03/01/24

GIỚI THIỆU HỌC PHẦN

• Chương 1: Tổng quan về quy trình kinh doanh và hệ thống
thông tin
CÁC HTTT VÀ QUY TRÌNH • Chương 2: Quy trình mua/bán và hệ thống thông tin mua/bán
hàng (Procurrement/Fulfilment Process)
KINH DOANH • Chương 3: Các hệ thống thông tin khác và tích hợp quy trình
kinh doanh
BỘ MÔN TIN HỌC
• Chương 4: Ứng dụng CNTT trong các hệ thống thông tin trong
doanh nghiệp

Bộ môn Tin học -Đại học Thương Mại 1 Phan tich và khai pha DL 2

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Tài liệu tham khảo Tài liệu tham khảo

TT Tên tác giả
Năm Tên sách, giáo trình, NXB, tên tạp chí/ • David L Olson, Subodh Kesharwani (2009), Enterprise Information
XB tên bài báo, văn bản nơi ban hành VB Systems: Contemporary Trends and Issues, World Scientific, ISBN:
Giáo trình chính 978-9814273152
1 Simha R. 2012 Intergrated Business NXB
Magal, Jeffrey Processes with ERP Systems JOHNWILEY&SONS,INC • Cheryl L. Dunn, J. Owen Cherrington, Anita S. Hollander (2005),
Enterprise Information Systems: A Pattern-Based Approach, 3rd Ed,
Word
• 4 McGraw-Hill, ISBN: 0072404299.
Sách giáo trình, sách tham khảo
•
•
2 Laudon K.C., 2018 Management Information Pearson Publisher • Simha R. Magal, Jeffrey Word (2013), Intergrated Business
Laudon J.P Systems: Managing the Processes with ERP Systems. Wiley Publishing.
• Digital Firm, Global Edition
•3 • https://paginas.fe.up.pt/~als/mis10e/

Phan tich và khai pha DL 3

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Chương 1: Tổng quan về quy trình kinh

Đánh giá doanh và hệ thống thông tin
• 1.1. Giới thiệu chung
– Điểm chuyên cần: 10% • 1.2. Cấu trúc tổ chức trong doanh nghiệp
• 1.3. Quy trình kinh doanh cơ bản
– Điểm thực hành: 30% • 1.4. Tầm quan trọng và vai trò của hệ thống thông tin trong doanh nghiệp
– Điểm thi hết học phần: 60% •
•
1.4.1. Dữ liệu và thông tin
1.4.2. Các hệ thống thông tin chức năng
• 1.4.3. Hệ thống thông tin doanh nghiệp (EIS)
• 1.4.4. Vai trò và nhiệm vụ của hệ thống thông tin doanh nghiệp trong tổ chức
• 1.5. Các Hệ thống thông tin doanh nghiệp EIS
• 1.5.1. Giới thiệu chung
• 1.5.2. Dữ liệu trong các hệ thống thông tin doanh nghiệp
• 1.5.3. Các báo cáo trong các hệ thống

Phan tich và khai pha DL 5

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1. What are Integrated Enterprise

1.1. Giới thiệu chung • Enterprise
Information Systems?

– A business, an industrious effort, especially one directed

toward making money
• Information System
– A set of interconnected channels for communicating
knowledge of specific events or situations
• Integrated
– Joined together, united,
made into a whole
by having brought
all parts together

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Functional organizational structure
• Typical functions or departments found in a modern
organization include purchasing, operations, warehouse,
sales and marketing, research and development, finance
and accounting, human resources, and information
systems.
• Need cross-functional meaning no single group or
function is responsible for their execution.
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Functional structure Problem
• Workers complete their tasks in their functional “silos”
(isolation) without regard to the consequences for the
other components in the process.
• Business process involves workers located in multiple
functional areas.
• A major challenge facing organizations, then, is to
coordinate activities among the different functional
areas
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BUSINESS PROCESSES
• is a set of tasks or activities that produce desired
outcomes.
• Every process is triggered by some event, such as
receiving a customer order or recognizing the need to
increase inventory
•
Example
A retailer (customer) places an order for bicycles, the manufacturer
(seller) uses a specific process to ensure that the correct products are
shipped to the customer in a timely manner and that payment for the
order is received.
• These process steps can include validating the order, preparing the
shipment, sending the shipment, issuing an invoice, and recording the
receipt of payment.
• ?? Q: How can you show the step of process in company’s
department?
• ? What is happening IF there is no communication between
company’s department?

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INFORMATION AND SYSTEMS

• IT refers to anything related to computing
technology, such as networking, hardware,
• The information system is the mechanism used to
software, the Internet, or the people that work with deal with and control the information resource.
these technologies.
• “Information Technology means the use of • Information influences the manner an
hardware, software, services, and supporting
infrastructure to manage and deliver information
organization operates. The right information, if it
using voice, data, and video” as demonstrated in is delivered to the right person, in the right
Figure 1.2.
fashion, and at the right time, can lead to progress
and make organizational effectiveness and
competence more certain

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• An information system is a set of interacting artifacts and human activities

that perform one or more functions involving the handling of data and
information, including data collection, creation, editing, processing and
• An IS system includes components that are not
storage; and information selection, filtering, aggregation, presentation and focused on decision-making. People use
use.
• Other definition: “an integrated set of components for collecting, information for numerous reasons and in wide-
storing, processing, and communicating information”.
• Business firms, other organizations, and individuals in contemporary society rely on
ranging ways.
information systems to manage their operations, compete in the marketplace, supply
services, and augment personal lives.

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How EIS differs from conventional packages

Case study
• Watch video from
EIS
• https://www.youtube.com/watch?v=lwSQAaAn3UM system
Auto Transaction
• To see how MIS used in Amazon
• Answer the question:
– What is benefit of using? Self help
– How does the system can be used?
– What are the factors that are preventing competitors from utilizing technology like
Amazon does? Generalist
– What are the personality characteristics of users to determine the proper
utilization of technology Legacy
System Specialist
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How EIS differs from conventional

packages
• Legacy information systems (out of date) are the main • Legacy system • EIS system
vehicle for consolidating information about its – Significantly resists – Radically different
business. It has much less features and less flexible modification & evolution – Auto-transactional and
options.
– Consolidates information self helping
• Figure above shows that while the legacy system is about its business. – Adapts itself as a
condensed and compressed, the EIS system is auto-
– Has much less features generalist and a
transactional and self helping, and would adapt itself as
and less flexible options. specialist under different
a generalist and a specialist under different conditions. conditions.
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EIS is an integrated application EIS relationship to functional systems

• EIS consist of many

independent applications.
• EIS generates a robust
foudation for intergration
of heterogenous
applications, protocols
and formats.

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Knowledge needed for integrated ES
• Knowledge to create integrated ES
– Representation in general
– Enterprise operations, general and specific
– Conceptual modeling tools
• Knowledge to effectively use integrated ES (i.e., to be a power user)
– All of the above PLUS
– Information retrieval (querying) tools
• Knowledge to effectively audit integrated ES
– All of the above PLUS
– Audit objectives, techniques, tools
• Creativity and critical thinking! (for all of the above)
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1.2. Cấu trúc tổ chức trong doanh
nghiệp
• Cơ cấu tổ chức là một tập hợp các quy tắc, vai
trò, mối quan hệ và trách nhiệm xác định cách
thức các hoạt động của công ty phải được định
hướng để đạt được các mục tiêu của nó. Nó cũng
điều chỉnh luồng thông tin qua các cấp của công
ty và phác thảo mối quan hệ báo cáo giữa nhân
viên cấp trung, quản lý cấp cao, giám đốc điều
hành và chủ sở hữu. Nó thực sự là một hệ thống
phân cấp cho một công ty
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• Sơ đồ cơ cấu tổ chức là hình vẽ thể hiện vị trí,
mối quan hệ báo cáo và các kênh thông tin (giao
tiếp) chính thức trong tổ chức.
• Mô tả nhiệm vụ cơ bản của các phòng ban, bộ
phận (department)
• Mô tả công việc, quyền hạn trách nhiệm cho các
vị trí trong sơ đồ cơ cấu tổ chức.
• Quy trình làm việc của các phòng ban
03/01/24
• Sơ đồ tổ chức là một sơ đồ trực quan thể hiện cấu trúc bên trong của
một công ty bằng cách chi tiết vai trò, trách nhiệm và mối quan hệ
giữa các cá nhân trong một tổ chức.
– Hiển thị cấu trúc và hệ thống thứ bậc nội bộ
– Giúp nhân viên biết được người cần báo cáo cũng như người cần liên
hệ khi xảy ra vấn đề
– Hỗ trợ làm rõ vai trò và trách nhiệm
– Lưu giữ thông tin liên hệ của nhân viên ở một nơi thuận tiện
– Giúp bộ phận quản lý biết được số lượng nhân viên trong từng phòng
ban cũng như cách phân bổ nhân viên và các nguồn lực khác hiệu quả
nhất.
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4 kiểu cơ cấu tổ chức bộ máy quản

Sơ đồ
trị doanh nghiệp
• 1. Sơ đồ cơ cấu tổ chức doanh nghiệp quản trị
trực tuyến
– Kiểu cơ cấu tổ chức doanh nghiệp trực tuyến này có
đặc trưng cơ bản là mối quan hệ giữa các nhân viên
trong tổ chức được thực hiện theo đường thẳng. Người
thừa hành chỉ nhận lệnh và thừa hành mệnh lệnh từ
một người phụ trách cấp trên trực tiếp. Người phụ
trách phải chịu trách nhiệm hoàn toàn về kết quả công
việc của những người dưới quyền mình.

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Sơ đồ
• 2. Sơ đồ mô hình cơ cấu tổ chức bộ máy quản trị
chức năng
• Mỗi bộ phận chuyên môn bao gồm các chuyên gia có
trình độ chuyên môn sâu về từng lĩnh vực, chuyên môn
được giao.
• Bộ phận chuyên môn, chức năng đó có quyền ra các
mệnh lệnh có liên quan đến các chuyên môn, chức năng
mà nó phụ trách cho các phân xưởng, các bộ phận sản
xuất.

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Sơ đồ
• 3. Cơ cấu tổ chức bộ máy quản trị trực tuyến – chức
năng
• Mô hình này được thực hiện trên cơ sở kết hợp quyền uy
của thủ trưởng với sự quản lý của các cơ quan quản trị chức
năng theo từng mảng công việc chuyên môn liên quan đến
chức năng của mỗi cơ quan.
• Mô hình theo kiểu trực tuyến – chức năng được thiết kế
theo nhiều kiểu dựa trên các cách phân công trách nhiệm,
quyền hạn khác nhau giữa các tuyến, các cấp quản lý khác
nhau.

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Sơ đồ
• 4. Cơ cấu tổ chức bộ máy quản trị ma trận
• Mô hình tổ chức bộ máy quản trị ma trận thường được điều dụng đối
với các doanh nghiệp có quy mô lớn, kinh doanh đa ngành nghề, có
nhiều mối quan hệ hiệp tác theo chiều sâu.
• Theo mô hình này, mỗi cá nhân trong tổ chức thường được xếp vào
nhiều tuyến quản trị khác nhau, có mối quan hệ với nhiều bộ phận
quản trị khác nhau trong doanh nghiệp.
• Với mô hình tổ chức quản trị ma trận, một cá nhân vừa trực thuộc
tuyến quản trị theo chiều dọc, lại vừa trực thuộc tuyến quản trị theo
chiều ngang.

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4 kiểu mô hình cấu trúc tổ chức

2.Cấu trúc ma trận trong tổ chức công ty
doanh nghiệp
• 1. Cấu trúc tổ chức doanh nghiệp theo sơ đồ
phân cấp

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3. Cấu trúc ngang / phẳng trong tổ chức

doanh nghiệp nhỏ
4. Cấu trúc mạng
• Nhiều cấp quản lý cấp trung bị loại bỏ . Điều này cho phép nhân viên đưa ra quyết
định nhanh chóng và độc lập. Do đó, một lực lượng lao động được đào tạo tốt có
thể làm việc năng suất hơn bằng cách trực tiếp tham gia vào quá trình ra quyết định.
• Ưu điểm
• Trao cho nhân viên nhiều trách nhiệm hơn
• Thúc đẩy giao tiếp cởi mở hơn
• Cải thiện khả năng phối hợp và tốc độ thực hiện các ý tưởng mới
• Nhược điểm
• Có thể tạo ra sự nhầm lẫn vì nhân viên không có người giám sát rõ ràng để báo cáo
• Có thể tạo ra những nhân viên có kỹ năng và kiến ​thức tổng quát hơn
• Có thể khó duy trì một khi công ty phát triển vượt quá trạng thái mới thành lập

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1.3. Quy trình kinh doanh cơ bản
• What is a Business Process?
• A Business Process is a set of related, structured
activities and steps performed by individuals or
equipment within an organization to achieve the
organization’s basic objectives like profit maximization
and customer satisfaction.
• Business processes can be repeated at all organizational
levels and may or may not be visible to customers.
03/01/24
•
A business process is a series of structured and coordinated activities or tasks that an organization
performs to achieve a specific goal, produce a product, or provide a service. It involves various
steps, resources, and people working together in an organized manner to ensure the efficient
functioning of the organization and to create value for customers or stakeholders.
• A business process is not limited to the organization itself; it can and often does involve
communication and interaction with other companies, suppliers, customers, partners, and other
external stakeholders. Collaborative business processes are essential for maintaining strong
relationships, coordinating activities, and ensuring seamless transactions or information exchanges
between different parties. This interconnectedness helps organizations optimize their operations,
reduce costs, and better serve their customers or clients.
• In this context, it is clear that a process in business can integrate several software systems. In fact,
integrating multiple software systems is often essential for efficient and streamlined business
processes. By connecting different software systems, organizations can automate tasks, share data,
and coordinate activities across various departments, teams, or with other companies, ultimately
enhancing overall productivity and effectiveness.
• https://flokzu.com/bpm/the-complete-guide-of-business-processes/#What_is_a_Business_Process
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Key Components of a Business Process
• Process Inputs: These are the resources, information, or materials needed to initiate and carry out the process.
Inputs can be tangible (e.g., raw materials, equipment) or intangible (e.g., data, knowledge).
• Process Outputs: The results or deliverables produced by the process. Outputs can be products, services,
documents, or information that serve as the basis for other processes or are delivered to customers or stakeholders.
• Activities or Tasks: The individual steps or actions performed within the process to transform inputs into outputs.
Activities can be manual or automated and often involve decision-making, problem-solving, or collaboration.
• Process Flow: The sequence and interdependencies of the activities, defining the order in which they should be
executed and how they relate to each other.
• Roles and Responsibilities: The people, teams, or departments responsible for executing various activities within
the process. Clearly defined roles and responsibilities help ensure accountability and efficient task allocation.
• Rules and Policies: The guidelines, procedures, or standards that govern how activities should be performed. These
can originate from organizational guidelines, sector-specific recommended approaches or mandated regulations.
• Performance Metrics: Quantitative or qualitative measures used to evaluate the effectiveness and efficiency of the
process. Metrics help organizations monitor progress, identify areas for improvement, and track the success of
process improvement initiatives.
• Process Controls: The mechanisms in place to ensure the process is executed correctly and consistently, such as
quality checks, approvals, or audits.
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Simple Business Process Example
• “Order Fulfillment Process,” which involves the following stages:
– A customer places an order on the company’s website.
– The order information is recorded in the order management system.
– The warehouse team receives a notification of the new order.
– Warehouse staff pick the ordered items from inventory and package them.
– The packaged order is handed over to a shipping partner.
– The shipping partner delivers the order to the customer.
– The customer receives the package, and the order is marked as complete.
• This example demonstrates a series of coordinated tasks that involve
multiple teams (e-commerce, warehouse, and shipping) and systems (order
management and inventory) working together to achieve a specific goal:
delivering the product to the customer.
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Types of Business Processes

• Different classifications of business processes using different criteria. One
of the most useful is to classify Business processes into three main types,
based on their purpose and the area of the organization they impact:
– Core Processes: These are the primary processes that directly contribute to the
organization’s value proposition and form the basis of its competitive
advantage.
– Support Processes: Support processes enable and facilitate the smooth
functioning of core processes by providing necessary resources, infrastructure,
and services.
– Management Processes: Management processes involve planning, monitoring,
and controlling organizational activities to ensure strategic alignment and
operational efficiency.

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Core Processes
• Core processes are instrumental in enhancing an organization’s value
offering, which is crucial in providing products or services to clientele.
These processes define the organization’s primary competencies and are the
foundation of its competitive advantage in the market. Core processes are
typically unique to each business and reflect its mission, objectives, and
industry-specific requirements.
• Efficient and effective core processes allow organizations to create value
for their customers, maintain a competitive edge, and achieve growth and
profitability. They generally involve key operations such as product
development, manufacturing, marketing, sales, and customer service.
• Example???
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Support Processes
• Support processes are activities that indirectly contribute to an
organization’s value proposition by facilitating the smooth functioning of
core processes. These processes provide the necessary resources,
infrastructure, and services to enable the organization to operate efficiently
and effectively. Support processes generally do not have a direct impact on
product or service delivery, but they play a crucial role in maintaining
overall organizational performance.
• Support processes tend to be more standardized across organizations and
industries, as they often involve common functions such as human
resources management, IT support, procurement, and accounting. They
ensure that the organization has the right people, tools, and systems in place
to carry out its core processes.
• Example???
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Management Processes
• Management processes involve the planning, monitoring, and controlling of
organizational activities to ensure strategic alignment, operational
efficiency, and the achievement of business objectives. These processes
help organizations to set and maintain a clear direction, allocate resources
effectively, and oversee the performance of core and support processes.
Administration procedures typically include devising strategies, overseeing
performance, ensuring quality control, and managing potential risks.
• While management processes may vary across organizations and industries,
their primary function is to provide oversight and guidance, enabling
organizations to adapt to changing conditions, maintain competitiveness,
and achieve sustainable growth.
• Example??/
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Business process management
(BPM)
• Business Process Management (BPM) refers to a structured
methodology dedicated to the creation, examination,
execution, observation, and enhancement of organizational
operations and workflows. The primary goal of BPM is to
enhance the efficiency, effectiveness, adaptability, and
control of business processes to create value for customers,
stakeholders, and the organization itself.
• BPM involves various methods, tools, and techniques to
identify, model, optimize, and monitor business processes.
It focuses on aligning processes with organizational goals,
reducing inefficiencies, managing risks, and ensuring
continuous improvement.
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Key business processes

• Three processes are directly related to creating and delivering products
• Key aspects of Business Process Management include: and services (buy, make, and sell).
– Process Discovery: Identifying and mapping the organization’s existing processes to gain a – The procurement process (buy ) refers to all of the activities involved in buying or
clear understanding of how work is currently being done. acquiring the materials used by the organization, such as raw materials needed to
– Process Analysis: Evaluating the performance of existing processes by identifying bottlenecks, make products.
inefficiencies, or redundancies that can be addressed to improve overall effectiveness.
– Process Design: Developing new or improved processes, using best practices, and – The production process (make) involves the actual creation of the products within
incorporating feedback from stakeholders to ensure alignment with organizational goals and the organization. Whereas the production process is concerned with acquiring
objectives. The current worldwide standard for process modeling is BPMN. needed materials internally (by making them), the procurement process is
– Process Automation: Leveraging business process technology solutions, such as BPM concerned with obtaining needed materials externally (by buying them).
software or robotic process automation (RPA), to automate repetitive or manual tasks,
streamline workflows, and reduce human error. – Finally, the fulfillment process (sell ) consists of all the steps involved in selling
– Process Monitoring: Continuously tracking and measuring process performance using key and delivering the products to the organization’s customers
performance indicators (KPIs) to ensure the processes are achieving their intended outcomes.
– Process Improvement: Analyzing process performance data and identifying opportunities for
optimization, making adjustments, and implementing changes to drive continuous
improvement.

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• Closely related to buying, making, and selling are four processes used
to design, plan, store, and service products
– The lifecycle data management process (design) supports the design and
development of products from the initial product idea stage through the
discontinuation of the product.
– The material planning process ( plan) uses historical data and sales forecasts to
plan which materials will be procured and produced and in what quantities.
– The inventory and warehouse management (IWM) process (store) is used to
store and track the materials.
– The asset management and customer service processes (service) are used to
maintain internal assets such as machinery and to deliver after-sales customer
service such as repairs.

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People and Projects
• Human capital management (HCM) processes (people)
focus on the people within the organization and include
functions such as recruiting, hiring, training, and
benefits management
• Project management processes (projects) are used to
plan and execute large projects such as the construction
of a new factory or the production of complex products
such as airplanes.
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All these processes have an impact on an organization’s finance
• Financial accounting (FI) processes (track–external )
track the financial impacts of process steps with the
goal of meeting legal reporting requirements
• For example, the Internal Revenue Service (IRS) or the
Securities and Exchange Commission ( SEC),
Management accounting or controlling (CO) processes
(track–internal ) focus on internal reporting to manage
costs and revenues.
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ERP and Business Process
• Enterprise information systems (EIS) provide
a technology platform that enables
organizations to integrate and coordinate
their business processes on a robust
foundation.
• Wikipedia:
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1.4. Tầm quan trọng và vai trò của hệ thống thông
tin trong doanh nghiệp
• 1.4.1. Dữ liệu và thông tin
• 1.4.2. Các hệ thống thông tin chức năng
• 1.4.3. Hệ thống thông tin doanh nghiệp (EIS)
• 1.4.4. Vai trò và nhiệm vụ của hệ thống thông
tin doanh nghiệp trong tổ chức
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1.4.1. Dữ liệu và thông tin

• Khảo sát của delloite
• https://www.deloitte.com/content/dam/assets-
shared/legacy/docs/analysis/2022/dttl-
analytics-analytics-advantage-report.pdf

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5 Vai trò quan trọng của dữ liệu trong kinh
doanh
• Dữ liệu giúp đưa ra những quyết định tốt hơn
• Dữ liệu giúp doanh nghiệp nắm bắt và nâng cao hiệu
suất
• Dữ liệu giúp cải thiện quy trình
• Dữ liệu giúp doanh nghiệp hiểu sâu người tiêu dùng
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1.4.2. Các hệ thống thông tin chức năng
• Các hệ thống chức năng doanh nghiệp (hoặc
các hệ thống tác nghiệp): Hỗ trợ nhiều ứng
dụng sản xuất và quản lý trong các lĩnh vực
chức năng chủ chốt của công ty. Thí dụ: các
HTTT hỗ trợ kế toán, tài chính, tiếp thị, quản
lý hoạt động, quản trị nguồn nhân lực
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THE BUSINESS INFORMATION VALUE CHAIN

• From a business perspective, information systems are part of a

series of value-adding activities for acquiring, transforming,
and distributing information that managers can use to improve
decision making, enhance organizational performance, and
ultimately increase firm profitability.

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MAJOR BUSINESS FUNCTIONS

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Types of Information Systems

• transaction processing systems (TPS),
• management information systems (MIS),
• decision-support systems (DSS),
• office automation systems (OAS),
• and expert systems (ES).

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1.4.3. Hệ thống thông tin doanh 1.4.4. Vai trò và nhiệm vụ của hệ thống thông tin doanh
nghiệp (EIS) nghiệp trong tổ chức
• hệ thống thông tin là một hệ thống đóng vai trò làm vật trung gian giữa các công ty, doanh nghiệp
với môi trường, xã hội. Nó là một hệ thống nằm ở trung tâm của doanh nghiệp, giúp cho quá trình
thu thập, xử lý và cung cấp thông tin một cách thuận lợi nhất. Vai trò của hệ thống thông tin được thể
hiện qua hai mặt là bên trong và bên ngoài doanh nghiệp.
• Về bên ngoài: Hệ thống thông tin có vai trò thu thập các dữ liệu từ môi trường bên ngoài, và
đưa thông tin từ trong doanh nghiệp ra bên ngoài. Các loại thông tin được thu thập và cung cấp ra
bên ngoài bao gồm thông tin về giá cả, sức lao động, thị hiếu của người tiêu dùng, nhu cầu mặt hàng,
lạm phát, các chính sách của chính phủ,…
• Về mặt nội bộ: Hệ thống thông tin nội bộ của doanh nghiệp đóng vai trò như một cây cầu,
liên kết giữa các bộ phận trong doanh nghiệp với nhau. Nó thu thập, cung cấp thông tin cho những
đơn vị cần thiết để thực hiện các mục đích khác nhau mà doanh nghiệp đề ra. Ví dụ như thông tin
hoạt động sản xuất, kinh doanh của doanh nghiệp trong năm; thông tin về trình độ quản lý của doanh
nghiệp; thông tin về các chính sách nội bộ của doanh nghiệp; thông tin về mua sắm, xuất nhập khẩu
hàng hóa; tyhoong tin về bán hàng, doanh thu, tài chính…

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The Role of Information Systems in Business Today

• Tác động của hệ thống thông tin trong doanh nghiệp • Information technology and
– Hỗ trợ, cải thiện khả năng cạnh tranh cho doanh nghiệp: Hệ thống thông tin systems have revolutionized
giúp doanh nghiệp điều hành hiệu quả hơn, cắt giảm chi phí làm giảm giá firms and industries,
thành, từ đó giúp tăng tính cạnh tranh cho sản phẩm được bán ra. Hơn nữa, hệ becoming the largest
thống thông tin cũng giúp rút ngắn và liên kết khoảng cách giữa doanh nghiệp
với khách hàng, nhà cung cấp. component of capital
– Hỗ trợ việc ra quyết định của doanh nghiệp: Một hệ thống thông tin đầy đủ sẽ investment in the U.S. and
giúp cho các nhà quản trị của doanh nghiệp có bức tranh toàn cảnh về tình hình many industrialized societies.
sản xuất, kinh doanh, tài chính… của doanh nghiệp, từ đó có thể ra những Investment in information
quyết định kinh doanh phù hợp, đúng đắn và có hiệu quả. technology accounts for
– Hỗ trợ trong nghiệp vụ, hoạt động kinh doanh: Hệ thống thông tin cho phép approximately 50 percent of
lưu trữ một khối lượng lớn thông tin cần thiết như thông tin về khách hàng, nhà
cung cấp, thông tin về sản phẩm, giá bán, nhãn mác, chi phí,… giúp cho việc all capital invested in the
thực hiện nghiệp vụ và các hoạt động kinh doanh diễn ra trơn tru và tiết kiệm United States.
thời gian.

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What’s New in Management Information Systems?

• Business firms invest heavily in information systems to achieve six strategic business • IT Innovations
objectives:
– Operational excellence: Efficiency, productivity, and improved changes in business practices and • New Business Models: For instance, the emergence of online video
management behavior. services for streaming or downloading, such as Netflix, Apple
– New products, services, and business models: A business model describes how a company iTunes, and Amazon, has forever changed how premium video is
produces, delivers, and sells a product or service to create wealth. Information systems and
technologies create opportunities for products, services, and new ways to engage in business. distributed and even created. Netflix in 2018 attracted more than
– Customer and supplier intimacy: Improved communication with and service to customers raises 125 million subscribers worldwide to what it calls the “Internet TV
revenues, and improved communication with suppliers lowers costs. revolution.”
– Improved decision making: Without accurate and timely information, business managers must
make decisions based on forecasts, best guesses, and luck, a process that results in over and under- • E-commerce Expansion. E-commerce generated about $700 billion
production of goods, raising costs, and the loss of customers. in revenues in 2017 and is estimated to grow to nearly $950 billion
– Competitive advantage: Implementing effective and efficient information systems can allow a
company to charge less for superior products, adding up to higher sales and profits than their by 2020. E-commerce is changing how firms design, produce, and
competitors. deliver their products and services
– Survival: Information systems can also be a necessity of doing business. A necessity may be
driven by industry-level changes, as in the implementation of ATMs in the retail banking industry.
A necessity may also be driven by governmental regulations, such as federal or state statutes
requiring a business to retain data and report specific information.

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THE INTERDEPENDENCE BETWEEN

ORGANIZATIONS AND INFORMATION SYSTEMS
• Management Changes. The management of business firms has changed:
With new mobile smartphones, high-speed wireless Wi-Fi networks, and In contemporary systems, there
tablets, remote salespeople on the road are only seconds away from their is a growing interdependence
managers’ questions and oversight. Management is going mobile. between a firm’s information
• Changes in Firms and Organizations. Compared to industrial organizations systems and its business
of the previous century, new fast-growing twenty-first-century business firms put capabilities. Changes in strategy,
less emphasis on hierarchy and structure and more emphasis on employees taking rules, and business processes
on multiple roles and tasks and collaborating with others on a team. increasingly require changes in
– They put greater emphasis on competency and skills rather than position in the hierarchy. hardware, software, databases,
They emphasize higher-speed and more-accurate decision making based on data and and telecommunications. Often,
analysis. They are more aware of changes in technology, consumer attitudes, and culture. what the organization would like
They use social media to enter into conversations with consumers and demonstrate a
greater willingness to listen to consumers, in part because they have no choice. to do depends on what its
– They show better understanding of the importance of information technology in creating systems will permit it to do
and managing business firms and other organizations. To the extent organizations and
business firms demonstrate these characteristics, they are twenty-firstcentury digital
firms

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1.5. Các Hệ thống thông tin doanh
nghiệp EIS
• 1.5.1. Giới thiệu chung
• 1.5.2. Dữ liệu trong các hệ thống thông tin
doanh nghiệp
• 1.5.3. Các báo cáo trong các hệ thống
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1.5.1. Giới thiệu chung
• An Enterprise Information System (EIS) is any kind of information system which improves the
functions of enterprise business processes by integration. This means typically offering high quality
of service, dealing with large volumes of data and capable of supporting some large and possibly
complex organization or enterprise. An EIS must be able to be used by all parts and all levels of an
•
enterprise.
Purpose
• Enterprise information systems provide a technology platform that enables organizations
to integrate and coordinate their business processes on a robust foundation. An EIS is currently used
in conjunction with customer relationship management and supply chain management to automate
business processes.[1] An enterprise information system provides a single system that is central to the
organization that ensures information can be shared across all functional levels and
management hierarchies.
• An EIS can be used to increase business productivity and reduce service cycles, product
development cycles and marketing life cycles.[1] It may be used to amalgamate existing applications.
Other outcomes include higher operational efficiency and cost savings
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1.5.1. Giới thiệu chung REA example

• The term enterprise system for many people brings to mind ERP
software. Such software has the same objective as the REA (Resources-
Events-Agents) ontology- to store enterprise information one time, in a • Figure 1. The REA Accounting Model
disaggregated format from which it can be retrieved by many different
users for use in making many different types of decisions. (Adapted from McCarthy, 1982
– The REA ontology is a combination of script patterns and object patterns that
together enable us to model enterprises and to understand and work with existing
enterprises models.
– ERP software packages are representations of business processes. If the software
is not an adequate representation of an enterprise's existing business processes,
either the business process must be changed or the software must be changed

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Either type of change is problematic!
• Enterprise customizes ERP software fit its
business processes  ? Problem?
• On the other hand, when an enterprise changes
its business processes ? Problem?
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03/01/24
CONCEPT OF EIS (cont.)
•
Early ERP systems focused on manufacturing, although they quickly expanded to
support all sorts of organizations
• EIS facilitates enterprise-wide integrated information systems covering all
functional areas and performs core corporate activities and enlarges customer
service. EIS is a business management system that seeks to combine all aspects of
the organization. It is capable of taking care of planning, manufacturing, sales and
marketing
• Typically, an EIS system uses database systems which are integrated with each
other
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• EIS includes the internal back office operations and

external front office such as financial system, human
resources, inventory management, shipping, customer
order processing, warehouse etc.
•  Enterprise Information System (EIS) provides
resources for EIS-specific functionality to its clients.
• The evolution from a simple information system to a demand-supply chain service provider model is shown in
Figure 1.7.

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Supply chain model Common EIS features

• Best business practices
• Beyond the Enterprise

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• Best Business Practices: It seeks a compilation of the best business processes applicable worldwide. • Modular & Open: The EIS system has to have open system
• Beyond The Enterprise: In supply chain applications, the EIS should not be confined to the architecture. This means that any module can be interfaced or detached
enterprise boundaries, but should provide on-line connectivity to the other business entities working whenever required without affecting the other modules. It should hold
with the enterprise.
up multiple hardware platforms for companies with heterogeneous
• Comprehensive: It should be able to sustain a variety of enterprise functions and must be suitable
for a wide range of business enterprises.
collection of systems. It must also support some third party add-ons.
• Flexibility: An EIS system should be flexible to act in response to the changing needs of an
enterprise. The client server technology enables EIS to scamper across various database back ends
through Open Data Base Connectivity (ODBC).

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Customer Expectation of EIS packages
• Number of implementations in the country?
• Integration?
• Is the package to old or too new?
• Is the package localized?
• Is implementation of the package easy?
• How fast is it to get skills on the package?
• Quality of the consultants hired.
• Financial health of the company.
• How big is the company? Is its main focus implementation alone?
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EIS characteristics
• An integrated system
– Before to maintain and keep track of all of a business’s operations, a business may be using
multiple systems like CRM (customer relationship management) software, an HR software,
payroll software and so on. An ERP system can be customized to fit in all the software in one
place that will help run your business in one uniformed program.
• The system Operates in (or near) real-time
– Depending on the job it is tasked with, most ERP systems run on real time or close to real time.
That means when inputting data, or maybe even doing something as simple as an inventory
check, the system will be up to date. [2]
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The key rationales

• A consistent look and feel across modules
– Having an all-in-one system helps so that you’re not having to learn and remember where all
the tools you need to get the job done are located on what program. With ERP, a business only
has to worry about the one interface and the modules within.
• Multiple Deployment options
– On-Premises – servers would be located within the offices.
– Hybrid – This means that there may be servers on site but the system may also be hosted
through a service online.
– SaaS – SaaS (Software as a service) would have the ERP as stored and accessible on a
subscription-based service much like the Cloud.
1-91
• The key rationales for implementing ERP systems are:
– Technology — more powerful, integrated computer
systems. Greater flexibility. Lower IT cost.
– Business practices — implementation of better ways of
accomplishing tasks. Better operational quality. Greater
productivity
– Strategic — cost advantages can be gained through more
efficient systems. Improved decision-making. Support
business growth. Build external linkages.
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– Modular Design - The modular design of an ERP system incorporates distinct business
– Competitive — if an organization’s competitors modules such as manufacturing, financial, accounting, and distribution. Each module takes care
of various functions of a particular section or department within your organization. While these
adopt ERP and gain cost efficiencies as well as modules can operate separately, they are integrated inside the ERP system to provide a seamless
serve customers better, organizations will be left flow of data and information between all modules. This ultimately will enlarge the operational
transparency provided for by the standard interface. These separate modules work in real-time
with declining clientele. Better customer service. with online and batch-processing capabilities.

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– Central Common Database - Implementing a – Flexible and Open Database - Organizations are almost always dynamic in nature, which is
where ERP systems offer flexibility to respond to the changing needs of the enterprise. These
common centralized database management system, systems have an open system architecture, allowing them to attach or detach any module as and
when required without affecting the other modules. An advantageous ERP system should
which is also called a DBMS, is an important support connectivity to other business entities within the organization and shouldn’t be
confined within the boundaries of a manufacturing facility.
characteristic of an advantageous ERP system. All
data is entered and stored only once and then
utilized by all departments simultaneously which
helps eliminate data-entry errors and other flaws
associated with using a distributed database.

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EIS RESEARCH
– Automatic Generation of Information An ERP
system provides business intelligence tools such • Table 1.2: Reasons for Implementing ERP
as executive information systems, decision
support systems, easy warning systems, and
more. These tools help manufacturing operations
to make data-based decisions that pertain to their
overall production process. All financial and
business information will be automatically
generated from the data that is found in the
centralized database of the ERP system.

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1.5.2. Dữ liệu trong các hệ thống thông tin
doanh nghiệp
• Enterprise data is data that is shared by the users of an
organization, generally across departments and/or
geographic regions.
• A key asset component, enterprise data is subdivided into
internal and external data categories, which are classified
according to organizational processes, resources and/or
standards.
• Enterprise data management (EDM) is the process of
inventorying and governing your business’s data and getting
your organization onboard with the process.
03/01/24
Quản lý enterprise data
• Enterprise data managers are most often database administrators, IT
administrators, or IT project managers.
• They are in charge of the process of managing your business’s entire
data life cycle. They document and direct the flow of data from
ingestion, and they control the process of removing data the business
doesn’t need.
• This life cycle is also referred to as a data lineage. By managing
your data lineage, your data is less vulnerable to breaches, incorrect
analysis, and legal complications. These legal complications arise
from having insecure personally identifiable information on-
premises or in the cloud.
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Benefits of enterprise data
management
• By making data management a priority, you are ensuring that your data is in a
secure place and available when your business users need it. This benefits your
teams by enabling the following:
• Accessing high-quality data for accurate analysis
• Ensuring your data is secure and compliant under regulations
• Consolidating data across multiple sources for increased efficiency
• Having a consistent data architecture that scales with your enterprise
• Data management solutions, like Informatica, can assist you with all of these.
Further, data analysis and other data work will be more efficient because your
people will know exactly where to find the data they need. Additionally, a well-
governed data lineage makes it easy to quickly identify data dependencies,
understand who is using each data source, and make relevant tables more
accessible.
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Master data management vs. enterprise
data management
• Master data management is similar to enterprise data management, but it involves creating a single
view of your data in a master file or master record.
• This master file will define the essentials you need for a given process. Think of this like a
requirements document that details the necessary fields and inputs to your data source.
• For example, what does your sales department need to store its leads and opportunities? To start, it
will probably need names, phone numbers, and email addresses. These fields will likely be piped in
from another tool and we’ll need to know the relevant details. This master file will list every
requisite dimension in a dataset in a standardized format.
• A more complicated example of master data management would be creating a master file with
complex categories or dimensions, e.g., vendors in your supply chain, their location, and reference
data. It all depends on what business data you use in the process you want to manage. Deciding
between a master data file or another enterprise data management strategy is an important step in the
project.
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Components of enterprise data
management
• The first step in the journey of data management is to complete a
data audit. The data management leader would list or chart the data
produced, used, and deleted in a business process.
• This type of data-cataloging project is crucial in ensuring a big
picture of the data. We need to be sure to catalog everything as
comprehensively as possible, even emails and notes.
• Once data is cataloged, clean the data and transform it into a
standard format.
• Unfortunately, projects like data cataloging and data preparation can
be challenging, intensive, and complex. But once those projects are
completed, you’re much closer to successful data management.
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Documentation and transparency
• Data administration and governance should have regularly scheduled maintenance
projects. Identify your data steward, who will maintain the master file or the
documentation for data management.
• Then develop and document a clear succession plan for who will maintain it if your
current data steward (manager) leaves the company. Clearly define the roles and
rules of your enterprise data management program, and decide how involved the IT
department and database administrators will be. Publish your documentation, keep
it all in an easy to access and shared location, and take an active role in
guaranteeing the right people are appropriately informed of the contents.
• Documented data management procedures ensures transparency for the rest of your
organization and its integrity should carefully considered. Data stewards can be the
go-to people for questions and concerns. When transparency and collaboration are
prioritized, your organization will support and trust your mission for data
management.
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What is a data architecture?
• A data architecture describes how data is managed--from collection through to transformation,
distribution, and consumption. It sets the blueprint for data and the way it flows through data storage
systems. It is foundational to data processing operations and artificial intelligence (AI) applications.
• The design of a data architecture should be driven by business requirements, which data architects
and data engineers use to define the respective data model and underlying data structures, which
support it. These designs typically facilitate a business need, such as a reporting or data
science initiative.
• As new data sources emerge through emerging technologies, such as the Internet of Things (IoT), a
good data architecture ensures that data is manageable and useful, supporting data lifecycle
management. More specifically, it can avoid redundant data storage, improve data quality through
cleansing and deduplication, and enable new applications. Modern data architectures also provide
mechanisms to integrate data across domains, such as between departments or geographies, breaking
down data silos without the huge complexity that comes with storing everything in one place.
• Modern data architectures often leverage cloud platforms to manage and process data. While it can
be more costly, its compute scalability enables important data processing tasks to be completed
rapidly. The storage scalability also helps to cope with rising data volumes, and to ensure all relevant
data is available to improve the quality of training AI applications.
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Conceptual vs logical vs physical data
models
• The data architecture documentation includes three types of data model:
• Conceptual data models: They are also referred to as domain models and offer a big-picture view
of what the system will contain, how it will be organized, and which business rules are involved.
Conceptual models are usually created as part of the process of gathering initial project
requirements. Typically, they include entity classes (defining the types of things that are important
for the business to represent in the data model), their characteristics and constraints, the relationships
between them and relevant security and data integrity requirements.
• Logical data models: They are less abstract and provide greater detail about the concepts and
relationships in the domain under consideration. One of several formal data modeling notation
systems is followed. These indicate data attributes, such as data types and their corresponding
lengths, and show the relationships among entities. Logical data models don’t specify any technical
system requirements.
• Physical data models: The physical data model is the most detailed and specific of the three. It
defines the actual implementation of the database, including table structures, indexes, storage and
performance considerations. It focuses on the technical aspects of how the data will be stored and
accessed, and is used for database schema creation and optimization.
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Types of data architectures and
underlying components
• A data architecture demonstrates a high level perspective of how
different data management systems work together. These are
inclusive of a number of different data storage repositories, such as
data lakes, data warehouses, data marts, databases, et cetera.
Together, these can create data architectures, such as data fabrics
and data meshes, which are increasingly growing in popularity.
These architectures place more focus on data as products, creating
more standardization around metadata and more democratization of
data across organizations via APIs.
• The following section delves deeper into each of these storage
components and data architecture types:
03/01/24
• Types of data management systems
• Data warehouses: A data warehouse aggregates data from different relational data sources across an
enterprise into a single, central, consistent repository. After extraction, the data flows through an
ETL data pipeline, undergoing various data transformations to meet the predefined data model. Once
it loads into the data warehouse, the data lives to support different business intelligence (BI) and data
science applications.
• Data marts: A data mart is a focused version of a data warehouse that contains a smaller subset of
data important to and needed by a single team or a select group of users within an organization, such
as the HR department. Since they contain a smaller subset of data, data marts enable a department or
business line to discover more-focused insights more quickly than possible when working with the
broader data warehouse data set. Data marts originally emerged in response to the difficulties
organizations had setting up data warehouses in the 1990s. Integrating data from across the
organization at that time required a lot of manual coding and was impractically time consuming. The
more limited scope of data marts made them easier and faster to implement than centralized data
warehouses.
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• Data Lakes: While data warehouses store processed data, a data lake houses raw data, typically petabytes of it. A
data lake can store both structured and unstructured data, which makes it unique from other data repositories. This
flexibility in storage requirements is particularly useful for data scientists, data engineers, and developers, allowing
them to access data for data discovery exercises and machine learning projects.
• Data lakes were originally created as a response to the data warehouse’s failure to handle the growing volume,
velocity, and variety of big data. While data lakes are slower than data warehouses, they are also cheaper as there is
little to no data preparation before ingestion. Today, they continue to evolve as part of data migration efforts to the
cloud. Data lakes support a wide range of use cases, because the business goals for the data do not need to be
defined at the time of data collection. However, two primary ones include data science exploration and data backup
and recovery efforts.
• Data scientists can use data lakes for proof-of-concepts. Machine learning applications benefit from the ability to
store structured and unstructured data in the same place, which is not possible using a relational database system.
Data lakes can also be used to test and develop big data analytics projects. When the application has been
developed, and the useful data has been identified, the data can be exported into a data warehouse for operational
use, and automation can be used to make the application scale. Data lakes can also be used for data backup and
recovery, due to their ability to scale at a low cost. For the same reasons, data lakes are good for storing “just in
case” data, for which business needs have not yet been defined. Storing the data now means it will be available later
as new initiatives emerge.
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Types of data architectures
• Data fabrics: A data fabric is an architecture, which focuses on the automation of
data integration, data engineering, and governance in a data value chain between
data providers and data consumers. A data fabric is based on the notion of “active
metadata” which uses knowledge graph, semantics, data mining, and machine
learning (ML) technology to discover patterns in various types of metadata (for
example system logs, social, etc.). Then, it applies this insight to automate and
orchestrate the data value chain.
• For example, it can enable a data consumer to find a data product and then have
that data product provisioned to them automatically. The increased data access
between data products and data consumers leads to a reduction in data siloes and
provides a more complete picture of the organization’s data. Data fabrics are an
emerging technology with enormous potential and they can be used to enhance
customer profiling, fraud detection, and preventative maintenance. According to
Gartner, data fabrics reduce integration design time by 30%, deployment time by
30%, and maintenance by 70%.
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• Data meshes: A data mesh is a decentralized data
architecture that organizes data by business domain. Using a
data mesh, the organization needs to stop thinking of data as
a by-product of a process and start thinking of it as a
product in its own right. Data producers act as data product
owners. As subject matter experts, data producers can use
their understanding of the data’s primary consumers to
design APIs for them. These APIs can also be accessed from
other parts of the organization, providing broader access to
managed data.
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Benefits of data architectures
• Reducing redundancy: There may be overlapping data fields across different sources, resulting in the risk of
inconsistency, data inaccuracies, and missed opportunities for data integration. A good data architecture can
•
standardize how data is stored, and potentially reduce duplication, enabling better quality and holistic analyses.
Improving data quality: Well-designed data architectures can solve some of the challenges of poorly managed data
lakes, also known as “data swamps”. A data swamp lacks in appropriate data quality and data governance practices
to provide insightful learnings. Data architectures can help enforce data governance and data security standards,
enabling the appropriate oversight into data pipeline to operate as intended. By improving data quality and
governance, data architectures can ensure that data is stored in a way that makes it useful now and in the future.
• Enabling integration: Data has often been siloed, as a result of technical limitations on data storage and
organizational barriers within the enterprise. Today’s data architectures should aim to facilitate data integration
across domains, so that different geographies and business functions have access to each other’s data. That leads to a
better and more consistent understanding of common metrics (such as expenses, revenue, and their associated
drivers). It also enables a more holistic view of customers, products, and geographies, to better inform decision-
•
making.
Data lifecycle management: A modern data architecture can address how data is managed over time. Data
typically becomes less useful as it ages and is accessed less frequently. Over time, data can be migrated to cheaper,
slower storage types so it remains available for reports and audits, but without the expense of high-performance
storage.
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1.5.3. Các báo cáo trong các hệ thống

• What is Enterprise Reporting?
• Enterprise reporting is the creation and distribution of
reports concerning business performance to key decision
makers in an organization. This may include reports on
metrics on key performance indicators or information
curated for day-to-day activities. Enterprise reporting
provides users with a comprehensive view of the business
and its performance at a high level with
metrics, dashboards, graphs, and other user-
friendly business intelligence tools.

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What are the benefits of enterprise
reporting?
• Enabling better decision making: Empower people to make better decisions faster by placing
mission-critical information at their fingertips. With a developer-grade, cost-effective platform that's
truly designed for reporting, you can inform the masses.
• Delivering great customer experiences: Provide users with an easy-to-use interface to view and
dive into their data. Distribute pixel-perfect reports on the web, inside an application, and even on
mobile devices with Jaspersoft's modern production reporting software.
• Increasing productivity: Spend less time fulfilling every request for a new report. Distribute the
report-building load with a self-service report designer that enables business users to create reports
on their own or modify existing reports started by IT or developers.
• Connecting to innovation: Legacy enterprise reporting tools hold you back from innovation. They
are outdated and not compatible with new technologies needed in the digital era. With modern
enterprise reporting software, you can take advantage of modern APIs, emerging data sources, and
new deployment methods.
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What are the necessary capabilities for
enterprise reporting?
• Interactive Reporting: Experience full interactivity with tables and charts including sorting, filtering, conditional
formatting, moving/hiding columns, string search, zoom in/out, along with format changes that can be saved for re-
use.
• Pixel-perfect reporting: Seize complete control of your report design. Every element of a report—visualizations,
text, images, and more—can be formatted to the individual pixel. Meet any regulatory requirements or simply be
beautifully precise.
• Self-service reporting: Build interactive, ad-hoc reports with an easy-to-use, drag-and-drop report designer. Make
report-building easy for non-technical users in a highly configurable secure environment.
• Open architecture: Built on an open architecture, enterprise reporting software lets you connect to any data source,
deploy using any method, and work with modern RESTful APIs. Take source code and add your own custom
features to it.
• Multi-tenant support: Need to distribute client statements? Deliver financial or regulatory reports? Embed reports
in software applications? With multi-tenancy, you can easily control access to data and reports across all levels of
users, groups, and customers.
• Distribute in any format: Deliver your reports as printed documents and PDFs or as fully interactive web content.
Enterprise reports can be published in PDF, XLS, XLSX, XML, HTML, PPT, CSV, DOC, RTF, ODT and JSON
format.
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Chương 2: Quy trình mua/bán và hệ thống thông tin

Ví dụ về hệ mua/bán hàng (Procurrement/Fulfilment Process)
thống sinh
report-SAP • 2.1. Hệ thống thông tin mua hàng
• Enterprise Reporting is the reporting component of Business Explorer (BEx).
• 2.1.1. Quy trình mua hàng cơ bản
• Enterprise Reporting offers the following
functions and tools: • 2.1.2. Hệ thống thông tin mua hàng
• BEx Report Designer as a central tool for
creating reports.More information: Report • 2.1.3. Dữ liệu, quy trình xử lý, và báo cáo
Designer
• Web Item Report, which is used to integrate
reports into Web applications.More
• 2.2. Hệ thống thông tin bán hàng
•
information: Web Item Report
PDF Generation as a print-optimized view • 2.2.1. Quy trình bán hàng cơ bản
• 2.2.2. Hệ thống thông tin bán hàng
of reports.
• The technical basis for reports is the row
pattern concept. More information: Row
Patternsapurl_link_0002_0004_0007 • 2.2.3. Dữ liệu, quy trình xử lý, và báo cáo

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2.1. Hệ thống thông tin mua hàng
• Part 1 PROCUREMENT OBJECTIVES AND
DEVELOPMENT –page 20/584
INTEGRATED BUSINESS
PROCESSES with ERP SYSTEMS
• 4 The Procurement Process 83 -page 101/376
• Organizational Data 84
• Master Data 89
• Key Concepts 95
• Process 102
• Reporting 119
•

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Chapter 4: The Procurement Process 2.2. Hệ thống thông tin bán hàng
• Page 101/376 • Chapter 5: The Fulfi llment Process –page: 145/376
• LEARNING OBJECTIVES • LEARNING OBJECTIVES
• 1. Describe the major organizational levels associated with the procurement • 1. Describe the organizational levels associated with the fulfi llment process.
process. • 2. List and explain the master data associated with the fulfi llment process.
• 2. Discuss the four basic categories of master data that are utilized during the • 3. Identify the key steps in the fulfi llment process and the data, documents, and
procurement process. information associated with each step.
• 3. Explain the key concepts associated with the procurement process. • 4. Discuss the role of the credit management process in fulfillment.
• 4. Identify the key steps in the procurement process and the data, documents, and • 5. Effectively use SAP® ERP to execute the key steps in the fulfi llment process.
information associated with these steps. • 6. Explain how and why fulfi llment is integrated with other processes.
• 5. Effectively use SAP® ERP to execute the key steps in the procurement process. • 7. Utilize SAP ERP to extract meaningful information about the fulfi llment
• 6. Utilize SAP ERP to extract meaningful information about the procurement process.
process.

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Chương 3: Các hệ thống thông tin khác và tích hợp

quy trình kinh doanh 3.2. Hệ thống quản lý kho hàng
• Chapter 7: Inventory and Warehouse Management Processes – page
• Chapter 6: The Production Process – page 239/376
• LEARNING OBJECTIVES
197/376 • 1. Discuss the four goods movements associated with inventory
management. 2. Describe the organizational levels in warehouse
management. 3. Analyze the master data associated with warehouse
management. 4. Identify and explain the key steps in the warehouse
management processes. 5. Demonstrate how inventory and warehouse
management processes are integrated with other processes. 6. Effectively
use SAP ® ERP to execute the key steps in the warehouse management
process. 7. Extract and analyze meaningful information about the
warehouse management process utilizing SAP ERP.

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3.3. Hệ thống kế toán cơ bản

• Chapter 3: Introduction to Accounting –page 67/376
• LEARNING OBJECTIVES
• 1. Explain the differences between fi nancial accounting and management
accounting.
• 2. Describe the organizational data related to fi nancial accounting.
• 3. Discuss and analyze the key types of master data involved with fi nancial
accounting.
• 4. Explain and apply basic accounting concepts.
• 5. Execute key processes in fi nancial accounting.
• 6. Identify key integration points between financial accounting and other processes.
• 7. Prepare reports in fi nancial accounting

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Thực hành
• Hệ thống Odoo
• https://www.odoo.com/education/program
• https://www.sql.edu.vn/odoo/odoo-community/
•
• Hệ thống Axelor
• https://axelor.com/

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