Enterprise Resource Planning and Integration

Closed Loop ◽

Resource Planning ◽

Production Program ◽

Mrp Ii ◽

Comprehensive Information ◽

Floor Control ◽

Manufacturing Resource ◽

Proper Material

Enterprise resource planning (ERP) is a state-of-the-art approach to running organizations with the help of comprehensive information systems, providing support for key business processes and more general, for electronic business (e-business). ERP has evolved from earlier approaches, in particular, materials requirement planning (MRP) and manufacturing resource planning (called MRP II) in the 1980s. The focus of MRP and MRP II was on manufacturing firms. The essential problem that MRP attacked was to determine suitable quantities of all parts and materials needed to produce a given master production schedule (also called a “production program”), plus the dates and times when those quantities had to be available. Application packages for MRP have been available from the 1960s on. In the beginning, they were mostly provided by hardware vendors like IBM, Honeywell Bull, Digital Equipment, Siemens, etc. MRP was later expanded to closed-loop MRP to include capacity planning, shop floor control, and purchasing, because as Oliver Wight (1884) puts it: “Knowing what material was needed was fine, but if the capacity wasn’t available, the proper material couldn’t be produced” (p. 48). The next step in the evolution was MRP II (manufacturing resource planning). According to the father of MRP II, Oliver Wight, top management involvement in the planning is indispensable. Therefore, MRP II expands closed-loop MRP “to include the financial numbers that management needs to run the business and a simulation capability” (Wight, 1984, p. 54). Enterprise resource planning (ERP) has its roots in the earlier MRP II concepts, but it extends those concepts substantially into two directions. ERP takes into account that other types of enterprises than those producing physical goods need comprehensive information system (IS) support as well, and even in the manufacturing industry, there are more areas than those directly related to the production of goods that are critical for the success of a business.

Enterprise Resource Planning and Integration

Encyclopedia of Information Science and Technology, Second Edition ◽

10.4018/978-1-60566-026-4.ch221 ◽

2010 ◽

pp. 1398-1404

Author(s):

Karl Kurbel

Keyword(s):

Closed Loop ◽

Resource Planning ◽

Production Program ◽

Mrp Ii ◽

Comprehensive Information ◽

Floor Control ◽

Manufacturing Resource ◽

Proper Material

Enterprise resource planning (ERP) is a state-of-the-art approach to running organizations with the help of comprehensive information systems, providing support for key business processes and more general, for electronic business (e-business). ERP has evolved from earlier approaches, in particular, materials requirement planning (MRP) and manufacturing resource planning (called MRP II) in the 1980s. The focus of MRP and MRP II was on manufacturing firms. The essential problem that MRP attacked was to determine suitable quantities of all parts and materials needed to produce a given master production schedule (also called a “production program”), plus the dates and times when those quantities had to be available. Application packages for MRP have been available from the 1960s on. In the beginning, they were mostly provided by hardware vendors like IBM, Honeywell Bull, Digital Equipment, Siemens, etc. MRP was later expanded to closed-loop MRP to include capacity planning, shop floor control, and purchasing, because as Oliver Wight (1884) puts it: “Knowing what material was needed was fine, but if the capacity wasn’t available, the proper material couldn’t be produced” (p. 48). The next step in the evolution was MRP II (manufacturing resource planning). According to the father of MRP II, Oliver Wight, top management involvement in the planning is indispensable. Therefore, MRP II expands closed-loop MRP “to include the financial numbers that management needs to run the business and a simulation capability” (Wight, 1984, p. 54). Enterprise resource planning (ERP) has its roots in the earlier MRP II concepts, but it extends those concepts substantially into two directions. ERP takes into account that other types of enterprises than those producing physical goods need comprehensive information system (IS) support as well, and even in the manufacturing industry, there are more areas than those directly related to the production of goods that are critical for the success of a business.

Системи управління навігації та зв’язку Збірник наукових праць ◽

МЕТОДИКА СТВОРЕННЯ ЄДИНОГО ІНФОРМАЦІЙНОГО ПРОСТОРУ НА ВИРОБНИЧОМУ ПІДПРИЄМСТВІ З ФУНКЦІОНАЛЬНО СТІЙКИМ ТЕХНОЛОГІЧНИМ ПРОЦЕСОМ

10.26906/sunz.2019.6.084 ◽

2019 ◽

Vol 6 (58) ◽

pp. 84-91

Author(s):

V. Sobchuk

Keyword(s):

Resource Planning ◽

Mrp Ii ◽

Manufacturing Execution Systems ◽

Advanced Planning ◽

Manufacturing Resource ◽

Manufacturing Execution

В роботі проводиться аналіз існуючих методик щодо управління промисловим підприємством. Найбільш відомими з них є такі нормативні документи управління: MRP II (Manufacturing Resource Planning), ERP (Enterprise Resource Planning), APS (Advanced Planning & Scheduling Systems) і MES (Manufacturing Execution Systems). Наводяться основні переваги та недоліки вказаних систем управління. Проведений аналіз вказує на необхідність створення систем управління нового покоління, яка тісно пов'язане з розвитком методики створення єдиного інформаційного простору підприємства і інтегрованих моделей для автоматизованих систем управління підприємством. Запропонована методика, що ґрунтуються на системному підході, який містять формалізований описи всієї сукупності виробничих та бізнес процесів; матеріальних об'єктів та ресурсів, що задіяні в оперативному управлінні виробництвом і його конструкторській та технологічній підготовці. Зазначена методика створення єдиного інформаційного простору підтримується відповідними базовими інформаційними технологіями, що забезпечують: реінжиніринг бізнес-процесів оперативного управління та технічної підготовки виробництва з метою забезпечення переходу від функціонально-орієнтованої до процесної організації управління підприємством; опис і візуальне представлення електронної структури виробу й надання йому статусу стандарту підприємства; управління бізнес-процесами оперативного планування і технічної підготовки виробництва з використанням електронної структури виробу, спрямоване на підтримку функціональних задач APS, MES, PLM-систем. Зокрема, в роботі розглянута математична модель технологічного процесу на промисловому підприємстві. Вводиться поняття та умови функціональної стійкості технологічного процесу на промисловому підприємстві. Вказуються критерії функціональної стійкості технологічного процесу

Information System Development Based-on ERP and RAD Methods: Application For Activities Information Broadcasting

JUITA Jurnal Informatika ◽

10.30595/juita.v8i2.7684 ◽

2020 ◽

Vol 8 (2) ◽

pp. 149

Author(s):

Sunardi Sunardi ◽

Abdul Fadlil ◽

Faqihuddin Al-anshori ◽

Shoffan Saifullah

Keyword(s):

Information Systems ◽

System Development ◽

Boarding School ◽

Resource Planning ◽

Application Development ◽

Rapid Application Development ◽

Material Requirement ◽

Manufacturing Resource

As technology develops, information systems become very important in institutions. Information systems support the delivery of information quickly and accurately. The system is a reference at the Persada Islamic Boarding School Ahmad Dahlan University to develop an information delivery system using applications integrated. Manual systems cause the information to be less relevant, requiring an integrated and comprehensive system that can effectively and efficiently deliver information to students. The application developed using Enterprise Resource Planning (ERP) and Rapid Application Development (RAD) methods. The application of these methods requires two main steps, including determining ERP and RAD for implementation. The process for obtaining an ERP method requires steps such as Material Requirement Planning, Close-Loop, and Manufacturing Resource Planning, and Enterprise Resource Planning. The RAD method requires steps such as Requirement Planning, RAD Design Workshop, and Implementation. Application testing used black-box and alpha testing. Each of these tests obtained an accuracy of 95% and 97.7%. Thus, this application can be implemented in Persada very well on mobile and desktop platforms. Besides, the app used information broadcasting to users in real-time for any information in Persada.

Proceedings of the Thirty-First Hawaii International Conference on System Sciences ◽

Developing complex information systems from standard software components: a case study within manufacturing resource planning (MRP II)

10.1109/hicss.1998.654768 ◽

2002 ◽

Cited By ~ 1

Author(s):

M. Braun ◽

S. Mohle

Keyword(s):

Information Systems ◽

Resource Planning ◽

Software Components ◽

Mrp Ii ◽

Complex Information ◽

Manufacturing Resource ◽

Standard Software

3 MRP II – Manufacturing Resource Planning

ERP und SCM ◽

10.1515/9783110701203-003 ◽

2021 ◽

pp. 101-172

Keyword(s):

Resource Planning ◽

Mrp Ii ◽

Manufacturing Resource

ERP Adoption in Indian Organizations

Encyclopedia of Information Science and Technology, First Edition ◽

10.4018/978-1-59140-553-5.ch194 ◽

2005 ◽

pp. 1102-1107

Author(s):

Monideepa Tarafdar

Keyword(s):

Inventory Management ◽

Business Processes ◽

Resource Planning ◽

Social Contexts ◽

Erp Systems ◽

It Use ◽

Wide Availability ◽

Erp Software

Enterprise resource planning (ERP) systems integrate various functions and processes in organizations. ERP software is developed in the form of different modules, each of which helps to perform distinct functions within the company. The modules interface with the same database and are integrated so that workflows can be designed across different modules. The software helps standardize business processes and ensures organization-wide availability of transaction data. ERP software evolved from earlier manufacturing resource planning (MRP) systems, which included inventory management, procurement and production planning functions. The implementation of ERP software started in the early 1990s and during the late 1990s, the growth rate of the ERP market was between 30 to 40%. As of 2001, 30,000 companies around the world had implemented ERP and the total value of the ERP market was at $25 billion. There is not much literature relating to ERP implementation and adoption in companies in Asia and other parts of the developing world. These organizations face issues that are significantly different from those faced by organizations in the developed world, because of differences in the sophistication of IT use, and in the cultural and social contexts. In this article, we describe some experiences that companies in India have gone through in implementing ERP systems. We present a framework for analyzing the critical factors and issues that influence the ERP adoption process, and highlight the areas of opportunity and risk. The framework is sufficiently general so as to be extended to other developing countries.

Information and Communication Technologies Management in Turbulent Business Environments ◽

E-Technology

10.4018/978-1-60566-424-8.ch014 ◽

2009 ◽

pp. 266-284

Author(s):

S.C. Lenny Koh ◽

Stuart Maguire

Keyword(s):

Supply Chain ◽

Value Added ◽

Resource Planning ◽

Digital Economy ◽

Demand Chain ◽

Front Office ◽

Manufacturing Resource ◽

Office Systems

Globalisation, modernisation and streamlining paradigms have driven many enterprises to use various e-Technologies in order to improve the performance of existing operations, and compete globally and strategically to enhance manufacturing enterprise competitiveness, which in today’s digital economy, is often networked and interconnected via the Internet, Intranet, and Extranet. Examples of the e-Technology include e-Commerce, e-Business, e-Procurement and e-Logistics. These technologies are in place to support the notion of establishing a value-added e-Supply chain and e-Demand chain. The support of back-office systems, e.g. Supply Chain Management (SCM), Manufacturing Resource Planning (MRPII), Enterprise Resource Planning (ERP) are crucial to enable seamless information flow in the supply chain, whilst support from front-office systems, e.g. Customer Relationships Management (CRM), is important to coordinate the demand chain. Appropriate alignment of the e-Technology with the systems is expected to create further competitive advantages. Hence, e-Technology is a core competence in contributing to competitiveness in the digital economy. It is not merely a facilitating enabler, but a critical enabler towards globalization. (Ketikidis et al, 2006).

The Role of Electronic Business in the Reengeneering and Integration of Business Processes

Economic Themes ◽

10.1515/ethemes-2017-0030 ◽

2017 ◽

Vol 55 (4) ◽

pp. 539-560

Author(s):

Slavoljub Milovanović ◽

Tanja Janaćković ◽

Jovica Stanković

Keyword(s):

Information Technologies ◽

Business Processes ◽

Resource Planning ◽

Business Environment ◽

Customer Relationship ◽

Planning System ◽

Business Practices ◽

Electronic Business ◽

The Impact

AbstractElectronic business leads to the reengineering of business processes in a company, which encompasses integrating processes through customer relationship management, supply chain management, and an enterprise resource planning system. The aim of the paper is to analyse the impact of electronic business on enterprise transformation through reengineering and integration of business processes. The significance of the research is to emphasise management problems and challenges encountered by companies due to electronic business and application of information technologies. The research applies an analytical method to examine the effects of electronic business on business processes. The main contribution of the research is to look at electronic business as an initiator and the cause of radical changes in business processes characterised as reengineering. By transforming their business practices into electronic business, companies make significant efforts in their restructuring in order to deal with the changes in the competitive environment. The basis of these efforts is a redesign and change of business processes. The conclusion is that introducing the Internet and Web-technologies in business does not require only a radical reengineering of existing basic business processes but also generation of new ones, which would support the new business environment.

THE BENEFITS OF INFORMATION SYSTEMS IN THE MANAGEMENT OF INDUSTRIAL ENTERPRISES

MM Science Journal ◽

10.17973/mmsj.2021_10_2021022 ◽

2021 ◽

Vol 2021 (4) ◽

pp. 4743-4748

Author(s):

VANESSA PRAJOVA ◽

◽

PETER KOSTAL ◽

STANISLAW LEGUTKO ◽

STEFAN VACLAV ◽

...

Keyword(s):

Information Systems ◽

Information And Communication Technologies ◽

Business Processes ◽

Rapid Development ◽

Resource Planning ◽

Vital Role ◽

Enterprise Information ◽

Industrial Enterprises ◽

New Business

The ability to make good decisions on the deployment and use of information and communication technologies has become part of successful governance. The convergence of information, communication and multimedia technologies has created new business opportunities that will play a vital role in the economy and public life over the coming decades. On enterprises development in recent years has been dramatically influenced by the rapid development of technologies for processing and organizing them. These technologies share the role of an information integrator to support decision-making at all levels of the manufacturing enterprise. Enterprise resource planning is a key transactional application of enterprise information systems. Its main features include the ability to automate and integrate key business processes, functions and data across the enterprise.