Showing papers on "Enterprise software published in 1997"

Enterprise Logistics in the Information Era

Abstract: The emergence of the extended enterprise, a group of strategically aligned companies focused on new market opportunities, signals a fundamental change in the nature of competition, a rethinking of traditional supply chain relationships, and a new role for logistics. Because of its ability to span the multiple functions and boundaries of the organization, logistics is poised to become a critical core rather than support function, coordinating and integrating supply chain activities that create both corporate and customer value. This article describes an information-rich logistical environment for the extended enterprise in which transportation and manufacturing activities are fully integrated into a new product delivery process. This process is organized around economies of conjunction in much the same way that mass production is organized around economies of scale. Economies of conjunction derive from the way enterprise members share information and transact their business. Deep information exchange among enterprise members presents opportunities to build knowledge-based logistical tools that create innovative sources of competitive advantage.

Enterprise Modelling Languages

Abstract: Enterprise modelling is the process of building models of whole or part of an enterprise (e.g. process models, data models, resource models, new ontologies, etc.) from knowledge about the enterprise, previous models and/or reference models as well as domain ontologies using model representation languages. This paper reviews commonly used languages for enterprise modelling (CIMOSA language, ARIS ToolSet language, ER models / EXPRESS, GRAI nets, IDEF suite of models, IEM, OOA / OMT, Petri nets, SA/RT, logic-based languages) and compares them on the basis of a list of essential requirements for enterprise modelling.

The Sap R/3 Handbook

Abstract: From the Publisher: The Only Book You Will Need To Get SAP R/3 Up and Running In Your business NOW! While SAP R/3 client-server enterprise software helps integrate business functions to an unprecendented degree,its complexities pose many difficulties along the way. This guide gives you a smoother ride by providing easy-to-follow steps to all stages of R/3 installation,implementation,operation,and support. Featuring coverage of the latest R/3 release—version 3. 1—the SAP R/3 Handbook clearly explains the ABAP/4 development woprkbench,the transport system,R/3 services distribution,systems architecture,and system administration. It includes extensive discussion of the Basis system and technical implementation issues,as well as connectivity options such as SAP Business Workflow,Fax,ALE,EDI,and ArchiveLink. Rely on this "comsultant" for valuable insights on how to: Get the system up and running at peak performance; Interface with computers,databases,and users with R/3; Logically manage tables with ABAP/4 Data dictionary; Manage and reorganize tablespace with the sapdba utility; Prevent problems and bottlenecks by using the computer Center Management System (CCMS); Perform backup/restore procedures. Numerous problem-solving examples taken from real-lief UNIX and Windows NT platforms help you avoid trial and error in your R/3 system setup. If you're looking for maximum integration in your business,you've come to the right place! ABOUT THE AUTHOR Jose Antonio Hernandez is a project manager and technical leader for the SAP implementation at Telefonica Sistemas,a leading telecommunications company in Spain. Previously,he was a software engineer at Digital Equipment Corporation,wherehespecialized in the technical implementation of R/3 systems. He also teaches training courses for the SAP Basis System. Mrs. Hernandez has extensive background in real-time systems,voice synthesis,and client/server development

Agents of Change in Business Process Management

Abstract: Successful enterprises are built on change. Increasingly, businesses operate in a rapidly evolving environment where the response to changing markets may of necessity be measured in hours and days instead of months and years. Responsiveness and adaptability will be the hallmarks of business success. BT is strategically placed as both a major potential facilitator of this change, as well as benefiting from its technology. This paper describes how agent-based process management systems can provide powerful tools for managing the enterprise of the future. It explores recent work combining distributed computing technology with autonomous software agent techniques for business process management, and argues that these represent a viable supplement and even an alternative to existing workflow management systems. This is supported by the results of a number of projects, including ADEPT, BeaT and a number of other related schemes, which are exploring how leading edge technology can improve the way business processes are managed. This paper provides a vision of how agent-based process management systems can support the needs of the ‘virtual’ enterprise of the future and the integration of the information systems of small to medium-sized enterprises (SME).

The lean enterprise : designing and managing strategic processes for customer-winning performance

Abstract: The Lean Enterprise is an in-depth study of what it is to be lean, and how to do it. In a lean enterprise, management fuses the core competencies and expertise of the company and its external partners, and focuses on a vital few "strategic processes, " with the goal of delivering superior value to customers. The Lean Enterprise presents this groundbreaking system through the recent and often radical experiences of Western firms facing swift and aggressive competitors in the global economy. With years of research and observation behind them in the United States, Europe, and Japan, authors Dan Dimancescu, Peter Hines, and Nick Rich offer a multidimensional view into the implementation of strategic processes. The Lean Enterprise makes a strong case for implementation of the three-tier system by companies of any size. Backed by their research at the Cardiff Business School's Lean Enterprise Research Center, the authors highlight several unique British firms whose implementation of the system speaks to the rapid and dynamic evolution of the Welsh and English economies.

Enterprise architectural framework for supply-chain integration

Abstract: The concept of supply chain is about managing coordinated information and material flows, plant operations, and logistics. It provides flexibility and agility in responding to consumer demand shifts without cost overlays in resource utilization. The fundamental premise of this philosophy is; synchronization among multiple autonomous business entities represented in it. That is, improved coordination within and between various supply‐chain members. Increased coordination can lead to reduction in lead times and costs, alignment of interdependent decision‐making processes, and improvement in the overall performance of each member as well as the supply chain. Describes architecture to create the appropriate structure, install proper controls, and implement principles of optimization to synchronize the supply chain. A supply‐chain model based on a collaborative system approach is illustrated utilizing the example of the textile industry.

Flexibility in manufacturing enterprises

Abstract: A manufacturing enterprise is a collection of interrelated, flexible, optimized business processes delivering value to the customers through high quality products and services, faster than competition. This view of an enterprise enables one to consider the entire business system including the suppliers, product development, manufacturing, logistics, distribution, and retailing and to smoothen out the interfaces between them. Performance measures and performance measurement are important for monitoring, control and management. We identify and discuss eight performance measures for generic business processes. These include lead time, customer service, dependability, quality, flexibility, cost, capacity, and asset utilization.

Goal congruence, trust, and organizational culture: strengthening knowledge links

Abstract: Collaboration between organizations benefits from knowledge links -- a form of strategic alliance that gives organizations access to the skills and capabilities of their partner and opportunity to create new capabilities together. Using the example of alliances between two universities and SAP AG, the market leader in Enterprise Software, the paper suggests some management practices to improve goal congruence, trust and alignment between different organizational cultures. For example, face-to-face interactions are critical for building a close relationship over time. A theoretical framework of the five phases of partnership development and the three challenges faced by knowledge link partnerships is proposed, along with implications for management, universities and research.

Getting Results with the Object-Oriented Enterprise Model

Abstract: From the Publisher: Enterprise modeling is the primary tool used in business reengineering. Historically, the number one problem with enterprise modeling has been the lack of formulation. Getting Results with the Object-Oriented Enterprise Model tackles this dilemma head-on and prescribes a formal methodology based on object technology. This book will help you create a reliable enterprise model by assessing the enterprise's current operations as well as its future operations. Developing the model within the context of object-orientation will provide a perfect framework, as each object will represent a behavior that is analogous to the issues addressed within the model and the enterprise itself. Then Getting Results with the Object-Oriented Enterprise Model will help you prioritize and execute the changes suggested by the model. The authors of Getting Results with the Object-Oriented Enterprise Model synthesize paradigms from general business theory, conceptual modeling, information theory, computer theory, and business theory to develop a comprehensive and formal description of the enterprise that works. By combining their considerable expertise in both IT and business theory, the authors are able to define the rigorous methodology needed to successfully model any enterprise.

Enterprise modelling for business redesign: the i* framework

Abstract: The current paper describes a major research project on knowledge, methods and (software) tools to test and redesign business processes in a systematic fashion. The project uses the following approach: create a model for an alternative, newly set-up business process containing a high reality level. Analysis and testing of this model is done 'off-line', separately from the actual business management. The project develops knowledge, methods and (software) tools for the modelling of such a test process, the analysis and manipulation of this model and the preparation of its introduction. Whilst the business process to be replaced continues undisturbed, a new business process is being designed in the test environment. The business processes of interest are soSIGGROUP Bulletin, Vol. 18, No. 1 (April 1997) 63

An Enterprise reference Scheme for Integrating Model Based Knowledge Engineering and Enterprise Modelling

Abstract: In recent years the demand on business process modelling (BPM) became apparent in many different communities. To provide a unifying framework for different needs on enterprise modelling we define an enterprise reference scheme and show how the development of knowledge based systems can be incorporated in such a framework. From this framework conclusions for tool support are drawn.

Modelling Organizational Issues for Enterprise Integration

Abstract: Organizational and human issues are often crucial to the successful use of technology in organizations. Enterprise models that make these issues explicit can assist in analyzing issues, finding solutions, and in evaluating alternatives. This paper outlines the i* modelling framework, in which organizations and work processes are modelled in terms of dependency relationships among strategic actors.

Comparison of enterprise modelling methodologies

Abstract: Business re-engineering and enterprise integration efforts are supported very efficiently by enterprise modelling methodologies. However, with the number of methodologies available the comparison and selection of the most suited one becomes a rather difficult task. Most modelling methodologies orient themselves on the life-cycle concept but usually cover different part of the cycle itself. In addition, terminology and modelling constructs/language for representation of the model contents are further obstacles to be overcome in the selection process.

Technology, Innovation and Enterprise

Abstract: Come with us to read a new book that is coming recently. Yeah, this is a new coming book that many people really want to read will you be one of them? Of course, you should be. It will not make you feel so hard to enjoy your life. Even some people think that reading is a hard to do, you must be sure that you can do it. Hard will be felt when you have no ideas about what kind of book to read. Or sometimes, your reading material is not interesting enough.

Thirteen assertions for globally dispersed software development research

Abstract: Globally dispersed software development (GDSD) takes place when two (or more) development teams are separated by a national boundary while collaborating on common projects. Today, such instances occur with greater frequency as software development globalizes within the MIS unit of the multinational enterprise and within the packaged software firm. Deriving from the fields of globalized R&D management, globalized manufacturing management, as well as the MIS and software development literature, thirteen assertions are derived for further research. 1) The globalization decision stems from one or more of the following five reasons: mergers and acquisition, tapping into hubs of talents and skills, cost reduction, customer proximity, and the "need to be a global company". 2) Task allocation is time-based for MIS projects and is module-based for packaged software. 3) In practice, key design activities take place in the home country. 4) With time some design activities move out of the home nation. 5) In practice, the advantages of follow-the-sun are small. 6) Rich communication is most important. 7) In practice, integrated development environments are no more important than with co-located teams. 8) Over time local managers take over in non-home country teams. 9) Customer proximity determines influence. 10) The globalized project manager is different from the domestic manager. 11) Outsourcing is more likely in MIS projects than in packaged software. 12) In practice, process maturity rarely determines dispersing development activities. 13) The more mature the development process the better GDSD management.

Requirements for Enterprise Model Execution and Integration Services

Abstract: Business drivers for manufacturing industry are generating new demands for flexible, extended, inter-operating information processes, and in turn for Information and Communication Technology to support them. Explicit modelling and other techniques may provide a solution, but themselves place requirements on the infrastructure that is needed to integrate model components.

Supporting Distributed Configuration Management in Virtual Enterprises

Abstract: This paper presents a semantic hypertext-based framework called DHT that supports distributed software configuration management, provides transparent access to heterogeneous, autonomous software repositories, and enables an implementation strategy with low cost and effort. We show how DHT solves the practical problems of sharing and updating heterogenous multi-version software in a virtual enterprise of distributed teams, integrating existing CM tools and environments, executing CM processes to coordinate development activities across wide-area networks. This is when the process model is represented as a user navigable hypertext graph whose nodes associate process steps, user roles, and associated tools with designated software product versions and configurations. Furthermore, we show that this can require the support for alternative policy models for the commitment of software updates into local CM repositories. Overall, these capabilities provide support for product-centered enactment of CM policies and processes across a virtual enterprise of teams connected via the Internet.

Assessing Enterprise Integration for Competitive Advantage—Workshop 2, Working Group 1

Abstract: This paper considers Enterprise Integration (EI) as a further tool in developing business strategy and presents a methodology for its employment, including: (a) a profiling process, embracing benefits and capability, through which the EI status and potential of a business can be assessed, and (b) the em­ployment of models and standards in establishing appropriate action..

Impact of an ISO 9001 compliant quality management system on a university research enterprise

Abstract: The Software Engineering Applications Laboratory (SEAL) is a university‐based research enterprise with project activity in the areas of software quality management and the development of specialized engineering applications. The SEAL was awarded a third party ISO 9001 certification for software development in July 1995. Reviews the motivation for developing an ISO 9001 compliant quality management system (QMS). Examines some of the special challenges which had to be faced while developing the QMS. Considers benefits which have accrued from this experience.

An Intelligent System For Bid Management

Abstract: Managing change in a complex business environment presents real challenges. Chief amongst these is the pace of change in terms of technology, management innovation and the whole competitive environment. Understanding how the business operates makes it possible to identify and address areas that are restraining business

Towards the virtual enterprise in food industry

Abstract: The case for the development of the Virtual Enterprise concept in the Agribusiness sector is presented. Current tendencies and the strategy of an European — Latin American project (SCM+) are discussed. A preliminary Petri net model of the interactions in a food supply chain is illustrated as part of the approach to assess current situation and characterize the information infrastructure needs. Finally, a summary of the major functional requirements for a Virtual Enterprise reference architecture is presented.

Enhancing a manufacturing business process for agility

Abstract: An agile enterprise is an enterprise whose processes are designed specifically to respond effectively to unanticipated change. This paper discusses viewing the enterprise as a system of business processes, agility theory and the analytic network process (ANP) methodology. The ANP methodology is described utilizing an actual case study which was analyzed on the "conduct manufacturing operations" business process.

Enterprise Integration — Operational Models of Business Processes and Workflow Systems

Abstract: The complexity of modern enterprises makes enterprise modeling a major issue. The need for integrating several different features requires a powerful modeling technique, such as CIMOSA, able to represent functional, control, informational and organizational aspects. However, the study of a system yields limited results as long as it only consists of inspecting a static model. More effective results can be achieved if an operational (i.e. executable) model is available. This paper presents an approach to enterprise integration and a technique for building operational enterprise models based on the modeling language Opj. An interesting feature of Opj is the possibility of deriving a workflow prototype from an enterprise model.

The Dynamic Enterprise: Tools for Turning Chaos into Strategy and Strategy into Action

Abstract: PrefaceThe AuthorsPrologue: The Gift of Perspective Part One: Facing Chaos 1. Exponential Change and the New Business Environment 2. Leveraging Chaos: The Dynamic Enterprise Part Two: From Chaos to Strategy 3. An Overview of Enterprise Development 4. Seeing the Whole: The Enterprise as a Dynamic System 5. Creating a Shared Vision of the Future Enterprise 6. Understanding the Past, the Present, and the Change Required 7. Understanding the Nature of Change: Business and Organizational Life Cycles 8. Mobilizing the Three Essential Drivers for Change Part Three: From Strategy to Performance 9. Creating the Enterprise Development Workplan