Page 141 - DCAP302_ENTERPRISE_RESOURCE_PLANNING

Unit 7: ERP Market

modules notes

The various modules of MFG/PRO are distribution, financial, Service Support, Supply Chain
Management, master files etc.
MFG/PRO module is appropriate for process, batch process, configure-to-order, repetitive
manufacturing, and make to stock. MFG/PRO popular in multinational companies. Following
MFG/PRO modules provide world class supply chain tools.
1. Distribution: These modules are used to monitor inventory balances as well as manages
purchasing and sales order entries.

2. Manufacturing: To regulate the manufacturing activities within the various types of
production environment. (repetitive to configure-to-order).
3. Financial: This module have an interface with various MFG/PRO modules in the supply
chain like, planning and manufacturing, distribution modules to report the financial
implications.

4. Service/Support service/Support: These are the modules designed for companies that
provides sales service and support after the manufacturing and sales of the product.
5. Supply Chain: The supply management provide the functionality in control of goods and
information from supplier to customer.
6. Master files: This provides access to series of foundation modules used by MFG/PRO
applications. The Master files includes the information about, Item/site addresses/taxes,
physical inventory multiple database configuration, Inventory control and manager
functions.



Case Study implementing sap r/3 at the university of nebraska

n a Monday morning in August 1998, Jim Buckler, project manager of the University
of Nebraska’s Administrative System Project (ASP), was preparing for his weekly
Omeeting with the project’s steering committee, the Financial System Task Force
(FSTF). The ASP is an effort charged with implementing SAP’s R/3 client/server enterprise
resource planning (ERP) product for the University of Nebraska’s multicampus system.
As a result of mapping the University’s future business process to the SAP R/3 system, a
number of gaps were identified between these processes and those offered by the SAP R/3
system. These critical gaps were tracked as one of the project’s critical success factors. Project
management and the FSTF had to consider all factors that could potentially be impacted
by the critical gaps. Such factors include the scope of the project, resources (human and
budgetary), the timeline, and the previous configuration of the system, to name a few.
Top tier ERP vendors are SAP AG, BAAN, PeopleSoft, Oracle Application and
J.D.Edwards.
Four options were developed as possible solutions to resolve the 14 critical gaps. Table
summarizes the options presented to the FSTF by project management. With a number of
constraints and issues in mind, Buckler contemplated which one or combination of the four
options was the best course of action. Should SAP and IBM be working concurrently on
resolving the gaps (i.e., options 1 and 2)? This seemed to be the safest course of action, but
it would be very costly. Should the project timeline be extended until July 1, 1999? What if
SAP could not resolve all the gaps by that time?
Contd...

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