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Project Report

ON

“A study of ERP implementation”

Submitted in partial fulfillment of requirement of Bachelor of


Commerce in Honors (B.Com Hons.)

Guru Gobind Singh Indraprastha University

B.Com(H), 2nd Semester

Batch 2017-2020

Submitted to: Submitted by:

Ms. AshimaSaxena Subham Moral

43124588817

JAGANNATH INTERNATIONAL MANAGEMENT SCHOOL


KALKAJI , NEW DELHI

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STUDENT’S UNDERTAKING
I hereby certify that is my original work and it has been submitted elsewhere.

Subham Moral

43124588817

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CERTIFICATION BY SUPERVISOR

I hereby certify that Subham Moral has completed the project under my guidance
on the title “A study of ERP implementation”.

Name of Supervisor: Student Name:

Ms. AshimaSaxena Subham Moral

43124588817

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CONTENTS

CHAPTERS PAGE NO.

CHAPTER 1 : Introduction to the topic

CHAPTER 2 : Companies

CHAPTER 3 : Objectives of Research

CHAPTER 4 : Research Methodology

CHAPTER 5 : Analysis and Findings

CHAPTER 6 : Limitations

CHAPTER 7: Conclusion

CHAPTER 8 : References

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ACKNOWLEDGEMENT
It is my proud privilege to express my profound gratitude the entire management
of JAGNNATH INTERNATIONAL MANAGEMENT SCHOOL and teachers of the
institute. I am grateful to Ms. AshimaSaxena for their astute guidance for her
encouragement and sincere support for this project work.

Sincere thanks to all my family members, friends for their support throughout the
project work.

Subham Moral

43124588817

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CHAPTER : 1

Introduction to the topic

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Introduction to ERP

The initials ERP originated as an extension of MRP (material requirements


planning; later manufacturing resource planning) and CIM (Computer Integrated
Manufacturing). It was introduced by research and analysis firm Gartner in 1990.
ERP systems now attempt to cover all core functions of an enterprise, regardless
of the organization's business or charter. These systems can now be found in
non manufacturing businesses, non-profit organization and governments.

To be considered an ERP system. a software package must provide the function


of at least two systems. For example, a software package that provides both
payroll and accounting functions could technically be considered an ERP
software package.

Examples of modules in an ERP which formerly would have been stand-alone


applications include: Product lifecycle management, Supply chain management
(eg. Purchasing, Manufacturing and Distribution), Warehouse Management,
Customer Relationship Management (CRM), Sales Order Processing. Online
Sales, Financials, Human Resources, and Decision Support System.

Some organizations typically those with sufficient in-house IT skills to integrate


multiple software products choose to implement only portions of an ERP system
and develop an external interface to other ERP or stand-alone systems for their
other application needs. For example, one may choose to use human resource
management system from one vendor. and perform the integration between the
systems themselves. This is common to retailers, where even a mid-sized retailer
will have a discrete Point-of Sale (POS) product and financials application. then a
series of specialized applications to handle business requirements such as
warehouse management, staff roosting. merchandising and logistics.

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Ideally, EFlP delivers a single database that contains all data for the software
modules. which would include:

 Manufacturing: Engineering, bills of material, scheduling. capacity,


workflow management, quality control, cost management, manufacturing
process, manufacturing projects, manufacturing flow
 Supply chain management: Order to cash, inventory, order entry,
purchasing. product congregator, supply chain planning, supplier
scheduling, inspection of goods. claim processing, commission calculation
 Finance: General ledger, cash management, accounts payable, accounts
receivable, fixed assets
 Projectmanagement: Costing, billing. time and expense, performance
units, activity management
 Human resources: recruiting, payroll, training, time and attendance,
roistering, benefits
 Customer relationship management- Sales and marketing,
commissions. service, customer contact and call center support
 Data warehouse- and various self-service interfaces for customers,
suppliers, and employees
 Access control- user privilege as per authority levels for process
execution
 Customization- to meet the extension, addition, change in process flow

Enterprise resource planning is a term originally derived from man lacto ring
resource planning (MRP II) that followed material requirements planning (MRP).
MRP evolved into ERP when "routings' became a major part of the software
architecture and a company‘s capacity planning activity also became a part of the
standard software activity. ERP systems typically handle the manufacturing,
logistics, distribution, inventory, shipping, invoicing, and accounting for a
company. ERP software can aid in the control of many business activities.

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including sales, marketing, delivery, billing, production, inventory management,
quality management and human resource management.

ERP systems saw a large boost in sales in the 19905 as companies faced the
Y2K problem in their legacy systems. Many companies took this opportunity to
replace their legacy information systems with ERP systems. This rapid growth in
sales was followed by a slump in 1999, at that time most companies had already
implemented their Y2K solutions.

ERPs are often incorrectly called back office systems indicating that customers
and the general public are not directly involved. This is contrasted with front
office systems like customer relationship management (CRM) systems that deal
directly with the customers, or the e-Business systems such as e-Commerce, e-
Government, e-Telecom. and e-Finance. or supplier relationship management
(SRM) systems.

ERPs are cross-functional and enterprise wide. All functional departments that
are involved In operations or production are integrated in one system. In addition
to manufacturing, warehousing, logistics, and information technology, this would
include accounting, human resources, marketing and strategic management.

ERP II. a term coined in the early 2000‘s. is often used to describe what would be
the next generation of ERP software. This new generation of software is web-
based, and allowed both internal employees. and external resources such as
suppliers and customers real-time access to the data stored within the system.
ERP II is also different in that the software can be made to fit the busrness,
instead of the bus mess being made to fit the ERP software. As 012009, many
ERP solution providers have incorporated these features into their current
offerings.

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EAS Enterprise Application Suite is a new name for formerly developed ERP
systems which include (almost) all segments of business. using ordinary internet
browsers as thin clients.

Best practices are incorporated into most ERP vendor's software packages.
When Implementing an ERP system. organizations can choose between
customizing the software or modifying their business processes to the "best
practice” function delivered in the "out-of-the-box" version of the software.

Prior to ERP, software was developed to fit the processes of an individual


business. Due to the complexities of most ERP systems and the negative
consequences of a failed ERP implementation, most vendors have included
"Best Practices" into their software. These "Best Practices" are what the Vendor
deems as the most efficient way to carry out a particular business process in an
Integrated Enterprise-Wide system.

A study conducted by Ludwigshafen University of Applied Science surveyed 192


companies and concluded that companies which implemented industry best
practices decreased mission-critical project tasks such as configuration,
documentation, testing and training. In addition, the use of best practices
reduced over risk by 71% when compared to other software implementations.

The use of best practices can make complying with requirements such as IFRS,
Sarbanes-Oxley or Basel ll easier. They can also help where the process is a
commodity such as electronic funds transfer. This is because the procedure of
capturing and reporting legislative or commodity content can be readily codified
within the ERP software, and then replicated with confidence across multiple
businesses who have the same business requirement.

Characteristics:

ERP systems typically include the following characteristics:


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 An integrated system
 Operates in(or near) real time
 A common database that supports all the applications
 A consistent look and feel across modules
 Installation of the system with elaborate application/data integration by the
Information Technology (IT) department, provided the implementation is
not done in small steps.

Advantages of ERP

In the absence of an ERP system, a large manufacturer may find itself with many
software applications that cannot communicate or interface effectively with one
another. Tasks that need to interface with one another may involve:

 Integration among different functional areas to ensure proper


communication, productivity and efficiency
 Design engineering (how to best make the product) Order tracking, from
acceptance through fulfillment
 The revenue cycle, from invoice through cash receipt
 Managing inter-dependences of complex processes bill of materials
 Tracking the three-way match between purchase orders (what was
ordered). inventory receipts (what arrived), and costing (what the vendor
invoiced)
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 The accounting for all of these tasks: tracking the revenue, cost and profit
at a granular level.

ERP Systems centralize the data in one place. Benefits of this include:

 Eliminates the problem of synchronizing changes between multiple


systems
 Permits control of business processes that cross functional boundaries.
 Provides top down view of the enterprise (no "islands of information”)
 Reduces the risk of loss of sensitive data by consolidating multiple
permissions and security models into a single structure.

security features are included within an ERP system to protect against both
outsider crime. such as industrial espionage, and insider crime, such as
embezzlement. A data-tampering scenario, for example, might involve a
disgruntled employee intentionally modifying prices to below-the breakeven point
in order to attempt to interfere with the company's profit or other sabotage. ERP
systems typically provide functionality for implementing internal controls to
prevent actions of this kind. ERP vendors are also moving toward better
integration with other kinds of information security tools.

Benefits

 ERP can improve quality and efficiency of the business. By keeping a


company's internal business processes running smoothly, ERP can lead
to better outputs that may benefit the company, such as in customer
service and manufacturing.
 ERP supports upper level management by providing information for
decision making.
 ERP creates a more agile company that adapts better to change. It also
makes a company more flexible and less rigidly structured so organization
components operate more cohesively, enhancing the business—internally
and externally.

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 ERP can improve data security. A common control system, such as the
kind offered by ERP systems, allows organizations the ability to more
easily ensure key company data is not compromised.
 ERP provides increased opportunities for collaboration. Data takes many
forms in the modern enterprise. Documents, files, forms, audio and video,
emails. Often, each data medium has its own mechanism for allowing
collaboration. ERP provides a collaborative platform that lets employees
spend more time collaborating on content rather than mastering the
learning curve of communicating in various formats across distributed
systems.

Disadvantages of ERP

Problems with ERP systems are mainly due to inadequate investment in ongoing
training for the involved IT personnel including those implementing and testing
changes ~ as well as a lack of corporate policy protecting the integrity of the data
in the ERP systems and the ways in which it is used.

Disadvantages:-

 Customization of the ERP software is limited.


 Pie-engineering of business processes to in the "industry stander "
prescribed by the ERP system may lead to a loss of competitive
advantage.
 ERP systems can be very expensive (This has led to a new category of
"ERP light“ (Expand section) solutions)
 ERPs are often seen as too rigid and too difficult to adapt to the smile
workflow and business process of some companies-this IS cited as one of
the main causes of their failure.

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 Many of the integrated links need high accuracy in other applications to
work effectively. A company can achieve minimum standards. then over
time "dirty data” will reduce the reliability of some applications.
 Once a system is established, switching costs are very high for any one of
the partners (reducing flexibility and strategic control at the corporate
level).
 The blurring of company boundaries can cause problems in accountability.
lines of responsibility, and employee morale.
 Resistance in sharing sensitive internal information between departments
can reduce the effectiveness of the software.
 Some large organizations may have multiple departments with separate,
independent resources, missions, chains-loomband, etc., and
consolidation into a single enterprise may yield limited benefits.
 The system may be too complex measured against the actual needs of
the customers.
 ERP Systems centralize the data in one place. This can increase the risk
of loss of sensitive information in the event of a security breach.

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CHAPTER : 2
Companies

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Leading companies providing ERP solutions :

1. MICROSOFT

Microsoft has no formal ownership experience program defined Microsoft


has developed its cost management strategy based on a very low software
price paint and close to 100% out of the box deployments with little ability
to customize the software. As a result. Microsoft offers bastc functionality
that does not require extensive training, but it also does not necessarily
deliver the lull value expected by the customer in View of the ownership
experience.

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2. ORACLE

Addressing cos of ownership is at the heart of Oracle's philosophy for


Enterprise Applications. Based on the Oracle e-Business Suite, an integrated
suttee of applications. Oracle claims that it can lower implementation costs
by avoiding unnecessary costs. such as those assonated with costly custom
integration between applications. Although Oracle's approach has some
merit some measurable benefits have been highlighted through ROI case
studies, serious concerns are still being raised regarding what Oracle has
delivered to date.

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3. SAP

Many users of SAP applications have, over the years. noted the complexity
of SAP applications. the resulting high implementation costs, and
consequent budget overruns. In response to these issues. SAP today
highlights SAP NetWeaver as the centerpiece to SAP's product strategy for
decreasing the complexity and cost of ownership for SAP applications.
Currently, the impact of SAP NetWeaver on the overall SAP cost of
ownership remains to be proven. SAP has not yet provided proof poplins
validating that its customers benefit from improved ownership experience
through the implementation of SAP's latest technology.

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4. PeopleSoft

Structured in a formal program, PeopleSoft dedicated over 1,000


developers and $800 million to improve the Total Ownership Experience for
customers. Rather than focusing Simply on best practices that Improve the
ownership experience, PeopleSoft has rethought Its entire set of
applications to ensure that they are built from the ground up to minimize
deployment and maintenance costs.

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CHAPTER : 3
OBJECTIVES OF ERP

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Objectives of ERP
 Replace inefficient systems with one that is functionally integrated.

 Provide a state-of-the-art technical infrastructure to better serve students,


faculty, staff, and other members of the University community.

 Empower users with more control over system function, service, and
scheduling.

 Utilize a completely web-based system.

 Eliminate paper and forms where feasible and sensible


.
 Provide easy access to data and information without compromising
security and regulatory requirements.

 Develop new, more efficient processes that fully leverage the technology
investment.

 Eliminate data and knowledge silos on campus.

 Enforce University policy and procedures.

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CHAPTER : 4

RESEARCH METHODOLOGY

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1. RESEARCH METHODOLOGY

Research is an art of scientific investigation. It is defined as “A careful


investigation or enquiry especially through search for new facts in any branch of
knowledge”. Research is a movement from the known to the unknown. It is
actually a voyage of discovery. Research refers to the systematic method
consisting of enunciating the problem, collecting the facts or data, analyzing the
facts and reaching certain conclusions in the form of solutions towards the
concerned problem.

This chapter presents the methodology that will be use in the conduct of this
study and will include the discussion of research design, samplings, respondents,
data gathering and statistical instrument used.

1.1 Research design

A research design specifies the methods and procedures for conducting a


particular study. Broadly speaking, there are 3 categories of research design –
exploratory, descriptive and casual research.

An exploratory research focuses on the discovery of ideas and is generally based


on secondary data. A descriptive study is undertaken when the researcher wants
to know the characteristics of certain groups such as age, educational level,
income, occupation, etc. A casual research is undertaken when the researcher is
interested in knowing the cause and effect relationship between two or more
variables.

The type of research used in this study is descriptive research. The study was
structured and was rigid and its approach remained the same throughout the
study.

Research design is the blue print of the action for this study.

Following method was adopted during study-


 Defining objective of the study.
 Formation of questionnaire to capture primary data.
 Analysis and interpretation of primary data.

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 Conclusion out of primary and secondary data.

1.2 Sources of data

The sources of data used in this project report are both primary and secondary
data.

Primary data
Primary data consists of original information gathered for specific purposes at
hand. These are gathered for a specific purpose or for a specific research
project. Primary data was collected Questionnaire.

Secondary data
Secondary data consists of information that already exist and that were being
collected in the past for some other purposes. Secondary data used in this study
were collected from websites.

Some Advantages of using Primary data:


1. The investigator collects data specific to the problem under study.
2. There is no doubt about the quality of the data collected (for the
investigator).
3. If required, it may be possible to obtain additional data during the study
period.
Some Disadvantages of using Primary data (for reluctant/
uninterested investigators):
1. The investigator has to contend with all the hassles of data
collection- Deciding why, what, how, when to collect the data collected
(personally or through others getting funding and dealing with funding
agencies ethical considerations (consent, permissions, etc.)
2. Ensuring the data collected is of a high standard-all desired data is
obtained accurately, and in the format it is required in there is no fake/
cooked up data unnecessary/ useless data has not been included

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3. Cost of obtaining the data is often the major expense in studies

Advantages of using Secondary data:


1. The data’s already there- no hassles of data collection
2. It is less expensive
3. The investigator is not personally responsible for the quality of data (“I
didn’t do it”)
Disadvantages of using Secondary data:
1. The investigator cannot decide what is collected (if specific data about
something is required, for instance).
2. One can only hope that the data is of good quality
3. Obtaining additional data (or even clarification) about something is not
possible (most often).

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CHAPTER : 5

Analysis & Findings

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ANALYSIS AND FINDING

Successful ERP Implementation

Businesses have a wide scope of applications and processes throughout their


functional units; producing ERP software systems that are typically complex and
usually impose significant changes on staff work practices. Implementing ERP
software is typically too complex for "in-house“ skill, so it is desirable and highly
advised to hire outside consultants who are professionally trained to implement
these systems. This is typically the most cost effective way. There are three
types of sen/ices that may be employed for Consulting, Customization. Support.
The length of time to implement an ERP system depends on the size of the
business, the number of modules. the extent of customization. the scope of the
change and the Willingness of the customer to take ownership for the project.
ERP systems are modular, so they don't all need be implemented at once. It can
be diwded into various stages, or phase ins. The typical project is about 14
months and requires around 150 consultants. A small project (e .g.. a company
at less than 100 staff) may be planned and delivered Within 3-9 months;
however, a large, multi-site or multi-country implementation may take
years.[citation needed] The length of the implementations is closely tied to the
amount of customization desired.

To implement ERP systems, companies often seek the help of an ERP vendor or
of third-party consulting companies. These firms typically provide three areas of
professional services: consulting, customization and support. The client
organization may also employ independent program management, business
analysis, change management and UAT specialists to ensure their business
requirements remain a priority during implementation.

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Data migration is one of the most important activities in determining the success
of an ERP implementation. Since many decisions must be made before
migration. a significant amount of planning must occur. Unfortunately, data
migration is the last activity before the production phase of an ERP
implementation. and therefore receives minimal attention due to time constraints.
The following are steps of a data migration strategy that can help with the
success of an ERP implementation:

 identifying the data to be migrated


 Determining the timing of data migration
 Generating the data templates
 Freezing the tools for data migration
 Deciding on migration related setups
 Decoding on data archiving

Process preparation

ERP vendors have designed their systems around standard business processes,
based upon best business practices. Different vendors) have different types of
processes but they are all of a standard, modular nature. Firms that want to
implement ERP systems are consequently forced to adapt their organizations to
standardized processes as opposed to adapting the ERP package to the existing
processes. Neglecting to map current business processes prior to starting ERP
implementation is a main reason for failure of ERP projects. It is therefore
comical that organizations perform a thorough business process analysis before
selecting an ERP vendor and setting off on the implementation track. This
analysis should map out all present operational processes, enabling selection of
an ERP vendor whose standard modules are most closely aligned with the

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established organization. Redesign can then be implemented to achieve further
process congruence. Research indicates that the risk of business process
mismatch is decreased by: linking each current organizational process to the
organization's strategy: analyzing the effectiveness of each process in light of its
current related business capability; understanding the automated solutions
currently implemented.

ERP implementation is considerably more difficult (and politically charged) in


organizations structured Into nearly independent business units. each
responsible for their own profit and loss, because they will each have different
processes, business rules, data semantics, authorization hierarchies and
decision centers. Solutions include requirements coordination negotiated by local
change management professionals or. if this is not possible. federated
implementation using loosely integrated instances (e.g. linked Via Master Data
Management) specifically configured and/or customized to meet local needs.

A disadvantage usually attributed to ERP is that business process redesign to fit


the standardized ERP modules can lead to a loss of competitive advantage.
While documented cases exist where this has indeed materialized, other cases
show that following thorough process preparation ERP systems can actually
increase sustainable competitive advantage.

Configuration

Configuring an ERP system is largely a matter of balancing the way you want the
system to work with the way the system lets you work. Begin by deciding which
modules to install. then adjust the system using configuration tables to achieve
the best possible fit in working with your company's processes.

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Modules- Most systems are modular simply for the flexibility of implementing
some functions but not others. Some common modules, such as finance and
accounting are adopted by nearly all companies implementing enterprise
systems; others however such as human resource management are not needed
by some companies and therefore not adopted. A service company for example
will not likely need a module for manufacturing. Other times companies will not
adopt a module because they already have their own proprietary system they
believe to be superior. Generally speaking the greater number of modules
selected, the greater the integration benefits, but also the increase in costs, risks
and changes involved.

Configuration Tables- A configuration table enables a company to tailor a


particular aspect of the system to the way it chooses to do business. For
example. an organization can select the type of inventory accounting FIFO or
LIFO it will employ or whether it wants to recognize revenue by geographical unit,
product line, or distribution channel. 80 what happens when the options the
system allows just aren‘t good enough? At this point a company has two choices.
both of which are not ideal. it can rewrite some of the enterprise system's code.
or it can continue to use an existing system and build interfaces between it and
the new enterprise system. Both options will add lime and cost to the
implementation process. Additionally they can dilute the system's integration
benefits. The more customized the system becomes the less possible seamless
communication between suppliers and customers.

Online ERP package implementation of:

 Microsoft Dynamics 365


 CSoftglobal

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MICROSOFT DYNAMICS :

Microsoft Dynamics is a line of enterprise resource planning (ERP) and customer


relationship management (CRM) software applications developed by Microsoft.
Microsoft Dynamics applications are delivered through a network of reselling partners
who providespecializedservices. There are 300,000 businesses that use Microsoft
Dynamics applications and 10,000 Microsoft Dynamics reselling partners worldwide.
Microsoft Dynamics is a line of enterprise resource planning (ERP) and customer
relationship management (CRM) applications.

Microsoft Dynamics offers ERP and CRM solutions for a range of industries. Solution
providers mud on the standard functionality in Microsoft Dynamics ERP and Microsoft
Dynamics CRM applications to deliver industry specific solutions through a network of
channel partners. industry solutions for Microsoft Dynamics ERP address needs for the
following industries:

 Distribution
 Financial services
 Healthcare
 Not for profit
 Services
 Retail

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Microsoft Dynamics ERP is an enterprise resource planning application primarily geared
toward midsize organizations as well as subsidiaries and division of larger organizations
Microsoft Dynamics E RP includes five primarily products:

Microsoft Dynamics AX (formerly Axapta)

Dynamics GP (formerly Great Plains Software)

Dynamics NAV (formerly Navision)

Dynamics SL (formerly Solomon IV)

Dynamics 05 (formerly Concorde 05)

Also included are retail solutions: Microsoft Dynamics CRM is a multi-lingual customer
relationship management application from Microsoft that provides sales, service, and
marketing capabilities, and includes Microsoft Dynamics CRM Online.

Competitor

SAP Business One is integrated ERP software that targets the business
requirements of small and mid5ize enterprises; it competes With Microsoft
Dynamics globally.

SAP Business ByDesign is a hosted solution which is based on the SAP R/3
care. It is marketed towards small to medium enterprises (SME) who require an
ERP and CRM solution that can grow With the bus mess. Prices start from $149
USD per user per month.

Sage Business Solutions provides end-to-end financial accounting software,


ERP software, CRM software, and busmess intelligence (Bl) software solutions
to small, mid5ize, and large businesses.

NetSuite is a vendor of on-demand, integrated business management software


suites for mid-market enterprises and divisions of large companies.

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Epicor develops enterprise software targeted at mid-market companies primarily
in the manufacturing, distribution, retail. hospitality. and services industries.

Blackbaud develops a suite of financial management products designed towards


higher education and non-profit organizations.

Microsoft Dynamics 365 is a product line of enterprise resource planning (ERP) and
customer relationship management (CRM) applications announced by Microsoft in July
2016 and on general release November 1, 2016. Dynamics 365 is sold in two editions,
the Business Edition for small and medium businesses (SMBs), and the Enterprise
Edition for medium to large organizations. The Business Edition includes the Financials
application, based on the project code-named 'Madeira'.

The Enterprise Edition comprises Dynamics CRM applications such as:-

 Field services
 Sales
 Project service automation
 Customer service

In July 1, 2017, the Dynamics 365 line was repackaged. The CRM applications are now
called the Customer Engagement Plan. The ERP application is now called Dynamics 365
for Finance and Operations, however it is only available as part of the Unified
Operations Plan which also includes the standalone applications Dynamics 365 for

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Talent and Dynamics 365 for Retail. Together, the two plans form the Dynamics 365
Plan.

Microsoft Dynamics NAV delivers powerful comprehensive business management


capabilities that provide the increased control, streamlined operations, and insight you
need to improve profitability and. ultimately, support your business as it grows.

COMPREHENSIVE BUSINESS MANAGEMENT CAPABILITIES

Microsoft Dynamics NAV delivers powerful core business management capabilities for:

 Financial management Manufacturing


 Business intelligence and reporting Supply chain management
 Sales and marketing
 Human resource management Purchase and payables
 Service management
 Integration with System

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CSoftglobal : CSoftglobal develop Website based software as per client‘s
requirements. With these software your branch offices / factories at different
locations can do the data entry and View reports at the same time. The website
allows your people to view and manage data from any place in the world through
internet explorer.

They develop:

1) Website based ERP software :

With this software your offices can enter data of Enquiry From Customer,
Quotation To Customer, Purchase Order from Customer, Purchase Order to
Supplier, GRN (Goods received Note), Issue Slip, Invoice To Customer, Bill From
Supplier Details, Payment Received From Customer, Payment Made to Supplier.
Here you can prepare and print Quotation To Customer, Purchase Order to
Supplier, GRN, Issue Slip, Invoice To Customer, Enquiry Register, Customer
wise Enquiry Register. Product wise Enquiry Register, Location wise Enquiry
Register, Quotation Register, Location wise Quotation Register, Customer wise
Quotation Register, Purchase Order From Customer Register, Customer wise
Purchase Order From Customer Register, Product wise Purchase Order From
Customer Register, Purchase Order to Supplier Register, Product wise Costing
register. Supplier wise Costing Register, Stock register, Location Wise Stock
Register.

2)Website based Inventory software:

With this software your offices can enter data of incoming material and outgoing
material at different locations and View different reports. Here you can prepare
and print GRN, Issue Slip, Stock Register, Location wise Stock Register, Product
wise Stock Register, Issue Slip Report. Material Receipt Report, Product Master.
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3)Website based logistic software:

With this software your offices can enter data of Sales Order from Customer,
Purchase Order to Supplier, GRN (Goods received Note),issue Slip, Invoice To
Customer, Bill From Supplier Details, Payment Received From Customer,
Payment Made to Supplier, Here you can prepare and print Quotation To
Customer, Purchase Order to Supplier, GRN, Issue Slip, Invoice To Customer,
Purchase Order From Customer Register, Customer Wise Purchase Order From
Customer Register, Product Wise Purchase Order From Customer Register,
Purchase Order to Supplier Register, Product wise Costing register, Supplier
Wise Costing Register, Stock register, Location wise Stock Register.

4)Website based software for courier company:

this software your offices at various locations can enter data of Customers,
Con5ignment Booking, Consignment Delivery Status, Return Status, Billing and
payment Received Status and Prim C-Note, Bill and various reports like Booking
Register. Company Wise Booking Register, Customer Wise Booking Register,
Income Register, Company Wise Income Register, Pending Payment Status,
Customer wise Pending Payment Status. Company Wise Pending Payment
Status.

5)Website based warehousing software:

With this software package you can manage operation of your warehouses at
different locations. Here you can prepare and print Space availability at any given

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point of time, BG availability alert, Alert on aging of products per customer, Alert
on product expiry, Alert on Bond Expiry and application request. Pending orders
for expanding, Bond wise stock Wise availability (per stock per customer), item
Wise party Wise pending orders, Zero Stock Bond. Check on slow or Non
moving items, Item Wise Stock statement, replenishment report.

6) Website based CRM software:

This software helps you to understand details of different campaign And gives
you an idea of competitors at different locations. Here you have to enter details of
campaign, Sales, Competition and you can print Campaign Effectiveness Report.
Sales Register, Competitor Wise competition Details, Product Wise competition
Details

7) Website based enquiry management system:

With this software you can have an idea of eques generated at different
locations. Here you have to enter details of Enquiry and Enquiry status and you
can print Enquiry Register, Sales person wise Enquiry Register, Location wise
Enquiry Register.

8) Website based Sale team management software:

With this software your travelling staff can make entry about Visit plans and
status of different Visit. Here you can View sales persons monthly Vi5it plan.
Customer Wise Visit report, Sales person wise visit report.

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9) Website based real estate software:

With this software package you can make entry of Seller details, Purchaser
details, Property available details, Property Sold details. And print report of
location Wise property available details. Purchase enquiry details, date Wise
property sold details, commission receivable details, commission received details
etc.

With concentration on Website based ERP software: ERP software contains


Master, transactions and MIS reports as sections for managing selling and
purchasing entire process on which we Will concentrate.

About Transactions: Each section under transaction is further studied under 2


branches that are master or products. Master being the customer itself and
product being the goods and services produced on customer demand as shown
in snapshot 1.

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An example of ERP software:

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Key Research Findings

Each phase of the enterprise application Lifecycle has potential pitfalls that can
affect the ultimate success or failure of the ownership experience. For example. if
an enterprise software application is not installed completely or correctly, then
the rest of the implementation will have problems. Maintenance costs often
reflect repetitive tasks, such as upgrades performed many times over the
lifecycle of an enterprise application, while poor diagnostics tools lead to
unpredictable downtimes and business disruption. Finally. usability features
affect end user adoption, and poor usability can lead to increased costs due to
lost productivity. The experts looked at these potential outcomes and identified
the key feature sets that enabled Implementers, IT. or end users to successfully
implement, maintain, or use the applications of the five vendors.

Then. based on its primary and secondary research. the team rated each vendor
as to whether it offered the feature and then rated how successfully each
implementation, usability, and maintenance feature set contributed to the
ownership experience. Vendors received either a full circle for a full offering. a
half circle for less than a full offering, and an empty circle for no offering. The
following analysis represents a compilation of a detailed vendor-to-vendor
comparison by application.

1. Implementation

The implementation phase includes the initial installation of the software, its
configuration, the initial load of data into the new application, and any work that
might be required for the application to interface properly with the IT environment

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of the customer. such as integration with other applications. and whether the
integration is batch or real time. The implementation phase is typically broken
into three major steps:

1. Software installation

2. Configuration

3. Integration

The installation step is important since an incomplete or incorrect initial


installation of the software can lead to significant lost time in further steps of the
implementation. Streamlined configuration tools are critical in keeping an
application implementation protect on time. since. during configuration, all the
specifics of customer business requirements are captured and shared across
implementation stall.

Finally. the integration step is typically one of the most challenging With many
hidden and unanticipated costs. Three factors the complexity of the applications
to interface with, the complexity of the business processes between applications,
and the complexity of the integration tools that may require multiple experts and
multiple types of expertise make it difficult to establish detailed project plans and
thus to accurately estimate project costs. For the analysis and comparison of
vendor approaches to implementation, the experts utilized seven criteria:

1. Application installation wizard

2. Advanced configuration

3. Process modeler

4. Advanced data loading and moving

5. Process-oriented integration

6. Prepackaged integration between vendor applications

7. Built in web services integrations

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PeopleSoft and Oracle emerge with the most comprehensive feature set for the
implementation phase. PeopleSoft excels in the areas of application installation
wizard, advanced configuration, advanced data loading and moving. pie-
packaged integration between vendor applications, and built in web services
integration. Oracle shows strength in advanced configuration, the process
modeler. advanced data loading and moving, and built-in web services
integration, but not in pre-packaged integration between vendor applications.
SAP and Siebel slightly address all seven criteria, while Microsoft is clearly
lacking in four areas advanced configuration, process modeler, advanced data
loading and moving, and process-oriented integration repository.

2. Usability

The usability phase includes all key functionality that is related to the application
ease of use. Usability covers topics such as ability to perform tasks with the
minimum amount of errors, intuitive use of the application, end user productivity,
ability to learn how to use the application effectively with the minimum amount of
training. number of screens or clicks required to perform a specific task, support
for nonce as well as advanced users, alignment with industry standard interfaces,
response times, and ease opt adapting application terminology to customer
business cases. With this kind of scope to the issue of usability, it does provide
value to evaluate and build an objective comparison on the usability of various
applications.

Usability, in fact, can impact positively or negatively the total ownership


experience. First and foremost, usability has a direct impact on end user
adoption. which can make or break a deployment. Poor usability can lead to on

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going hidden costs through lower end user productivity, error-prone applications,
or applications that are misaligned with a company's business processes.

Five criteria were involved in the analysis assessment of usability:

1.Task-oriented navigation

2.Navigation configurability

3.Task-oriented dashboards

4.Web client

5. integrated office productivity.

Both PeopleSoft and Siebel have obviously made usability a key deliverable to
customers and, among the five vendors, plowed the fullest feature set for
usability, including task oriented navigation, the ability to configure navigation,
task-oriented dashboards. and web clients. Only SAP provides no task-oriented
dashboards, and Microsoft provides no web clients.

Let's examine each of the five feature sets in the usability category.

Maintenance, Support, and Upgrades

The maintenance includes all post-implementation activities that are required to


keep the application operational under normal and stressed conditions. It
includes on going support, upgrades (patches and minor and major upgrades),
all diagnostics and tuning activities managed by administrators to maintain the
application running in optimal conditions, and the archiving of historical data.
Maintenance costs have an important impact on the overall ownership
experience. due to the traditionally labor intensive and repetitive nature of these

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activities. Diagnostics and tuning facilitate the upgrade process by staying
current on releases. while poor diagnostics tools lead to unpredictable downtimes
and business disruption. Seven criteria were involved in the expertise
assessment of the maintenance phase:

1. Diagnostic and technical support

2. Remote and online support

3. Performance diagnostics and tuning

4. Patch management

5. Automated upgrade process and toolsets

6. User-cantic performance testing

7. Data archiving.

In this phase. PeopleSoft offers the fullest feature sets covering diagnostic and
technical support, performance diagnostics, patch management. user centric
performance testing, and data archiving. PeopleSoft, Oracle. and SAP all offer
full performance diagnostics and tuning. And PeopleSoft, Microsoft, and Siebel
fully address patch management, while only PeopleSoft and Siebel fully address
the issue of user-centric performance testing. All vendors have basic automated
upgrade tools, and all have shown progress in addressing maintenance
improvements to the ownership experience.

”.

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ERP Implementation Plan

Study Organisation's Needs

Recruit end user involvement

Assemble project team

Need
Stop
ERP?

Hire consultant to select software and


approach

Recruitmen
t module Stop

Pre implementation training

Install ERP system

Configure system

Convert data and test

Maintain system
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CHAPTER : 6
Limitations of ERP

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Limitations of ERP (Enterprise Resource Planning) Systems:

1. The cost of ERP Software, planning, customization, configuration, testing,


implementation, etc. is too high.

2. ERP deployments are highly time-consuming – projects may take 1-3


years (or more) to get completed and fully functional.

3. Too little customization may not integrate the ERP system with the business
process & too much customization may slow down the project and make it
difficult to upgrade.

4. The cost savings/payback may not be realized immediately after the ERP
implementation & it is quite difficult to measure the same.

5. The participation of users is very important for successful implementation of


ERP projects – hence, exhaustive user training and simple user interface might
be critical. But ERP systems are generally difficult to learn (and use).

6. There may be additional indirect costs due to ERP implementation – like new
IT infrastructure, upgrading the WAN links, etc.

7. Migration of existing data to the new ERP systems is difficult (or impossible)
to achieve. Integrating ERP systems with other stand alone software systems is
equally difficult (if possible). These activities may consume a lot of time, money &
resources, if attempted.

8. ERP implementations are difficult to achieve in decentralized


organizations with disparate business processes and systems.

9. Once an ERP systems is implemented it becomes a single vendor lock-in for


further upgrades, customizations etc. Companies are at the discretion of a single
vendor and may not be able to negotiate effectively for their services.

10. Evaluation prior to implementation of ERP system is critical. If this step is not
done properly and experienced technical/business resources are not available
while evaluating, ERP implementations can (and have) become a failure.

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CHAPTER : 8

Conclusion

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Conclusion

An ERP implementation is a huge commitment from the organization, causing


millions of rupees and can take up to several years to complete. However. when
it is integrated successfully, the benefits can be enormous. A well-designed and
properly integrated ERP system allows the most updated information to be
shared among various business functions, thereby resulting in tremendous cost
savings and increased efficiency. When making the implementation decision,
management must considered fundamental issues such as the organization's
readiness for a dramatic change, the degree of integration, key business
processes to be implemented, e-business applications to be included, and
whether or not new hardware need to be acquired.

In order to increase the chance of user acceptance, employees must be


consulted and be involved in all stages of the implementation process. Providing
proper education and appropriate training are also two important strategies to
increase the end user acceptance rate. The organization is also going through a
drastic change, with changes in the way businesses are conducted, the
organization being restricted, and job responsibilities being redefined. To
facilitate the change process, managers are encouraged to utilize the eight-level
organizational change process. Managers can implement their ERP systems in
several ways, which include the whole integration, the franchise approach, and
the single module approach. Finally, the paper concludes with a flow chart,
depicting many of the activities that managers must perform to ensure a proper
ERP implementation.

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Reference
1. www.microsoft.com

2. Enterprise Resource Planning- Demystified

3. www.wiidpedia.org

4. www.sap.com

5. www.Oracle.com

6. www.CSoftglobal.com

7. www.google.com

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