Business-to-business (B2B) electronic commerce based on the principles of Electronic Data Interchange (EDI). This system has been conducted for a long time. In recent years, we observe a switch to a rather business process-based thinking for implementing inter-organizational systems. UN/CEFACT’s Modeling Method (UMM) is considered as one of the mature graphical modeling approaches. For modeling inter-organizational business processes.
Yet, UMM has still several shortcomings that prevents a throughout model-driven software engineering approach. These contributions will extend the UMM to become an integrated approach starting with business models, leading over to business collaboration models, and finally resulting in deployable artifacts for business service interfaces. Conducting electronic business between enterprises was not an invention of the internet age, but has existed for decades. But, requirements of business-to-business (B2B) electronic commerce have changed since that time. In foregoing days, when B2B electronic commerce was referred to as Electronic Data Interchange (EDI). Its focus was document-centric.
This means, to avoid bilateral agreements on business documents, business partners agreed on business document standards. But, as history has shown, the results of these standardization efforts were overloaded and ambiguous document standards. This led to costly EDI systems and participation in electronic business was reserved for large companies that were able to afford such implementations. As a consequence, only circles of acquainted enterprises exchanged business. According to the idea of modern electronic markets where companies of almost any size conduct business in a dynamic way. Business partners are not acquainted as described above.
Dynamic B2B e-business involves spontaneous agreements, which might exist just for one economic transaction. There are no offline negotiations and no face-to-face relationships. Instead, agreements are made online, which requires business partners too unambiguously. Define how to conduct business with them. In other words, business partners must describe what business processes they offer to show potential business partners how to interact with them. It follows, that inter-organizational business process models are the basic building block for flexible and spontaneous B2B E-commerce.
- Discrete ERP Human Resources
- Discrete ERP Discrete Manufacturing Management
- Discrete ERP: Purchasing Management
- Discrete ERP Sales Management
- Discrete ERP Financials
- Discrete ERP Inventory Management
- Discrete ERP Quality Management
- Discrete ERP: Product Technology
Customization is one of the most controversial topics surrounding ERP software.A majority of our clients have every intention of leveraging vanilla, off-the-shelf software during their software selection process. However, as project teams get into the details of the software during the implementation cycle, requests to make one or more customizations to the software are inevitable. The reason for the controversy around customization is threefold, First, it increases the complexity and risk of an implementation, while at the same time making it potentially more difficult to upgrade software in the future. Second, it in some ways undermines the best practices built into the software, which software vendors often spend significant R&D developing. Thirdly and finally, customization is often a symptom of bigger problems, including a solution’s mismatch with a company’s requirements or a lack of project controls during implementation.
Our Three Point Theory to Help Manage Customization in ERP Software Implementations
Understand the difference between software customization and ERP package configuration
Configuration is the normal set-up of the software, such as parameters, fields, and workflows. These changes are a normal part of any implementation and do not require changes to the source code. Customization, on the other hand, requires changes to the source code and also requires a higher level of technical sophistication. Often times, business requirements and objectives can be met via configuration and set-up instead of customization.
Ensure clear, company-wide definition of business requirements
One of the primary drivers of customization is lack of direction regarding business requirements. If business requirements are not well-defined, it is more likely that a project team will bastardize the software to meet requirements as they are defined. In addition, clearly defined business requirements will ensure you choose the right enterprise solution during your ERP software selection process.
Establish solid ERP project controls
Without strong project controls and project governance, a project team is more likely to customize every item on the users’ wish list without prioritizing, rationalizing, or identifying potential solutions within the core functionality of the system. The executive steering committee and project manager need to clearly define criteria for potential customizations,including conducting a cost-benefit analysis of the customization to ensure that you are only customizing where is provides the company with a unique competitive advantage and where there is so viable workaround within the system. Every company is unique and no single ERP solution is going to meet 100% of a company’s requirements. However, keeping these three tips in mind and finding the right ERP software with the best functional fit will ensure that your customization needs are minimized.