishnan, Sujith Kumar Chandrasekaran and Bharat B Lalwani; Somya Bhatnagar, Samrat Chanda, Abbey Thomas and Sanchali Chakraborty; Anindita Ghosh, A Preeti, Y Mallikarjuna Reddy and Piyush Goyal; Mohit Kumar Jakhodia, Harry Jose, Saurabh Mittal, Yashpal Krishna Das and Abhishek Bansal; Pavan Jolly, Nidhi Gupta, Purvi Modi, Sheel Shah, Shantanu Mazumdar and Santosh Kurian T; Neeraj Kaushlendra, Sptarshi Ganguly and Sushmita Biswas; S Rajaram; V Venkata Rao; Dipankar Roy, Somnath Bondopadhaya, Maulik Singhal and Rajat Shrivastava; Anand Sridharan, V T Bharadwaj and N Ravichandran; and C Venkat. Erhardt+Leimer India Limited (ELIL), in the business of textile and related equipment manufacturing, is facing increased competition, stagnation in revenue, and eroded profitability. ELIUs parent company in Germany had implemented Enterprise Resource Planning (ERP) solutions to enhance its effectiveness and had offered ELIL some licences free of cost. Mr S Rajaram, Vice President (Operations) of ELIL, though excited about the possibility of adopting ERP solutions is also concerned about implementation issues. They are: inadequate computing infrastructure, need for substantial investment, need to improve process orientation, data discipline, the prevailing organizational culture, and the high rate of failure in ERP implementation. Considering that he has to make a recommendation to the Board on ERP implementation, he is wondering whether ELIL is prepared for this change.

Understanding Enterprise Resource Planning Reliability for Operational Excellence

2020 ◽  
pp. 119-139
Author(s):  
Julius Nyerere Odhiambo ◽  
Elyjoy Muthoni Micheni ◽  
Benard Muma
Keyword(s):  
Enterprise Resource Planning ◽  
Business Performance ◽  
Resource Planning ◽  
Business Environment ◽  
Integrated System ◽  
Sustainable Competitive Advantage ◽  
Erp System ◽  
Business Operations ◽  
Sales And Marketing ◽  
Operational Excellence

The quest for sustainable competitive advantage and the urge to adapt to a challenging business environment has made firms around the globe to adopt enterprise resource planning systems so as optimally leverage on the enterprise-wide resources and be more responsive to customer demands. Globally organizations seeking to enhance their competitiveness have utilized Enterprise Resource Planning (ERP) systems to enhance their operational efficiency. The ERP philosophy advocates for the incorporation of personnel, finance, manufacturing, distribution, sales, and marketing modules into a single integrated system and a central database, allowing an organization to efficiently and effectively utilize its resources. The planning and better management of organizational resources, improved business performance, and better integration of business operations can be facilitated by an ERP system to offer an avenue of excellence for a business. Despite the potential benefits an ERP system offers an organization, few studies have explored the ERP reliability in the context of competition driven business imperatives.

Enterprise Information Systems and Digital Marketing

2018 ◽  
pp. 53-71
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Information Systems ◽  
Enterprise Resource Planning ◽  
Business Performance ◽  
Resource Planning ◽  
Digital Marketing ◽  
Enterprise Information ◽  
Enterprise Information Systems ◽  
Business Environments ◽  
Modern Business ◽  
Social Media Platforms

With the support of modern technologies, enterprise information systems (EISs) and digital marketing are the significant approaches in modern business and can lead to the establishment of a consolidated business system toward improving the business performance. EISs and digital marketing are related to enterprise resource planning (ERP), electronic commerce (e-commerce), cloud computing, and social media platforms. EISs and digital marketing help modern businesses gain the rapid access to the mass market at an affordable price, increase business profit, and attract new customers in a timely and effective manner. EISs and digital marketing allow managers and executives to establish their profitable strategies and to find various business opportunities in the competitive business environments.

A Framework for Digital Accounting

2011 ◽  
pp. 1-14
Author(s):  
Ashutosh Deshmukh
Keyword(s):  
Data Storage ◽  
Enterprise Resource Planning ◽  
Business Performance ◽  
Data Entry ◽  
Resource Planning ◽  
Local Area ◽  
Skill Sets ◽  
Digital Format ◽  
Networking Technologies ◽  
Accounting Software

The term digital refers to digits or numbers; however, in the computer science lexicon this term refers to the representation of information in 0s and 1s, which can be read, written and stored using machines. The prefix “e” refers to electronic, meaning use of electricity in powering machines such as computers. Digital accounting, or e-accounting, as a corresponding analog, refers to the representation of accounting information in the digital format, which then can be electronically manipulated and transmitted. Digital accounting does not have a standard definition but merely refers to the changes in accounting due to computing and networking technologies. Accounting, the art and science of measuring business performance, has evolved with business, more so with information technology. Punch cards and mainframes, databases and data warehouses, personal computers and productivity software, specialized accounting software and Enterprise Resource Planning (ERP) systems, Local Area Networks (LANs) and Wide Area Networks (WANs), among other things, have left their mark on accounting theory and practice. For example, data-entry mechanisms, data storage and processing mechanisms, end reports, internal controls, audit trails and skill sets for accountants have been in continual flux for the past several decades.

Implications of Supply Chain Management on the Connection between Business Performance and Enterprise Resource Planning Framework

2020 ◽  
pp. 101-108
Author(s):  
Ying Zhang ◽  
Zakaria Fareed
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Enterprise Resource Planning ◽  
Structural Equation ◽  
Business Performance ◽  
Resource Planning ◽  
Chain Management ◽  
Fundamental Information ◽  
Planning Framework ◽  
Essential Set

Enterprise Resource Planning (ERP) and Supply Chain Management (SCM) are the two fundamental Information Technology (IT) investment advancements that businesses are resorting to in the modern age. These are the advancements and options which are known to be essential in literature as a contributing fact to the enhancement of Business Performance (BP). In that regard, the main purpose of this contribution is to evaluate the adoption of ERP and its effects of BP through the option of SCM. This paper presents a novel model that applies enterprise resource planning with the option of SCM to effectively optimize BP in the competitive world. The structural equation framework is thus fundamental for testing of the model and how its fits the level of the four projected research hypotheses. The essential set of data for this analysis was gathered from companies in Malaysia. The findings in this research have been supported using empirical evidences, availability of positive factors of ERP for the option of supply chain ultimately amounts to enhanced BP.

scholarly journals COVID19 Real-World Data for the US and Lessons to Re-Open Business

2020 ◽  
Author(s):  
Pascal J. Goldschmidt-Clermont
Keyword(s):  
Enterprise Resource Planning ◽  
Real World ◽  
Resource Planning ◽  
The United States ◽  
Lessons Learned ◽  
Planning System ◽  
Real World Data ◽  
World Data ◽  
The Us ◽  
Contact Tracking

AbstractIn March of 2020, the COVID19 pandemic had expanded to the United States of America (US). Companies designated as “essential” for the US had to maintain productivity in spite of the growing threat created by the SARS-CoV-2 virus. With this report, we present the response of one such company, the Lennar Corporation, a major homebuilder in the US. Within days, Lennar had implemented a morning health check via its enterprise resource planning system, to identify associates (employees) who were sick, or not in their “usual state of health”. With this survey, Lennar was able to ensure that no one sick would show up to work, and instead, would self-quarantine at home. Furthermore, with thorough contact tracking, associates exposed to COVID19 patients (suspected or RT-PCR test-confirmed), were also asked to self-quarantine. This survey, in addition to other safety measures, such as an overhaul of the company with nearly 50% of the company working from home, prolific communication, and many more measures, Lennar was able to function safely for its associates and successfully as an enterprise. The data that we present here are “real world data” collected in the context of working throughout a dreadful pandemic, and the lessons learned could be helpful to other companies that are preparing to return to work.

Applying a Design Process to Create a Reduction Platform of GHG in Industries

2010 ◽  
Author(s):  
Javier A´vila ◽  
Silvia Gonza´lez ◽  
Vicente Borja ◽  
Alejandro C. Rami´rez ◽  
Marcelo Lo´pez Parra
Keyword(s):  
Climate Change ◽  
New Product Development ◽  
Enterprise Resource Planning ◽  
Resource Planning ◽  
Ghg Reduction ◽  
The Us ◽  
National University ◽  
Mitigate Climate Change ◽  
The University ◽  
Environmental Agencies

This paper describes the final results of a project aiming at addressing climate change by creating a GHG reduction platform for businesses with carbon management needs in global markets. The project was carried out during a New Product Development course in a bi-national program between The University of California at Berkeley (UCB) and the National University of Mexico (Universidad Nacional Auto´noma de Me´xico, UNAM) in Mexico City. The program features collaboration between the Engineering and Design Schools at UNAM and Engineering and Business Schools at UCB and the College of Architecture CCA. The project, The Carbon Collaborative (TCC) is aimed at consolidating and managing the wide variety of policies and instruments created by governments and environmental organizations to mitigate climate change, and the anthropogenic gas emissions emitted by industry in particular in the US and Mexico. Based on a web platform TCC will provide companies with information on carbon legislation and a centralized location to find transparent and certified methodologies for carbon emission assessment. The differences between the US and Mexican markets lead to advantages for each part. The US market is full of developed consulting enterprises, which is not the case in the Mexican arena, giving to TCC the opportunity of being pioneers to regulate and manage large and small emitters, government environmental agencies and ERP (Enterprise Resource Planning) companies.

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