Dr. Rafiq Zakaria Campus
Maulana Azad Educational Trust’s
Millinnium Institute of Management
Rauza Bagh, Aurangabad.
Case study
Open bravo
Submitted By:
Shaikh Saifuddin Yawar
Siddiqui Serfraz
Mohammed Faizan
Syed Sadroddin
MCA V Semester
(2014 – 2015)
Dr. Rafiq Zakaria Campus
Maulana Azad Educational Trust’s
Millinnium Institute of Management
Rauza Bagh, Aurangabad.
C E R T I F I C A T E
This is to certify that project entitled on “Openbravo” is submitted by Farhanuddin S/o Ashrafuddin bearing Roll No. 34 of MCA V Semester in the academic year 2014-2015 as per the requirements for the subject Management Process and Organizational Behavior.
Ghazi Mohamed Zafaruddin Dr. S. A. Mannan
Subject In-charge I/c Director
Dr. Rafiq Zakaria Campus
Maulana Azad Educational Trust’s
Millinnium Institute of Management
Rauza Bagh, Aurangabad.
C E R T I F I C A T E
This is to certify that project entitled on “Openbravo” is submitted by Siddiqui Serfraz S/o Siddiqui Siraj bearing Roll No. 44 of MCA V Semester in the academic year 2014-2015 as per the requirements for the subject Management Process and Organizational Behavior.
Ghazi Mohamed Zafaruddin Dr. S. A. Mannan
Subject In-charge I/c Director
Dr. Rafiq Zakaria Campus
Maulana Azad Educational Trust’s
Millinnium Institute of Management
Rauza Bagh, Aurangabad.
C E R T I F I C A T E
This is to certify that project entitled on “Openbravo” is submitted by Mohammed Faizan S/o Mohammed Viquaruddin bearing Roll No. 18 of MCA V Semester in the academic year 2014-2015 as per the requirements for the subject Management Process and Organizational Behavior.
Ghazi Mohamed Zafaruddin Dr. S. A. Mannan
Subject In-charge I/c Director
Dr. Rafiq Zakaria Campus
Maulana Azad Educational Trust’s
Millinnium Institute of Management
Rauza Bagh, Aurangabad.
C E R T I F I C A T E
This is to certify that project entitled on “Openbravo” is submitted by Syed Sadroddin S/o Syed Rahimoddin bearing Roll No. 19 of MCA V Semester in the academic year 2014-2015 as per the requirements for the subject Management Process and Organizational Behavior.
Ghazi Mohamed Zafaruddin Dr. S. A. Mannan
Subject In-charge I/c Director
INDEX
1.ERP DOMAIN
1.1 INTRODUCTION TO ERP
1.2 HISTORY OF ERP
1.3 ADVANTAGES & DISADVANTAGES
1.4 WHY TO IMPLIMENT AN ERP
1.5 ERP MARKET/MAJOR VENDORS
1.6 OPENS SOURCE SYSTEM
1.7 OPEN SOURCE & ERP SYSTEM OPEN BRAVO
2. INTRODUCTION
2.1 HISTORY
2.2 MODULES
2.3 BUSNIUSS SECTOR
2.4 IMPLIMENTATION PROCESS
2.5 SCREEN SHORT
3. CASE STUDY ON OPEN BRAVO
3.1INTRODUCTION TO COMPANY
3.2 PROBLEMS
3.3 SOLUTION
3.4 ADVANTAGES
3.5 FUTURE PLANS
Chapter 1: ERP Domain
1.1. Introduction to ERP:
Enterprise resource planning is a scheme of process management allowing an organization to integrate various applications and manage core business along with other allied office functions. Using ERP an organization can consolidate functions related to technology, services, logistics and human resources. Software modules build on ERP integrates all domains of operation, product planning, and development, manufacturing and sales and marketing. Though ERP softwares are sophisticated products, the find applications in large and small business as well, this is possible using the flexibility of customization of the software. AnERP System automates and integrates business processessuch as taking customer orders, scheduling operations, and keeping inventory records and financial data. ERP systems can drive huge improvements in the effectiveness of any organisation. Especially for businesses with large chains and different operating markets, ERP assists such businesses in defining business processes and ensuring their compliance throughout the supply chain. It protects critical business statistics and data through precise roles and security access. Apart from providing tools to provide high level of service to the customers ERP enables planning of work load based on existing orders and forecast. Thus ERP translates the business data into decision making information.
1.2. History of ERP:
Gartnet Group in 1990 what the first institution to use the acronym ERP. Though things like Material Requirements Planning (MRP), and computer integrated manufacturing (CIM) were already in vogue in industrial circles, ERP became a larger representation of such process with applications integrated beyond manufacturing. Though manufacturing formed the base for the invention of ERP processes but not all the facets of ERP were discovered for this, vendors began with accounting, maintenance and human resources and by mid 1990s ERP covered almost all of the enterprise functions. Government and non-profit organizations began to use ERP alike. The introduction of Euro system disrupted legacy systems so many companies took the opportunity to replace the old systems with ERP. As pilot projects most ERP functions focussed on automating back-office functions that did not directly affect the customers and general public. With the advent of the internet and the simplicity of communicating with external parties most of the front-office functions like customer relationship management (CRM) or e-business system slike e-commerce, e-government, e-telecom, e-finance or supplier relationship management started surfacing as applications in ERP. An article titled ERP Is Dead — Long Live ERP II which was published by Gartner Publications in 2000 coined ERP-II. ERP-II expanded traditional ERP resource optimization and transaction processing. Rather than just managing buying, selling etc, ERP-II leverages information in the resources under its management to help the enterprise collaborate with other enterprises. It improved access of the employees through web-based applications with added flexibility. ERP systems emerged as enterprise application suite, rather than confining ERP’s capabilities within the organization its reach to other systems widened. ERP now covered more functions and roles including decision making, stakeholders’ relationships, standardization, transparency, globalization etc.
1.3. Advantages:
The fundamental advantage of ERP is that integrating myriad businesses processes saves time and expense. Management can make decisions faster and with fewer errors. Data becomes visible across the organization. Tasks that benefit from this integration include:
a. Sales forecasting, which allows inventory optimization.
b. Chronological history of every transaction through relevant data compilation in every area of operation.
c. Order tracking, from acceptance through fulfilment
d. Revenue tracking, from invoice through cash receipt
e. Matching purchase orders (what was ordered), inventory receipts (what arrived), and costing (what the vendor invoiced
ERP systems centralize business data, which:
a. Eliminates the need to synchronize changes between multiple systems—consolidation of finance, marketing, sales, human resource, and manufacturing applications.
b. Brings legitimacy and transparency to each bit of statistical data.
c. Facilitates standard product naming/coding.
d. Provides a comprehensive enterprise view, making real–time information available to management anywhere, any time to make proper decisions.
e. Protects sensitive data by consolidating multiple security systems into a single structure.
f. 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.
g. ERP supports upper level management by providing information for decision making.
h. ERP creates a more agile company that adapts better to change. ERP makes a company more flexible and less rigidly structured so organization components operate more cohesively, enhancing the business—internally and externally.
i. 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.
j. ERP provides increased opportunities for collaboration. Data takes many forms in the modern enterprise.
1.3. Disadvantages:
a. Customization is problematic. Compared to the best-of-breed approach, ERP can be seen as meeting an organization’s lowest common denominator needs, forcing the organization to find workarounds to meet unique demands.
b. Re-engineering business processes to fit the ERP system may damage competitiveness or divert focus from other critical activities.
c. ERP can cost more than less integrated or less comprehensive solutions.
d. High ERP switching costs can increase the ERP vendor's negotiating power, which can increase support, maintenance, and upgrade expenses.
e. Overcoming resistance to sharing sensitive information between departments can divert management attention.
f. Integration of truly independent businesses can create unnecessary dependencies.
g. Extensive training requirements take resources from daily operations.
h. Due to ERP's architecture (OLTP, On-Line Transaction Processing) ERP systems are not well suited for production planning and supply chain management (SCM).
i. Harmonization of ERP systems can be a mammoth task (especially for big companies) and requires a lot of time, planning, and money.
j. Recognized ERP limitations have sparked new trends in ERP application development. Development is taking place in four significant areas: more flexible ERP, Web-enabled ERP, inter-enterprise ERP, and e-business suites.
1.4. Why to implement and ERP:
a. Reliable Data:To make the right business decisions, you need access to the right information at the right time. With an ERP solution configured to your specific needs, you can rest assured that you are receiving accurate data to make smart decisions. Even if you already have an ERP solution in place, years of minor tweaking and connecting with disparate systems may have turned it into a convoluted mess of obscure information. With a new ERP solution, your business can put its trust in an up to date and reliable system.
b. Transparency:A huge boon to business is being able to identify which products and departments are saving/providing money and which are falling behind. With an ERP solution in place you can pin point exactly which areas need to be addressed accordingly. By being able to quickly decipher where your company's strengths and weaknesses are, you can improve profitability before losing it.
c. Reduce Total Cost of Ownership (TCO):While it may seem like a large investment at the time, the cost-saving benefits of an ERP solution will out-weigh the initial expenditure on the solution. Even if your business already has a legacy system in place, maintaining an outdated ERP solution can cost an indefinite amount of time and resources as well as limit new opportunities. An ERP solution needs to be looked at in terms of eventual return on investment, not its immediate cost.
d. Integration with new technologies:With the rise in use of the internet and technology for business, it would severely inhibit a company's ability to advance and grow if their systems did not stay up to date with current tools and trends. Mobile technology and social media is heavily influencing enterprise resource planning these days, so even businesses that already have an ERP system in place will lose out if their solution is unable to integrate with modern applications. Speed and accuracy are always being improved, so being able to update your ERP system to meet these demands is tantamount to staying ahead of your competition.
e. Increase user interaction:One of the big benefits of a modern ERP solution is that they are designed to be used by everyone involved in the implementation. Most legacy ERP systems have been put in place by a specific set of people, which can cause drastic communication issues when other users need access or upgrades. By having a fully integrated modern ERP solution, the business will benefit from company-wide interaction and smooth upgrades to newest releases of the software.
Those are some of the most important reasons to implement/update an ERP solution for business.
1.5. ERP Market Major Vendors:
a. SAP – Founded in 1972 by five former IBM engineers, SAP is the undisputed market leader in the ERP space and is the third largest software company in the world. Its current version has more than 30,000 relational database tables that allow it to handle extremely complex business situations.
b. Oracle –The first Oracle ERP product was Oracle Financials which was released into the market as early as in 1989. However, post 2004, Oracle began to become a serious player in the ERP market and is now a well-established in the market.
c. Microsoft – Microsoft Dynamics is mostly focused on Tier II clients in the ERP space. It provides solutions in a number of different business domains including in the Customer Relationship Management domain. A great advantage of Microsoft products is its great ease of use. This holds for its ERP products as well.
d. Infor – Infor Global Solutions is a privately held company that has grown rapidly in the vendor space since 2002. The company has taken an aggressive acquisition route to growth and continues to follow this path even now with its acquisition of ENXSUITE in 2011. Infor has a global presence to match the footprint of the top 3 and has clients in 194 countries. Infor has solutions in as many as in 14 different domains and it has a very good presence in each of the four specific domains that were previously discussed.
e. Epicor – Started in 1984 and working initially with DOS, Epicor later converted its products to Windows and followed a merger and acquisition path to acquire companies selling ERP products and then to offer their solutions as a comprehensive package. Epicor has a presence in over 150 countries and has more than 20,000 Tier II / III customers. Epicore likes to call its ERP “the key to possibilities not yet imagined”.
f. Lawson – Acquired by Infor a couple of years ago. Specifically mentioning that it is tailored for the small to midsized business, Lawson has a presence in 68 countries and has more than 4,500 installations. Lawson caters to a large number of verticals and uses this as its USP. Simplicity of the solution is another key focus area in a market best known for its complexity.