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INTRODUCTION
Enterprise resource planning systems or enterprise systems are software systems for business management, encompassing modules supporting functional areas such as planning, manufacturing, sales, marketing, distribution, accounting, financial, human resource management, project management, inventory management, service and maintenance, transportation and e-business. The architecture of the software facilitates transparent integration of modules, providing flow of information between all functions within the enterprise in a consistently visible manner. Corporate computing with ERPs allows companies to implement a single integrated system by replacing or reengineering their mostly incompatible legacy information systems. American Production and Inventory Control Society (2001) has defined ERP systems as “a method for the effective planning and controlling of all the resources needed to take, make, ship and account for customer orders in a manufacturing, distribution or service company.” “ERP (enterprise resource planning systems) comprises of a commercial software package that promises the seamless integration of all the information flowing through the company –financial, accounting, human resources, supply chain and customer information” (Davenport, 1998). “ERP systems are configurable information systems packages that integrate information and information-based processes within and across functional areas in an organization” (Kumar & Van Hillsgersberg, 2000). “One database, one application and a unified interface across the entire enterprise” (Tadjer, 1998). “ERP systems are computer-based systems designed to process an organization’s transactions and facilitate integrated and real-time planning, production, and customer response” (O’Leary, 2001 ).

HOW DID ERP EVOLVE?

Inventory control packages

MRP II

ERP II

MRP

ERP

On demand ERP applications

In the earlier days of Manufacturing there was no concept of planning in advance. After receiving a job order in the shop floor, a Foreman was typically the end responsible person for planning and executing how to make the item, what tools to use, and whom to assign for executing the work. For With time, the situation gradually changed and very soon the industry realized that the process of making items for fulfilling an order was taking long time and in that way they cannot meet the demand. It was also experienced that there was repetitive effort while planning for materials, other resources and for ways to make the items. Then onwards the Manufacturing Planning systems went through progressive refinement in the last 5 decades.

INVENTORY MANAGEMENT USING BILL OF MATERIAL
The first popular methodology that was evolved was called the Bill of Material approach. This approach was evolved based on the observation that the demand for items can be calculated from the demand of the assemblies/ Products where the items are used. The Refined BOM used to have the following major information:      Material requirements for unit of Main item. Name of the component item. Quantity of component item Any scrap factor that must be taken in to account while calculating the material requirement. Expiry information: The date up to which the design is valid or used by the manufacturer.

In 1960’s the BOM approach soon became the main input for Inventory Control. For many years, Inventory control was thought as sufficient in manufacturing planning and execution.

MATERIAL REQUIREMENT PLANNING (MRP)
However when the manufacturing activities were gradually growing complex, the Shop floor people realized that just knowing Bill of material does not help the total planning, because of the fact that Bill of Materials tells only the information about material requirements. Equally important factor is the information on Process of manufacturing such as manufacturing activities to be performed, the time taken for each activity, sequence in which they need to be performed etc. In 1970’s the concept arrived to a complete shape and was known as Material requirement planning. This Planning is popularly known as MRP. A refined MRP briefly takes the demand, important item related information (such as ordering rules, safety stock , Inventory information ), Bill of Material ,routing and existing Shop floor schedule as inputs. Based on the demand and other supporting information MRP       Calculates the requirements for each component item that is required to make the order quantity of end item. Calculates the time taken to make the order quantity of the end item. Calculates the needed hours of Man, tools and Machines for making the Order quantity of end item Any exceptions Any reschedule recommendations to the existing shop floor schedule ( by comparing the demand quantities and dates with the current scheduled dates and quantities of the item). Net requirements of each component item, (by comparing the gross requirements with the existing inventory.)

MANUFACTURING RESOURCE PLANNING (MRPII)
The concept of MRP seemed to be complete and perfect, but some more inputs were identified as essential for reasonably realistic planning. The original MRP as defined was looking at the Material requirements and Process requirements as the major deliverables from the planning process. However this information is not sufficient to go ahead with production. For example, what if you do not having sufficient finance to perform the production to meet the demand, even if you have material and machines to make the item? Similarly how will you tackle the sudden break down of a critical machine while executing the manufacturing process? In fact the planning needs the output information from the shop floor exec ution as the input to re‐ plan according to the current shop floor condition. Based on such realizations, MRP was continuously refined. After a decade MRP reached such as stage that it was entirely different from what was originally defined as MRP. So a new name MRP II was coined. MRP II is defined as Manufacturing resource Planning.

Major identification of MRP II is through the integrated planning involving all possible functions in an Industry, which need not always be a Manufacturing Industry. In addition to exploiting all the features of earlier planning versions such as traditional Inventory control and MRP , MRP II focused on ensuring the integration between various functions such as Planning, Engineering design, Production , Purchase, Sales, Marketing, Finance, and Human resources. The seamless integration that was the main feature of MRPII ensured that the planning was more meaningful with more transparency to all the stakeholders of the business. Even though theoretically it is possible to plan manually, it was concluded that the practice of applying the principles of MRP, MRP II was almost impossible without the help of software. The integration among all the functions was also made easy through planning software.

ENTERPRISE RESOURCE PLANNING (ERP)
In the early 1990’s, increased complexity of businesses and the need to integrate all the functions within an enterprise to sustain in the dynamic environment lead to development of what is called Enterprise Resource planning (popularly known as ERP). ERP was extension of MRP II to cover the range of activities within any enterprise. Major contributors that made the ERP Solutions as complex are, 1. The priorities of various functions are always overlapping and the software is expected to support the integration among all the functions. A design may be impractical but will be realized only when the design is submitted to production. If there were access of design details to the production engineer in the earlier stages, the wrong (or less feasible or impractical) design can be prevented in advance. Similarly if the Sales personnel have access to production schedule, they can make the reasonable order promises based on the expected deliveries from the schedules. At the time of sales order entry, you can stop the order taking if the customer is overdue to the company. 2. In addition to supporting the basic processes of MRP II, ERP was expected to take care of other issues such as  Software in different languages i. Software interface, error and other messages and Help Documentation must look in the language that is preferred by the customer. ii. Certain languages such as Arabic, Chinese needed additional efforts and technologies to support the Software accessing in these languages.  Software was expected to support various trade laws that are locally influenced.  The cross border logistic activities needed certain features such as the ability to support multiple currencies, currency conversions, methodologies to support corrections and writing off currency differences etc. In addition specific features such as Import and export rules were required.

3. ERP software solutions were expected to be generic which must be more or less readily used by the customers with minimum modifications to the software. To make it simple to the customer, it will be very complex for the vendors to develop such software. ERP can be defined as an accounting‐oriented information system for identifying and planning the enterprise wide resources needed to take, make, ship, and account for customer orders. An ERP system differs from the typical MRP II system in technical requirements such as graphical user interface, relational database, use of fourth‐generation language, and computer‐aided software engineering tools in development, client/server architecture, and open‐system portability. The marking line between ERP and MRP II was very vague.

EXTENDED ERP
ERP could attend the most wanted needs of Business in 1990’s such as reliable delivery commitments, high quality, low and controlled inventory and reasonably low prices etc. But the competitive advantage too vanished. Many performance capabilities that previously provided distinct competitive advantage became normal expectations. Capabilities such as reliable delivery commitments, high quality, and low prices became the minimum to participate, not the Order winners previously experienced. The competition within manufacturing industry has created many new concepts, business models, and techniques that have influenced the evolution of Extended ERP. Major factors that contributed the evolution of Extended ERP are: 1. Requirement to focus on the core strength and grow family of partners that work together to deliver the end product and share directly or indirectly the revenue and competitive advantage. This is because it was practically impossible to maintain strength in all areas that are needed to satisfy the expectations of customer. 2. A trend that forced to adopt what is called Mass customizations. Customers expect a unique combination of features from a product and at the same time do not want to wait for the long production and delivery cycles. This situation led to Mass customization and soon became mandatory for the vendors. The Mass customization principles were even applied to financial services on certain areas such as “Instant approval of loan, instant opening of account etc. Similarly industries such as Automotive devised mechanisms to deliver the vehicles in days to the customer. 3. Trend to avoid interaction with systems for long and expect the system to have enough intelligence to perform most of the work. If there are certain rules followed while scheduling the machine and man resources, why can’t you expect the System to follow the same and generate the best schedule? The user interferes with the system only on exceptions for which no business rule has been defined for scheduling. Another example that supports this trend is configuring the Production BOM based on the choice of customer. If the vendor

knows what are the combination of features that can be offered for a computer, the tool called configuration must generate the Part list that makes the item as per the options of customer. 4. Urge for Work flow based applications. Even while refining the processes in a company through techniques such as Business Process re‐engineering, the main focus for improvement was on logistic activities and the indirect functions such as administrative functions were not focused heavily for improvement in the earlier times. Once the logistic processes were matured enough the focus shifted to improving the administrative processes. Rule based work flow mechanisms were expected to take care of routine administrative activities and only interference on exception was required. For example, there is a work flow having steps Raise requisition, approve requisition, raise purchase order, receive goods and make the payment. There is a business rule which says, requisition for purchasing items of Class A can be approved as long as the latest consumed budget level is more than the needed purchase value. This is a rule based on which the purchase requisitions can be approved by the software automatically and move the control to the next step ( say print purchase order). 5. Use of the Internet rapidly increased in the mid 1990’s. People quickly became Internet literate and Internet became part of life for them. Users liked the Web Browser. Using web browser was simple, and over time, only two versions of the browser (only one version that is, Microsoft Internet Explorer) had the majority of market share. The demand for the business systems to utilize these browsers started to grow and continues to this day. Manufacturing Industry, ever under competitive pressure recognized the cost reduction possibilities of using the Internet. The possibility of cost effective Electronic Data Interchange (EDI) seemed possible. Visionaries saw the possibility of speeding up the business‐to business (aka B2B) buying and selling processes and reducing the cost of each business transaction. The Internet made Supply‐Chain Management to be simpler. Those who wanted to grab the market early started making applications compatible to Internet and instrumental in making extended ERP’s. In summary, Extended ERP is a subsequent outcome of progressive refinement of planning systems through MRP, MRPII, and ERP. In addition, it reflects the influences of relatively modern philosophies such as JIT/ Lean manufacturing as well as taking advantage of the latest technologies. Since it is based on proven good business practice, adapting to Extended Enterprise resource planning is an opportunity to re-examine and compare an enterprise in terms of competitiveness and world‐class performance. Extended Enterprise Resource Planning also known as ERP II is the result of years of trial and error, innovative thinking and leveraging of ever growing technology. The business concepts incorporated in ERP II continue to produce tremendous competitive advantage and economic benefit to the manufacturing industries.

MATERIAL REQUIREMENT PLANNING (MRP)
Material Requirements Planning is a time phased priority-planning technique that calculates material requirements and schedules supply to meet demand across all products and parts in one or more plants. Information Technology plays a major role in designing and implementing Material Requirements Planning systems and processes as it provides information about manufacturing needs (linked with customer demand) as well as information about inventory levels. MRP techniques focus on optimizing inventory. MRP techniques are used to explode bills of material, to calculate net material requirements and plan future production.

THE SCOPE OF MRP 1
Manufacturing organizations, whatever their products, face the same daily practical problem - that customers want products to be available in a shorter time than it takes to make them. This means that some level of planning is required. Companies need to control the types and quantities of materials they purchase, plan which products are to be produced and in what quantities and ensure that they are able to meet current and future customer demand, all at the lowest possible cost. Making a bad decision in any of these areas will make the company lose money. A few examples are given below:   If a company purchases insufficient quantities of an item used in manufacturing, or the wrong item, they may be unable to meet contracts to supply products by the agreed date. If a company purchases excessive quantities of an item, money is being wasted - the excess quantity ties up cash while it remains as stock and may never even be used at all. This is a particularly severe problem for food manufacturers and companies with very short product life cycles. However, some purchased items will have a minimum quantity that must be met, therefore, purchasing excess is necessary. Beginning production of an order at the wrong time can cause customer deadlines to be missed.



MRP is a tool to deal with these problems. It provides answers for several questions: o o o What items are required? How many are required? When are they required?

MRP can be applied both to items that are purchased from outside suppliers and to sub-assemblies, produced internally, that are components of more complex items. The data that must be considered include:

      

The end item (or items) being created. This is sometimes called Independent Demand or Level “0 on BOM (Bill of materials). How much is required at a time. When the quantities are required to meet demand. Shelf life of stored materials. Inventory status records. Records of net materials available for use already in stock (on hand) and materials on order from suppliers. Bills of materials. Details of the materials, components and subassemblies required to make each product. Planning Data. This includes all the restraints and directions to produce the end items. This includes such items as: Routings, Labour and Machine Standards, Quality and Testing Standards, Pull/Work Cell and Push commands, Lot sizing techniques (i.e. Fixed Lot Size, LotFor-Lot, and Economic Order Quantity), Scrap Percentages, and other inputs.

OUTPUTS

There are two outputs and a variety of messages/reports:  Output 1 is the "Recommended Production Schedule" which lays out a detailed schedule of the required minimum start and completion dates, with quantities, for each step of the Routing and Bill of Material required satisfying the demand from the MPS. Output 2 is the "Recommended Purchasing Schedule". This lays out both the dates that the purchased items should be received into the facility AND the dates that the Purchase orders, or Blanket Order Release should occur to match the production schedules.



MESSAGES AND REPORTS:

 

Purchase orders. An order to a supplier to provide materials. Reschedule notices. These recommend cancelling, increasing, delaying or speeding up existing orders.

Note that the outputs are recommended. Due to a variety of changing conditions in companies, since the last MRP / ERP system Re-Generation, the recommended outputs need to be reviewed by trained people to group orders for benefits in set-up or freight savings. These actions are beyond the linear calculations of the MRP computer software.
PROBLEMS WITH MRP SY STEMS

The major problem with MRP systems is the integrity of the data. If there are any errors in the inventory data, the bill of materials (commonly referred to as 'BOM') data, or the master production schedule, then the outputted data will also be incorrect. Most vendors of this type of system recommend at least 99% data integrity for the system to give useful results.

Another major problem with MRP systems is the requirement that the user specify how long it will take a factory to make a product from its component parts (assuming they are all available). Additionally, the system design also assumes that this "lead time" in manufacturing will be the same each time the item is made, without regard to quantity being made, or other items being made simultaneously in the factory. A manufacturer may have factories in different cities or even countries. It is no good for an MRP system to say that we do not need to order some material because we have plenty thousands of miles away. The overall ERP system needs to be able to organize inventory and needs by individual factory, and intercommunicate needs in order to enable each factory to redistribute components in order to serve the overall enterprise. This means that other systems in the enterprise need to work properly both before implementing an MRP system, and into the future. For example systems like variety reduction and engineering which makes sure that product comes out right first time(without defects) must be in place. Production may be in progress for some part, whose design gets changed, with customer orders in the system for both the old design, and the new one, concurrently. The overall ERP system needs to have a system of coding parts such that the MRP will correctly calculate needs and tracking for both versions. Parts must be booked into and out of stores more regularly than the MRP calculations take place. Note, these other systems can well be manual systems, but must interface to the MRP. The other major drawback of MRP is that takes no account of capacity in its calculations. This means it will give results that are impossible to implement due to manpower or machine or suppler capacity constraints. However this is largely dealt with by MRP II. Generally, MRP II refers to a system with integrated financials. An MRP II system can include finite / infinite capacity planning. But, to be considered a true MRP II system must also include financials. In the MRP II (or MRP2) concept, fluctuations in forecast data are taken into account by including simulation of the master production schedule, thus creating a long-term control. A more general feature of MRP2 is its extension to purchasing, to marketing and to finance (integration of all the function of the company), ERP has been the next step.

MANUFACTURING (MRP II)

RESOURCE

PLANNING

Manufacturing resource planning (MRP II) is defined as a method for the effective planning of all resources of a manufacturing company. Ideally, it addresses operational planning in units, financial planning, and has a simulation capability to answer "what-if" questions and extension of closedloop MRP.

KEY FUNCTIONS AND FEATURES:
MRP II is not a proprietary software system and can thus take many forms. It is almost impossible to visualize an MRP II system that does not use a computer, but an MRP II system can be based on either purchased–licensed or in-house software. Almost every MRP II system is modular in construction.
CHARACTERISTIC BASIC MODULES IN AN MRP II SYSTEM ARE

           

Master Production Schedule (MPS) Item master data (technical data) Bill of Materials (BOM) (technical data) Production resources data (manufacturing technical data) Inventories and orders (inventory control) Purchasing Management Material Requirements Planning (MRP) Shop Floor Control (SFC) Capacity planning or Capacity Requirements Planning (CRP) Standard Costing (Cost Control) Cost Reporting / Management (Cost Control) Distribution Resource Planning (DRP)

Together with ancillary systems such as:         Business Planning Lot Traceability Contract Management Tool Management Tool management Engineering change control Shop floor data collection Sales analysis and forecasting

 

Configuration management Finite capacity scheduling (FCS)

MRP II provides a general control structure that breaks the production control problem into a hierarchy based on time scale and product aggregation. There are many different forms of the MRP II hierarchy but generally all of them constitute three major parts: long range planning, intermediate-range planning and short-term control.
LONG RANGE PLANNING

The scope for this level of planning ranges from six months to five years while re-planning may vary from a monthly to an annual basis. The level of detail is based on the part family. This level of planning is usually conducted at the corporate level and the decisions made typically impact all the plants belonging to one manufacturing firm. Long range planning constitutes three activities: forecasting, resource planning and aggregate planning. Forecasting predicts demands in the future. It is important for determining capacity, tooling and personnel. Resource planning determines the capacity requirements over the long term. This would help to determine whether to build a new plant or expand an existing one. Aggregate planning determines the level of production, staffing, inventory, overtime over the long term based on months and part families. This information enables management to make decisions such as whether to build up inventory or use overtime, or a combination of the two to meet increased demand for a product.
INTERMEDIATE PLANNING

Intermediate planning involves planning the different functions that take place during production. Intermediate Planning constitutes Demand Management, Master Production Schedule (MPS), Rough-Cut Capacity Planning, Bill of Resources, Material Requirements Planning and Capacity Requirements Planning. Demand Management is the process of converting the long-term aggregate forecast into a detailed forecast while tracking individual customer orders. The Master Production Schedule (MPS) is the source of demand for the MRP II system. The MPS gives the quantity and due dates for all parts that have independent demand. Rough-Cut Capacity Planning (RCCP) provides a quick capacity check of a few critical resources to ensure the feasibility of the MPS. It uses a Bill of Resources (also referred to as a Bill of Materials when only dealing with materials) for each end item on the MPS. The Bill of Resources gives a breakdown of the time in hours needed at each critical resource required to build a particular end item. One form of this is the Bill of Materials (BOM). The BOM provides the relationship between end items (finished products) and lower level items (the constituent parts of the end item).

Material Requirements Planning conducts allocation and carries out the job release function. It does this by releasing materials onto the shop floor and converting them into scheduled receipts. Its output is the job pool, which consists of planned order releases. Capacity Requirements Planning (CRP) provides a more detailed capacity check on the production plans compared to RCCP. Its inputs are: planned order releases, existing WIP positions, routing data and capacity and lead times for all the work centres. CRP carries out infinite forward loading by predicting the job completion time for each process center using given fixed lead times and then predicting a given loading over time. These loading values are then compared against available capacity without making corrections for overloading.
SHORT TERM CONTROL

Short Term control comes into play whenever a job is released to the shop floor or when a purchase order is released to vendors, so as to ensure on time completion with the correct quantity and specifications. A purchase order is used with purchased components while Shop Floor Control (SFC) is used with jobs destined for internal manufacture. Short Term control serves two functions: job dispatching and input / output control.
BENEFITS OF MRP II

MRP II systems can provide:    Better control of inventories Improved scheduling Productive relationships with

For design / engineering:   Improved design control Better quality and quality control

For financial and costing:    Reduced working capital for inventory Improved cash flow through quicker deliveries Accurate inventory record

TRANSITION FROM MRP TO ERP
Transition from MRP II to ERP happened some time later because the basic MRP II system design was suffering from a few inherent drawbacks such as limited focus to manufacturing activities, assumption of the mass or repetitive production set ups, and poor budgetary and costing controls. The shortcomings of MRP-II and the need to integrate these new techniques, led to the development of a total integrated solution called Enterprise Resource Planning (ERP), which

attempts to integrate the transactions of suppliers and customers with the manufacturing and service environment of the organization to produce the best possible plan. Today there are further development in the ERP concept and evolution of Web-enabled ERP.

ADVANTAGES AND DISADVANTAGES OF ERP
An ERP system is the integration of the different processes that take place in a company. Before purchasing a platform like this, you should consider the advantages and disadvantages. The main advantage is to increase the productivity of the company and that this system has access to information in a simple and time invested in analyzing situations and seek solutions quickly.
THE BENEFITS OF AN E RP SYSTEM ARE:

• Increased productivity • business decisions better and faster • Strong stability • Cost control • Inventory reduction • Increased revenue by customer response time. • Store information for all processes, for later analysis. • Customer follow from acceptance to complete satisfaction. The major disadvantage of an ERP system is its high cost and installation complexity.
THE DISADVANTAGES OF AN ERP SYSTEM:

• They are complex systems and some companies do not know how to adjust to them. • The cost of implementation is high. • Employees must be able to control the system. • When setting up the system, the changes are very costly in time and money. • If not made a communication plan and implementation will not be completed to implement, getting a waste of money. To successfully implement an ERP has to have good communication and implementation plan. Any change of system within a company which has been working in a way is a big change. If this change

does not adequately informing staff to understand the benefits it will bring to the company system and them, which leads to poor workers see how this change and reluctant to put it. To avoid this you have to work in parallel with good monitoring strategy, placing a group responsible for implementation with milestones that are controlled by the area director of the company. If this is not met, a year the system will be installed and there will be a lost opportunity cost of the money invested. You have to keep in mind that if you follow a good plan and milestones are met all the system control will bring great benefits to the company. It would all areas of the company communicated in real time thus achieving increasing revenues and decreasing the time in making decisions.

ERP VENDORS
ERP SOFTWARE VENDORS TIERS

TIER I ERP VENDORS

These ERP vendors sell complex ERP products that have successfully penetrated the market that consists of companies with annual revenues in excess of $1 B with global ERP requirements. These Tier I ERP vendors have developed mid-market pricing and implementation strategies to make them more appealing to the mid-market buyer.
TIER II ERP VENDORS

These ERP vendors sell ERP products that are designed for the mid-market company which usually range in size from $50 M up to $1 Billion in annual revenues. These companies may have single or multiple facilities.
TIER III ERP VENDORS

These ERP vendors sell ERP products that are designed for small companies that range in annual revenues from $10 M to $50 M. These companies have less complex process needs and have limited locations.
VERTICAL ERP VENDORS

These ERP vendors sell ERP products that are specific to an industry or niche. They are typically smaller than their tier I, II, and III counterparts, but offer a great detail of specific functionality for the industries they support.

POPULAR ERP VENDORS

MICROSOFT DYNAMICS

The Microsoft Dynamics ERP suite includes Microsoft Dynamics AX, an accounting and finance, HR and CRM tool; Microsoft Dynamics GP, a mid-market accounting suite; and Microsoft Dynamics NAV and Microsoft Dynamics SL, both SME ERP platform.
ORACLE E -BUSINESS SUITE

A modular ERP platform, the Oracle e-Business Suite has many elements including Oracle CRM, Oracle Financials, Oracle Logistics, Oracle Order Management and Oracle Warehouse Management Systems. The software makes use of the Oracle database.
SAGE

Sage Line 500 and Sage 1000 are the cornerstone ERP solutions for thousands of UK businesses. Developed for the UK mid-market from day one, the Sage Line 500 and Sage 1000 Suites offer customers a broad range of capabilities including CRM, HR, Payroll and Business Intelligence.
SAP BUSINESS ONE

Aimed at SMEs, SAP Business One contains over a dozen core modules, such as Financials, Sales Opportunities, Purchasing Banking, Human Resources, E-commerce and WebCRM.
INFOR GLOBAL SOLUTIONS

Infor is a large business software provider which has several ERP suites, such as Infor ERP LN, Infor ERP SyteLine, Infor ERP VISUAL, Infor ERP Adage and Infor ERP LX. They are built on an open, flexible, service-oriented architecture (SOA) with web-based user interfaces.
NETERP FROM NETSUITE

NetSuite supplies on-demand, integrated business management software suites aimed at midmarket enterprises and divisions of large companies. It offers hosted accounting, CRM, ERP, ecommerce and web site development software.
LAWSON SOFTWARE

Lawson merged with business software firm Intentia International in 2006, to offer mid-market business an alternative to larger ERP vendors. The vendor’s ERP packages are Lawson S3 (broadly for service firms) and Lawson M3 (broadly for manufacturers and distributors.

FUTURE OF ERP
In recent times, technical leaps achieved amazing especially at the level of cloud computing and mobile devices as tablets and smart phones, as well as rapid development in social networks. All these make employers think seriously to make the most of the technology. Also this trend contributed to making ERP keep pace with the requirements of business and makes use of all its capabilities to take advantage of technical and makes plan to keep pace with this goal. Some trends in the future of ERP     Cloud ERP Open source ERP Mobile ERP Social ERP

CLOUD ERP
Cloud ERP Means Endless Innovation. Cloud ERP is a hosted service delivered over the Internet. The cloud provides the computing power to run the ERP solution which is available to users “on demand” via subscription pricing. Since custom feature requests are folded into the base application, Cloud ERP solutions are always up to date.

OPEN SOURCE ERP
Open Source ERP Built For the Web. Manage accounting, inventory, sales and a lot more in one open source app. ERP is a critical foundation of business and one should have the freedom and control over your ERP application. This means that you have the choice to select your hosting provider, or host it on your own. This also means that you could (or hire someone to) modify the application, customize it, integrate, make it your own.
ADVANTAGES



 

Upfront Costs o Licensing fees: free. o Customization, training, data migration, and configuration. On-going costs o Paying the provider for as long as your contract lasts. Ease/Speed of Implementation o Implemented in just a few hours; customizations, training, and data migration can take weeks or months.

MOBILE ERP
Now ERP vendors are providing solutions are available on mobile platforms, explaining that managers can access their ERP solution from their smartphones. But what exactly are you supposed to achieve with your small screen and virtual keyboard For mobile staff, such as sales and field service engineers, the application of mobile software is obvious – field salespeople can access their CRM systems from their smartphones, getting all the information they require without the need to visit the office; field service engineers can have asbuilt product information to hand when servicing machines, with maintenance records easily available
ADVANTAGES

  

Make better decisions everywhere Rapid time to value Extend Mobile Analytics throughout & beyond your organization

SOCIAL ERP
   Converge collaboration and business intelligence Enable real-time social analysis Capture collaboration context at all points in the information supply chain

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