ENTERPRISE

RESOURCE
PLANNING BY –
• Amrendra Pradhan
• Asish Nayak
• Bhagirath Das
• Isha Khan
• Pallavi Chatterjee
 The practice of consolidating an
enterprise’s planing,
manufacturing, sales and
marketing efforts into one
management system.

WhAt is ERP?
Combines all databases across
departments into a single
database that can be accessed
by all employees.
 software MRPII systems ERP ( Integrated
packages with ( Adds financial manufacturing
inventory accounting with supply
control system) chain)

EVOLUTION 1970s 1990s

OF ERP 1960s 1980s Late 1990s

MRP systems MRPII

(Production ( Integrated
schedule with system for
material manufacturing
management execution)
NEED OF ADOPTING ERP

Standardise and
Integrated Integrated
speed up
financial customer order
operations
information information
processes

Standardise
Reduce inventory Human Resource’s
information
ERP
ARCHITECTURE

• The process of
translating business
vision and strategy into
effective enterprise
change by creating,
communicating and
improving key
requirements,
principles and models
that describe the
enterprise’s future
state and enable its
evolution.
Two most commonly employed
architectures are:

Two-tire Architecture

Three-tire client Architecture

Two-tire implementations

• The server handles both

application and database
duties.
• The clients are
responsible for presenting
the data and passing user
input back to the server.
• This distribution of
processing responsibilities
remains the same even in
the presence of multiple
servers.
Three-tier Client/server
Implementation Architectures

• The database and application

function are separated.
• This is very typical of large
production ERP deployments.
• Satisfying client requests
requires two or more
network connections.
• The client establishes
communications with the
application server which then
creates a second connection
to the database server
 ERP LIFE CYCLE
ERP lifecycle is in which highlights the different stages in
implementation of an ERP
 Pre evaluation screening
Evaluation package
Project planning
Different
Phases Of GAP analysis
ERP Re-engineering
Lifecycle Team training
Testing
Post implication
 • Decision for perfect package
• Number of ERP venders
Pre-Evaluation • Screening eliminates the packages that
are not all suitable for the companie’s
screening business process
• Selection is done on best few package
available
Package • Package is selected on basis of
different parameter

Evaluation • Test and certify the package and also

check the coordination with different
department
• Selected package will determine the
success or failure of the project
Benefits of ERP

IMPROVED RESOURCE BETTER CUSTOMER IMPROVED SUPPLIER INCREASED FLEXIBILITY

UTILISATIONS SATISFACTION PERFORMANCE

REDUCE QUALITY COSTS IMPROVED INFORMATION REDUCTION IN LEAD-TIME ON-TIME SHIPMENT

ACCURACY AND DECISION
MAKING CAPACITY
Do’s of ERP

• Commitment from project sponsor

• Commitment of resources
• Selection of package and consultant
• Project management
• Legacy data
 1-Creeping in of additional
functionality

2-Unrealistic expectations
Don’ts of
ERP
3-Information overload

4-Resistance to change
 1. Lack of defined goals

2. The wrong or undefined scope of

the project

Failure Of 3. Overselling the system by the ERP

Vendor leading to expectations
ERP mismatch

4. Lack of change management

5. Customization
 6. Lack of proper training and
building internal capacity

7. Lack of clearly identified

resources for implementation

Failure Of 8. Handling User’s resistance

ERP
9. Lack of Communication with the
ERP Vendor

10. Unrealistic expectations of the

Users
What is an ERP implementation?

AN ERP IMPLEMENTATION IS INSTALLING ONSITE MIGRATING DATA FROM YOUR TRAINING THE FINANCE TEAM
THE PROCESS OF SOFTWARE AND/OR PREVIOUS SYSTEM OR TO USE THE NEW SOFTWARE.
INSTALLING ENTERPRISE CONTRACTING WITH A SAAS SYSTEMS INTO THE NEW ERP. THAT PROCESS MAY INCLUDE
RESOURCE PLANNING PROVIDER. OFTEN, KNOWLEDGE TRANSFER
(ERP) SOFTWARE, AND THEN COMPANIES SEEK HELP FROM FROM EMPLOYEES WHO
MAKING SURE YOUR TEAM IS THE VENDOR OR AN PREVIOUSLY USED THE
MAKING THE MOST OF THE IMPLEMENTATION PARTNER SYSTEM OR FORMAL
TECHNOLOGY. THE PROCESS SPECIALIZING IN ERP, THE EDUCATION FROM YOUR
INCLUDES THREE MAIN VERTICAL INDUSTRY OR IMPLEMENTATION PARTNER.
PHASES: SPECIALIZED USE CASES.
 • N&N Moving Supplies, a family-run

ERP Case distributor of moving equipment and

supplies, successfully implemented an
ERP system after expanding from one

Study : N&N location in Georgia to three locations

in multiple states and more than
quadrupling its workforce.
Moving • Running on QuickBooks and a third-
party payroll provider, it was nearly

Supplies impossible to keep accurate time

records and reconcile payroll with
general ledger accounts. So, N&N
turned to ERP to manage its
accounting and payroll processes.
During the implementation process for
NetSuite ERP, N&N worked with a
NetSuite partner,Novatime, to add a
time-clock solution to the main system
 • With this in place, N&N was
able to: 
• Reduce payroll processing
time by 84%.
ERP Case • Balance accounts faster.

Study : N&N • Improve the accuracy of

hours and vacation time

Moving counts.
• See labor-cost trends across
Supplies its three locations.
• Give employees access to
personalized ERP dashboards
on iPads at each of its sites.
 Key takeaways:

N&N’s case study nods to another major implementation success factor: managing
employee morale. ERP projects often fail when execs and other employees don’t
feel a sense of buy-in. By providing personalized dashboards—and ideally explaining
their benefits to employees before the implementation—N&N avoided this pitfall. 

The case study also shows that a third-party partner can be helpful in tailoring the
ERP system to precisely fit your company’s needs.
Thank you