Enterprise Resource Planning (ERP)

Sistem ERP adalah sebuah terminologi yang secara de facto adalah aplikasi
yang dapat mendukung transaksi atau operasi sehari-hari yang berhubungan
dengan pengelolaan sumber daya sebuah perusahaan, seperti dana, manusia,
mesin, suku cadang, waktu, material dan kapasitas.

Sistem ERP dibagi atas beberapa sub-sistem yaitu sistem Financial, sistem
Distribusi, sistem Manufaktur, sistem Maintenance dan sistem Human Resource.

Untuk mengetahui bagaimana sistem ERP dapat membantu sistem operasi bisnis
kita, mari kita perhatikan suatu kasus kecil seperti di bawah ini:

Katakanlah kita menerima order untuk 100 unit Produk A. Sistem ERP akan
membantu kita menghitung berapa yang dapat diproduksi berdasarkan segala
keterbatasan sumber daya yang ada pada kita saat ini. Apabila sumber daya
tersebut tidak mencukupi, sistem ERP dapat menghitung berapa lagi sumberdaya
yang diperlukan, sekaligus membantu kita dalam proses pengadaannya. Ketika
hendak mendistribusikan hasil produksi, sistem ERP juga dapat menentukan
cara pemuatan dan pengangkutan yang optimal kepada tujuan yang ditentukan
pelanggan. Dalam proses ini, tentunya segala aspek yang berhubungan dengan
keuangan akan tercatat dalam sistem ERP tersebut termasuk menghitung berapa
biaya produksi dari 100 unit tersebut.

Dapat kita lihat bahwa data atau transaksi yang dicatat pada satu
fungsi/bagian sering digunakan oleh fungsi/bagian yang lain. Misalnya daftar
produk bisa dipakai oleh bagian pembelian, bagian perbekalan, bagian
produksi, bagian gudang, bagian pengangkutan, bagian keuangan dan
sebagainya. Oleh karena itu, unsur 'integrasi' itu sangat penting dan
merupakan tantangan besar bagi vendor vendor sistem ERP.

Pada prinsipnya, dengan sistem ERP sebuah industri dapat dijalankan secara
optimal dan dapat mengurangi biaya-biaya operasional yang tidak efisien
seperti biaya inventory (slow moving part, dll.), biaya kerugian akibat
'machine fault' dll. Dinegara-negara maju yang sudah didukung oleh
infrastruktur yang memadaipun, mereka sudah dapat menerapkan konsep JIT
(Just-In-Time). Di sini, segala sumberdaya untuk produksi benar-benar
disediakan hanya pada saat diperlukan (fast moving).
Termasuk juga penyedian suku cadang untuk maintenance, jadwal perbaikan
(service) untuk mencegah terjadinya machine fault, inventory, dsb.

Bagi industri yang memerlukan efisiensi dan komputerisasi dari segi
penjualan, maka ada tambahan bagi konsep ERP yang bernama Sales Force
Automation (SFA). Sistem ini merupakan suatu bagian
penting dari suatu rantai pengadaan (Supply Chain) ERP. Pada dasarnya, Sales
yang dilengkapi dengan SFA dapat bekerja lebih efisien karena semua
informasi mengenai suatu pelanggan atau
produk yang dipasarkan ada di databasenya.

Khusus untuk industri yang bersifat assemble-to-order atau make-to-order
seperti industri pesawat, perkapalan, automobil, truk dan industri berat
lainnya, sistem ERP dapat juga dilengkapi dengan Sales Configuration System
(SCS). Dengan SCS, Sales dapat memberikan penawaran serta proposal yang
dilengkapi dengan gambar, spesifikasi, harga berdasarkan keinginan/pesanan
pelanggan. Misalnya saja seorang calon pelanggan menelpon untuk mendapatkan
tawaran sebuah mobil dengan berbagai kombinasi yang mencakup warna biru,
roda racing, mesin V6 dengan spoiler sport dan lain-lain. Dengan SCS, Sales
dapat menberikan harga mobil dengan kombinasi tersebut pada saat itu juga.

Sistem ERP dirancang berdasarkan proses bisnis yang dianggap 'best practice'
proses umum yang paling layak di tiru. Misalnya, bagaimana proses umum
yang sebenarnya berlaku untuk pembelian (purchasing), penyusunan stok di
gudang dan sebagainya.

Untuk mendapatkan manfaat yang sebesar-besarnya dari sistem ERP, maka
industri kita juga haurs mengikuti 'best practice process' (proses umum
terbaik) yang berlaku. Disini banyak timbul masalah dan tantangan bagi
industri kita di Indonesia. Tantangannya misalnya, bagaimana merubah proses
kerja kita menjadi sesuai dengan proses kerja yang dihendaki oleh sistem
ERP, atau, merubah sistem ERP untuk menyesuaikan proses kerja kita.

Proses penyesuaian itu sering disebut sebagai proses Implementasi. Jika
dalam kegiatan implementasi diperlukan perubahan proses kerja yang cukup
mendasar, maka perusahaan ini harus melakukan Business Process Reengineering
(BPR) yang dapat memakan waktu berbulan bulan.

Sebagai kesimpulan, sistem ERP adalah paket software yang sangat dibutuhkan
untuk mengelola sebuah industri secara efisien dan produktif. Secara de
facto, sistem ERP harus menyentuh segala aspek sumber daya perusahaan yaitu
dana, manusia, waktu, material dan kapasitas. Untuk lebih meningkatkan kemapuan
Sistem ERP perlu ditambah modul CRM, SRM, PLM dan juga Project Management.
Karena sistem ERP dirancang dengan suatu proses kerja 'best practice',
maka hal ini merupakan tantangan implementor ERP untuk melakukan implementasi
sistem ERP di suatu perusahaan.

Modul-modul Enterprise Resource Planning (ERP) Systems :

1. Item Master Management (IMM)
2. Bill Of Material (BOM)
3. Demand Management (DM)
4. Sales and Order Management (SOM)
5. Master Production Scheduling (MPS)
6. Material Requirements Planning (MRP)
7. Capacity Requirement Planning
8. Inventory Mangement (INV)
9. Shop Floor Control (SFC)
10. Purchasing Management (PUR)
11. General Ledger (GL)
12. Account Payable (AP)
13. Account Receivable (AR)
14. Cost Control (CO)
15. Financial Reporting (FIR)

sumber : http://www.erpweaver.com/

Developing a Knowledge Management Platform for Automotive Build-To-Order Production Network

Modern global companies have to build a supply chain network strategy that provides maximum flexibility and can optimally respond to changes in their environment. The emergence of automotive build-to-order production networks is one of the consequences of these changes in the automotive industry. Production networks can be seen as a step beyond the linear supply chain topography. However, when dealing with multiple organizations and multiple processes within a complicated production network, identifying and locating a member that has responsibility and/or competence in a particular part of the network can be a laborious, time-consuming process. Developing and maintaining a competence directory of all the relevant parties associated with troubleshooting and potential problem solving can significantly reduce the production lead time. Moreover, linking this directory to key decision points and frequent problems can further enhance its effectiveness. Consequently, the problem of semantic interoperability between members of such organizations is of major importance. Developing a knowledge management platform for automotive build-to-order production network proposes an approach to developing a knowledge management platform for a build-to-order production network to solve the above problem. The approach is based on application of such technologies as ontology management, context management and profiling.

Sourece

Knowledge creation in a supply chain

Knowledge creation in a supply chain aims to analyze how organizational conditions, technology adoption, supplier relationship management and customer relationship management affect knowledge creation through socialization-externalization combination, internalization (SECI) modes, and various ba, as proposed by Nonaka and Konno, in a supply chain. A qualitative inquiry with thematic analysis, which focuses on a thin film transistor-liquid crystal display (TFT-LCD) panel manufacturer and an integrated circuits (IC) packaging and testing manufacturer, is presented in order to identify how these key factors affect knowledge creation in a supply chain environment through the SECI modes and ba. The results show that these critical factors facilitate different types of knowledge conversion process in order to achieve successful knowledge creation in a supply chain. Knowledge of the significant factors that were found in this study may be applicable to countries or areas such as Hong Kong, Korea, Singapore or other developing countries, whose dominant businesses are similar to the original equipment manufacturers)/original design manufacturers in Taiwan. This paper considers the case study only as one empirical illustration of many other possible implementation processes. The study does not assume that these companies are a paradigm or that the specific situation is applicable to all other business enterprises. Future researchers interested in this field are therefore encouraged to triangulate its findings by examining variables generated from this study.

Source : Chuni Wu

How do Suppliers Benefit From Information Technology Use in Supply Chain Relationship?

Supply chain management systems (SCMS) championed by network leaders in their supplier networks are now ubiquitous. While prior studies have examined the benefits to network leaders from these systems, little attention has been paid to the benefits to supplier firms. It proposes that two patterns of SCMS use by suppliers-exploitation and exploration-create contexts for suppliers to make relationship-specific investments in business processes and domain knowledge. These, in turn, enable suppliers to both create value and retain a portion of the value created by the use of these systems in interfirm relationships. Data from 131 suppliers using an SCMS implemented by one large retailer support hypotheses that relationship-specific intangible investments play a mediating role linking SCMS use to benefits. Evidence that patterns of information technology use are significant determinants of relationship-specific investments in business processes and domain expertise provides a finer-grained explanation of the logic of IT-enabled electronic integration. The results support the vendors-to-partners thesis that IT deployments in supply chains lead to closer buyer-supplier relationships (Bakos and Brynjyolfsson 1993). The results also suggest the complementarity of the transaction-cost and resource-based views, elaborating the logic by which specialized assets can also be strategic assets.

Source : Mani Subramani

Sharing Global Supply Chain Knowledge

There are two categories of supply chain partners: those that buy and those that sell. Depending on which group they identify with, managers have different perspectives on the value of sharing critical knowledge resources with their supply chain partners. Both groups agree that sharing knowledge makes for more efficient supply chains (with lower costs and quicker speeds) and more effective organizations (with higher quality outputs and enhanced customer service). But the benefits of knowledge sharing don't always accrue equally or simultaneously to all participants. What type of information or knowledge should suppliers and buyers share with each other? How does knowledge sharing provide value to buyers and suppliers, and under what circumstances can it help both? How do cross-cultural differences between global buyers and suppliers influence the value of sharing information? To answer these questions, we studied more than 100 cross-national supply chain partnerships in the industrial chemicals, consumer durables, industrial packaging, toy and apparel industries in 19 country locations. We examined how different types of knowledge sharing can benefit buyers or sellers individually. But more importantly, we studied how knowledge sharing can enhance the performance of partnerships and build stronger supply chains in the global marketplace

Source : Matthew B Myers, Mee-Shew Cheung

Support Leaders in a Modern Workplace

Strengthening the internal communication function is a timely subject when increasingly, in my view at least, it faces some serious challenges. The two most obvious ones are the current workplace revolution we're all experiencing as we move from an industrial society to an information society, and the impact of ever-changing technology.

These two mega trends are affecting our work and the role of both senior business leaders and communication leaders in unprecedented ways.

These trends mean that senior leaders can no longer presume that "communication merely happens" by virtue of people working together to achieve agreed-on results. They also mean that senior leaders must take a much more active communication role than ever before to help explain the change and to put communication technology in its proper place, as a tool rather than a panacea.

I've been so struck by these trends that I've written a new book called The Credible Company: Communicating with Today's Skeptical Workforce.1

How to break the barrier of skepticism

My primary thesis is twofold. First, that senior leaders must acknowledge that today's turbulent change has turned their relationship with their employees upside down. Those employees, who are the means of doing business in the information age, are increasingly skeptical, if not cynical about the communication they receive at work.

That means that for company leaders not only to be credible but also to focus on improved company performance in today's global marketplace, they need to understand the changed relationship and design communication strategies that break through the skepticism that gets in the way of performance.

What they, and we as communicators, need is a robust strategic prescription that's addressed to these new issues.

Technology won't solve all problems

Second, I'm increasingly persuaded that our current love affair with technology as a seductive end rather than as a remarkable means has placed our profession at a significant crossroads.

Will we be mere purveyors of information without regard to outcomes? Will we focus on craft at the expense of balanced communication strategy? Craft is a tempting and easier alternative to the more difficult role of advocacy, education and the greater humanizing of organizational practices and values.

If they truly want to strengthen the communication process, senior leaders need to insist on a robust strategy that sees information as the raw material for today's intellectual assembly line and that recognizes the needs of the audience as the starting point and the first cause in creating that strategy. They need to recognize that face-to-face communication is the antidote to impersonal digital delivery of information and that openness is the antidote to skepticism.

They also need to insist on careful research and data gathering to identify the specific, changing needs of their own workforces and to use the marketplace as the means of rationalizing company strategy in response to the marketplace.

Finally, they must combine all of this into a communication strategy that drives the goals and objectives of the organization.

Help leaders change their view

This may be a tall order. But if we continue on our current path of using technology primarily to deliver mountains of raw information, we run the risk of "dumbing down" the workforce further and increasing the skepticism that already exists.

We need institutional leaders with the courage to tell the truth as it happens, to admit their own confusion in a complex world, and to listen intently to the needs and anxieties of their followers. We also need local interpretation by people on the ground-managers, supervisors and team leaders who understand local needs and who can translate how larger forces and events affect their teams and what they must do to adjust.

What leaders must change is their view that communication just happens in a well-run organization. Instead, they must recognize the need to make it a deliberate and accountable system, like all of the other systems and processes in the organization. The credible company and the credible leader alike will understand that if they wish to strengthen the communication process, they will demand communication strategies that efficiently move human energy in pursuit of worthy goals.

Source : Roger D'Aprix