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B2B Integration : A Practical Guide to Collaborative E-commerce

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Enterprise Application <strong>Integration</strong> (EAI) 107<br />

The efficiency, and ultimately, the success of an enterprise <strong>to</strong>day<br />

depends on the immediate flow of information across the complete<br />

supply chain. To this end, ERP promises <strong>to</strong> replace multiple, disparate<br />

silo systems with one enterprise environment. Today's modern ERP<br />

systems enable companies <strong>to</strong> standardize business processes across the<br />

enterprise including sales, accounts receivable, engineering, planning,<br />

inven<strong>to</strong>ry management, accounts payable, quality management,<br />

production, distribution planning and external transportation.<br />

His<strong>to</strong>ry of ERP<br />

ERP initially grew from the needs of the manufacturing industry. The<br />

focus of manufacturing systems in the 1960s was on inven<strong>to</strong>ry control.<br />

Most of the software packages were 'homegrown' and designed <strong>to</strong><br />

handle inven<strong>to</strong>ry based on the traditional inven<strong>to</strong>ry models of the time.<br />

In the 1970s the focus shifted <strong>to</strong> MRP (Material Requirement Planning)<br />

systems that translated the master schedule built for the end items in<strong>to</strong><br />

time-phased net requirements for the sub-assemblies, components and<br />

raw materials planning and procurement.<br />

In the 1980s, with the advent of the just-in-time inven<strong>to</strong>ry model,<br />

MRP evolved <strong>to</strong> MRP-II which extended material planning <strong>to</strong> the<br />

shop floor and distribution management activities. In the early 1990s,<br />

MRP-II was further extended <strong>to</strong> cover areas such as engineering, finance,<br />

human resources and project management — essentially any process<br />

across the enterprise. Hence, the birth of enterprise resource planning.<br />

ERP implementation<br />

The implications <strong>to</strong> existing business processes must be assessed before<br />

implementing an ERP solution. The traditional approach has been <strong>to</strong><br />

conduct a comprehensive business process reengineering (BPR) analysis<br />

prior <strong>to</strong> taking up ERP. The BPR process should identify areas for<br />

process improvement in addition <strong>to</strong> high-level integration and<br />

cus<strong>to</strong>mization requirements.<br />

The leaders in the ERP marketplace include SAP AG (SAP R/3),<br />

PeopleSoft, JD Edwards, Oracle, BaaN Infosystems (BaaN IV), Ramco<br />

Systems (Marshal) and QAD (MFG/PRO). SAP is, by far, the dominant

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