830 resultados para Enterprise Resource Planning


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This paper analyzes the impact of implementing an information system, Enterprise Resource Planning - ERP, in a small business of the furniture industry. The goal this is show the impacts felt during and after implementation, showing behavioral and technological changes made by the study. The paper concludes by citing about the importance of cultural and behavioral changes for the good use of the system, besides showing the need to adapt to new technologies and ways of working to adapt to today's world of constant change and eternal conflict of the market

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Accuracy in physical inventory process is essential to develop anefficient inventorycontrol. This ensures the availability of products and ensure that the information contained in the information systems areinaccordancewith the reality of inventories. The inventory management policies of the company aim ofthis study established that all the materials in their inventory must becounted, which is proving a challenge. Therefore, the aim of thiswork is to identify the critical inventories and analyze them, seeking flaws and possible improvements in the inventory count process. For this, we used the tools of quality management, such as Pareto and Cause and Effect Diagrams in an action research. The results show that the stocks of finished products are critical in volume and can be hampered by a lack of training and personnel trained in performing the process, as well as limitations in ERP used. With the actions taken against these problems, we could notice an improvement in the process, because the data collection and processing of data has become easier, besides the occurrence of errors decreased. In addition, there was an acceleration in meeting targets compared to the previous period

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Companies that invest in current technologies maintain themselves updated, improve their business rules and anticipate themselves against rivals providing a better service to their customers. This project aims to develop an ERP - Enterprise Resource Planning module for Android which complements an existing manager system and, that attends the needs of a rental equipment business for civil building, i.e., it improves the communication channel company-client and betters the identification and control of products. During the developing of this project, it was necessary to study the company business rules, analyze the requirements and the appropriate technologies. This project was organized in two parts, contemplating e ach of these needs. It were implemented specific modules for generate budgets and pre-orders in the first part and, the use of radiofrequency tags in the second one. Thus, it was possible to assign mobility to company business rules so that a better rental service can be provided and the equipments can be better managed

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Management information systems such as ERP can bring to businesses many competitive advantages. There is a great demand for systems projects to consulting firms that have knowledge to manage this particular type of project. However, the rate of system projects that cannot achieve success is very high. The methodology of Project Management, standardized by the Project Management Institute, is a globally recognized standard and used even in projects involving information technology. In the present study, was made a case study of an ERP system implementation project in a large company, by a consulting firm. From this analysis and on contributions from the literature, recommendations were proposed for the project management, in order to better direct the PMI methodology in large projects involving systems like ERP

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Coordenação de Aperfeiçoamento de Pessoal de Nível Superior (CAPES)

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The exceptional advance of information technology and computer application to the mineral sector has allowed the automation of several processes of the mineral value chain. ERP systems (Enterprise Resource Planning) provided the platform for the efficient integration of all support activities of the mineral value chain. Despite all advances gathered with the application of computers, it was not possible to date, to effectively integrate the primary activities of the mineral value chain. The main reason for that are the uncertainties present in the productive process, which are intrinsic to the business, and the difficulty to quantify and qualify the benefits obtained with this integration due to the lack of a clear definition of the key performance indicators (KPIs). This work presents an analysis of the ERP systems application in Brazilian mining, identifies the KPIs of some of the most important Brazilian mining companies, and discusses the importance of mapping and measuring these indicators for the effective. management of the mining business.

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Companies are currently choosing to integrate logics and systems to achieve better solutions. These combinations also include companies striving to join the logic of material requirement planning (MRP) system with the systems of lean production. The purpose of this article was to design an MRP as part of the implementation of an enterprise resource planning (ERP) in a company that produces agricultural implements, which has used the lean production system since 1998. This proposal is based on the innovation theory, theory networks, lean production systems, ERP systems and the hybrid production systems, which use both components and MRP systems, as concepts of lean production systems. The analytical approach of innovation networks enables verification of the links and relationships among the companies and departments of the same corporation. The analysis begins with the MRP implementation project carried out in a Brazilian metallurgical company and follows through the operationalisation of the MRP project, until its production stabilisation. The main point is that the MRP system should help the company's operations with regard to its effective agility to respond in time to demand fluctuations, facilitating the creation process and controlling the branch offices in other countries that use components produced in the matrix, hence ensuring more accurate estimates of stockpiles. Consequently, it presents the enterprise knowledge development organisational modelling methodology in order to represent further models (goals, actors and resources, business rules, business process and concepts) that should be included in this MRP implementation process for the new configuration of the production system.

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Traditional software engineering approaches and metaphors fall short when applied to areas of growing relevance such as electronic commerce, enterprise resource planning, and mobile computing: such areas, in fact, generally call for open architectures that may evolve dynamically over time so as to accommodate new components and meet new requirements. This is probably one of the main reasons that the agent metaphor and the agent-oriented paradigm are gaining momentum in these areas. This thesis deals with the engineering of complex software systems in terms of the agent paradigm. This paradigm is based on the notions of agent and systems of interacting agents as fundamental abstractions for designing, developing and managing at runtime typically distributed software systems. However, today the engineer often works with technologies that do not support the abstractions used in the design of the systems. For this reason the research on methodologies becomes the basic point in the scientific activity. Currently most agent-oriented methodologies are supported by small teams of academic researchers, and as a result, most of them are in an early stage and still in the first context of mostly \academic" approaches for agent-oriented systems development. Moreover, such methodologies are not well documented and very often defined and presented only by focusing on specific aspects of the methodology. The role played by meta- models becomes fundamental for comparing and evaluating the methodologies. In fact a meta-model specifies the concepts, rules and relationships used to define methodologies. Although it is possible to describe a methodology without an explicit meta-model, formalising the underpinning ideas of the methodology in question is valuable when checking its consistency or planning extensions or modifications. A good meta-model must address all the different aspects of a methodology, i.e. the process to be followed, the work products to be generated and those responsible for making all this happen. In turn, specifying the work products that must be developed implies dening the basic modelling building blocks from which they are built. As a building block, the agent abstraction alone is not enough to fully model all the aspects related to multi-agent systems in a natural way. In particular, different perspectives exist on the role that environment plays within agent systems: however, it is clear at least that all non-agent elements of a multi-agent system are typically considered to be part of the multi-agent system environment. The key role of environment as a first-class abstraction in the engineering of multi-agent system is today generally acknowledged in the multi-agent system community, so environment should be explicitly accounted for in the engineering of multi-agent system, working as a new design dimension for agent-oriented methodologies. At least two main ingredients shape the environment: environment abstractions - entities of the environment encapsulating some functions -, and topology abstractions - entities of environment that represent the (either logical or physical) spatial structure. In addition, the engineering of non-trivial multi-agent systems requires principles and mechanisms for supporting the management of the system representation complexity. These principles lead to the adoption of a multi-layered description, which could be used by designers to provide different levels of abstraction over multi-agent systems. The research in these fields has lead to the formulation of a new version of the SODA methodology where environment abstractions and layering principles are exploited for en- gineering multi-agent systems.

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Analisi e progettazione di una applicazione web ERP (Enterprise Resource Planning) per una azienda di piccole/medie dimensioni.

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As one of the largest and most complex organizations in the world, the Department of Defense (DoD) faces many challenges in solving its well-documented financial and related business operations and system problems. The DoD is in the process of implementing modern multifunction enterprise resource planning (ERP) systems to replace many of its outdated legacy systems. This paper explores the ERP implementations of the DoD and seeks to determine the impact of the ERP implementations on the alignment of the DoD’s business and IT strategy. A brief overview of the alignment literature and background on ERP are followed by case study analysis of the DoD ERP development and current implementation status. Lastly, the paper explores the current successes and failures of the ERP implementation and the impact on the DoD’s goal of strategic alignment.

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Zukünftigen Lagersystemen werden aufgrund gewandelter Anforderungen Eigenschaften abverlangt, die mitunter in einem Widerspruch zueinander stehen. Im Folgenden sollen dazu betrieblich-technische Anforderungen und systemtechnische Lösungsansätze analysiert werden.

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The Business and Information Technologies (BIT) project strives to reveal new insights into how modern IT impacts organizational structures and business practices using empirical methods. Due to its international scope, it allows for inter-country comparison of empirical results. Germany — represented by the European School of Management and Technologies (ESMT) and the Institute of Information Systems at Humboldt-Universität zu Berlin — joined the BIT project in 2006. This report presents the result of the first survey conducted in Germany during November–December 2006. The key results are as follows: • The most widely adopted technologies and systems in Germany are websites, wireless hardware and software, groupware/productivity tools, and enterprise resource planning (ERP) systems. The biggest potential for growth exists for collaboration and portal tools, content management systems, business process modelling, and business intelligence applications. A number of technological solutions have not yet been adopted by many organizations but also bear some potential, in particular identity management solutions, Radio Frequency Identification (RFID), biometrics, and third-party authentication and verification. • IT security remains on the top of the agenda for most enterprises: budget spending was increasing in the last 3 years. • The workplace and work requirements are changing. IT is used to monitor employees' performance in Germany, but less heavily compared to the United States (Karmarkar and Mangal, 2007).1 The demand for IT skills is increasing at all corporate levels. Executives are asking for more and better structured information and this, in turn, triggers the appearance of new decision-making tools and online technologies on the market. • The internal organization of companies in Germany is underway: organizations are becoming flatter, even though the trend is not as pronounced as in the United States (Karmarkar and Mangal, 2007), and the geographical scope of their operations is increasing. Modern IT plays an important role in enabling this development, e.g. telecommuting, teleconferencing, and other web-based collaboration formats are becoming increasingly popular in the corporate context. • The degree to which outsourcing is being pursued is quite limited with little change expected. IT services, payroll, and market research are the most widely outsourced business functions. This corresponds to the results from other countries. • Up to now, the adoption of e-business technologies has had a rather limited effect on marketing functions. Companies tend to extract synergies from traditional printed media and on-line advertising. • The adoption of e-business has not had a major impact on marketing capabilities and strategy yet. Traditional methods of customer segmentation are still dominating. The corporate identity of most organizations does not change significantly when going online. • Online sales channel are mainly viewed as a complement to the traditional distribution means. • Technology adoption has caused production and organizational costs to decrease. However, the costs of technology acquisition and maintenance as well as consultancy and internal communication costs have increased.

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Quality data are not only relevant for successful Data Warehousing or Business Intelligence applications; they are also a precondition for efficient and effective use of Enterprise Resource Planning (ERP) systems. ERP professionals in all kinds of businesses are concerned with data quality issues, as a survey, conducted by the Institute of Information Systems at the University of Bern, has shown. This paper demonstrates, by using results of this survey, why data quality problems in modern ERP systems can occur and suggests how ERP researchers and practitioners can handle issues around the quality of data in an ERP software Environment.

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This work highlights two critical taboos in organizations: 1)taking for granted the quality of certain capabilities and attitudes of the end-user representatives (EUR) in information systems development projects (ISDP), and 2) the EUR´s inherent accountability for losses in IS investments. These issues are neither addressed by theory nor research when assessing success/ failure. A triangulation approach was applied to combine quantitative and qualitative methods, having convergent results and showing that in problematic cases, paradoxically, the origin of IS rejection by end users (EU) points towards the EUR themselves. It has been evaluated to what extent some EUR factors impacted a macro ISDP involving an enterprise resource planning (ERP) package, ranking the ‘knowledge of the EUR’ as the main latent variable. The results validate some issues found throughout decades of praxis, confirming that when not properly managed the EUR role by itself has a direct relationship with IS rejection and significant losses in IS investments.