Introduction to Open ERP

Why does my company need
OpenERP?
OpenERP: Open Source Business Application

Alex Rayón Jerez © 2011
Atlantis – IBIM Program at the University of Deusto
29th of March 2011

Atlantis – IBIM Program at the University of Deusto – Why does my company need OpenERP?

Main objectives
 Explain and detail why any given company should deploy an
ERP information system within its organization

 Expose the main advantages of adopting an Open Source
Business Application

 Brief review of OpenERP as a tool that improves the management
of enterpresarial resources


Table of contents
 Introduction to Information Systems
 Why does my company need and ERP solution?
 ERP implementation
 What is OpenERP?
 OpenERP project
 OpenERP community
 OpenERP technology
 How does OpenERP do business?
 Implementation approaches


Introduction to Information Systems
Organizational management

21st Century organization: coordinated decision-taking process → any given employee
must have access to any given resource withing the company
We need an information system to make that possible→ “A set of organized elements that
receive information, process it and generate a result that will later be used to achieve
some of the established goals”
In the business management field, we will mainly be interested in business information
systems (also known as management information systems)
“A business or management information system is a set of people, technologies and
procedures that resolve business problems”
Compared to other information systems, these ones mainly focus in
automatizing and giving support to the decision taking process
They play a key role within organizations
They channel information along different departments in the company

Atlantis – IBIM Program at the University of Deusto – Why does my company need OpenERP? 4

Components

Human
component

Information Information

Organizational Technological
component Information component


Everything is about information

Data: gathered facts within the organization. They are raw data, this is,
- not processed yet
Information: processed data and presented personalized to the end-user
Intelligence Knowledge: solutions for problems. Needed information and rules to
resolve some given problems
Wisdom: it simulates the behavior of an expert in a particular domain
+ (expert systems, Data Mining, etc.)


History

ERP: 1990
Controlling Sales & Distribution Material management

Financial accounting
MRP II: 1970
Sales & Operations Planning Investment management
Forecasting
Simulation Quality management

Personal management
MRP: 1960
Master Production Schedule Human Resource Management
Material Requirements Planning
Capacity Requirements Planning Plant maintenance
Execute capacity plans
Execute material plans


Classification

Business Management Support systems (chronological order)
TPS: Transactional Processing Systems. Management of the information
linked to the transactions within the organization
A TPS must pass ACID test (Atomicity, Consistency, Isolation and
Durability). Main characteristics: agile answer, reliability, not so flexible and
controlled processing
MIS: Managerial Information Systems. Solution for general business
problems, mainly ones linked to C-level domain
They are based in the information received from administrative reports
(generally standardized), general statistics and some other less formal sources
(buzzes, unofficial discussions, political trends, education, previous
experiences, etc.). Nowadays, they are not so frequently used, since they are
not so unbias


Classification (II)

OAS: Office Automation Systems. It helps for the classic office work that must
be done within an organization. For example: office suites (OpenOffice,
Microsoft Office, etc.), calendars (GCalendar, etc.), etc.
ERP: Enterprise resource planning. Unified and coordinated management of
all the resources used within the organization, taking advantage of the
information generated across all the departments and functional areas
Resource scheduling
A set of functional modules
Software architecture that eases the flow of information
Management information system that supports the decision-taking process


Classification (III)

CRM: Customer Relationship Management. Integral management of
customers' relationships, analyzing gathered data through external sources
Look for patterns or profiles within clients (Behavioral targeting)
i.e. SugarSugarCRM
Open Source (Sugar Community Edition) based on LAMP (Linux-
Apache-MySQL-PHP)
Personalized solutions developing own-modules (open source)
Business model based on open source: Irontec


Classification (IV)

SCM: Supply Chain Management. It helps the company in the way it receives
raw material that later employs in the development of the product or the
service, besides of the later distribution to the clients
A nice management of the supply chain will consider every event related
to the company and every aspect that could alter the supply
The MIT Beer Game: http://beergame.mit.edu/
The management of the supply chains deals with these problems:
Distribution network's set-up and configuration
Distribution strategy
Information
Stock management


Classification (V)

Support for decision-taking process (Business Intelligence)
Knowledge generation based on data flows (manufacturing, enterprise scope,
macroeconomic indicators, etc.) a company owns in order to gain a competitive
advantage over main competitors
Data gathering techniques:
ELT: Extract, Load, Transform
ETL: Extract, Transform, Load (the most used one)
Through Business Intelligence solutions, we will achieve computer models for an
optimum performance
Is so profitable a Business Intelligence solution?
It depends on the organizational expectations
7.500.000 results in Google entering business intelligence failure
Main big software companies (IBM, Microsoft, Google, Accenture, SAP AG, HP,
Yahoo!, etc.) are betting for BI tools


Classification (VI)

DSS: Decision Support Systems. It helps analyzing key business
variables in order to support decision-taking process
EIS: Executive Information System. Focused on executive business
management, it analyzes current situation and values business
evaluation in order to ease decision-taking process. Goals:
Inform about important management aspects
Help in the decision-taking process in every step involved in the
business life cycle, gathering information from them
Offer a whole view of the business
It exposes stakeholders' information (competitors, economic
indicators, clients, etc.) to take decisions


Classification (VII)

Datawarehousing: collection, storage and management of huge volumes of data
OLAP: On-Line Analytical Processing. It helps data analysis through queries to
multidimensional structures
Datamining: advanced methods that allow explorations throughout huge
volumes of data in order to find/generate implicit information, this is, not
obvious business information. i.e. client behavior patterns (beers and diapers),
product associations (mint and wine), game patterns (NBA), etc.
Knowledge Management Systems (Expert systems): emulate the behavior of an
expert in a specific domain, employing its knowledge


Why does my company need an ERP?
Introduction to ERPs

A brief history of the Enterprise Resource Planning systems
1960 - 1970: tailor-made software
1970 - 1990: standard software
1990 - 2000: first ERPs
From 2000 onwards: ERP, e-Business, ¿s-Business?

Internet
Tailor-made
software


Improvements

Information access → centralized database
Process and resource management
International operations → supporting different tax systems, bank regulations,
invoicing systems, currencies, languages, etc. (i.e. IFRS and Basilea regulations)
It reduces paper documentation, since it just uses online documents, easily accessible
and easy to update (Online business vs. Physical business)
Some news backing the apparent improvements
“IDC report: 8,1% CAGR for the ERP market in 2011”
“Gartner Says Worldwide Enterprise Software Revenue to Surpass $232.000 million
in 2010”


Improvements (II)

Information management


Improvements (III)

Enterprise resource coordinated management

Internet

Internet

Internet


Improvements (IV)

Enterprise resource coordinated management (cont)
Modern global supply chains, experts say, mirror complex biological systems like
the human body in many ways → ERP is absolutely compulsory!
The global flow of goods routinely adapts to all kinds of glitches and setbacks
A supply breakdown in one factory in one country, for example, is quickly
replaced by added shipments from suppliers elsewhere in the network
i.e. When a volcano erupted in Iceland last spring, spewing ash across
northern Europe and grounding air travel, supply-chain wizards were put
to a test, juggling production and shipments worldwide to keep supplies
flowing
Consider computing and electronics
In the early 1990s, virtually all 486-microprocessors were made at a single Intel
factory near Jerusalem
In 2011, production for major components (semiconductors, screens,
microprocessors, etc.) is spread across several countries


Improvements (V)

Enterprise resource coordinated management
(cont)
Apple, like all major companies these days,
treats its supply-chain operations as a trade
secret
The field of buying and shipping supplies has
been transformed in the last 20 years
Globalization and technology have been the
driving forces → supply lines are longer and
far more complex than in the past
The ability to manage these complex
networks, experts say, has become possible
because of technology
Sophisticated software for tracking and
orchestrating the flow of goods worldwide


Improvements (VI)

Aalsmer, Noord-Holland: the flower
Capital of the world


Productivity

Many studies have shown that the wider use of information and communication
technologies (ICT) explains why the USA is more productive than the European Union
Until the mid-1990s, EU productivity had been converging towards US
productivity
Since then, US growth has accelerated and the US-EU gap has widened
The production and use of information and communication technologies (ICT) are
much lower in the EU than in the US and that this explains much of the relative
slowdown
Why has the adoption of the new ICT been much slower in the EU?
The adoption is associated with an increase in the variance of firm productivity
For example, implementation of advanced business software like SAP and
Oracle requires a new organizational structure and the outcome is
inherently uncertain
The variance of firm productivity is therefore relatively large in sectors that
intensively use ICT


What does it mean for me as a company?

Analysis: client needs + projects' dimensions
Methodology: it is more than a tool, since it allows to establish a
management philosophy in the company → organizational model
Training: for employees and other companies


DIKW Pyramid

Data

Data
Information

DIKW Pyramid
+ Intelligence

Knowledge
Evaluation Data

Wisdom
Wisdom

Challenges


ERP implementation
Chronological process

Chronological steps prior to being in production phase the ERP
1) Take the decision to implement an ERP
2) ERP selection
3) BPR (Business Process Reengineering)
4) Implementation
5) Entering to production
6) Success analysis


ERP implementation
Chronological process (II)

Why it is recommended to change business practice to suit the ERP software rather
than customizing the software?
Before implementing an ERP software the organization needs to:
Analyze current processes
Identify non-value adding activities
Redesign the process to create value for the customer
Then, develop an ERP system package to suit the organizations requirements
A key contribution of ERP software is the bundled business process knowledge that
comes along with ERP software
These processes have evolved over the past two decades of ERP implementation
in some of the most well-managed corporations around the world
By adapting to those processes that have proved successful in some of the finest
corporations around the world, an organization implementing ERP would get the
advantage of these best of the breed practices → consultant recommendations


ERP implementation
1) Take the decision to implement an ERP

Do we already have clear that we need an ERP for our company?
Fast technological changes have provoked companies not to demand specific
solutions for their problems, but integrated solutions such as ERP
When C-level managers realize that profits exceed costs when every single department
is sharing information through an ERP, they ask a consulting firm to assess them in
choosing and deploying an ERP solution
Some questions to answer:
Where is the company right now?
Where does the company want to be?
What is exactly what the company needs?
Where exactly do we must start?
Who is the responsible?


ERP implementation
2) ERP selection

Prior to choose a specific solution, we must check that
Every single functional aspect is properly covered
Processes are properly integrated
Lately deployed IT → Are they compatible with the new solution?
Customization capacity (specific software) and parametrization utilities
Can the business absorb implicit cost?
Is the ROI positive? (regarding also opportunity costs)


ERP implementation
2) ERP selection (II)

Proprietary ERP software
Microsoft Dynamics NAV, Sage/API, SAP R/3, BAAN, Oracle E-
Business Suite y JD Edwards, Eurowin, etc.
Free and Open Source ERP software
OpenERP, Compiere, Open Bravo, Apache OFBix/opentaps, ERP5,
OpenMFG, OpenPro, etc.

List of ERP software packages
http://en.wikipedia.org/wiki/List_of_ERP_software_packages


ERP implementation
2) ERP selection (III)


ERP implementation
2) ERP selection (IV)


ERP implementation
2) ERP selection (V)

In 2010 (of over 1.600 companies)
Tier II solutions have increased their market
share by 30% since 2008
SAP is still the benchmark in the ERP market
Oracle eBusiness has been the most demanded
solution
Dynamics the most profitable one (payback and
ROI)
In almost 72% of the implementations,
parameterizations were done, while in up to
24% of them almost full parameterizations
Tier I solutions usually require more
parameterizations than Tier II and III solutions
Albeit 72% of the companies answer
satisfactorily to the performance of its vendor,
55% of them expose how their solutions
provided 30% or less of the expected profits


ERP implementation
2) ERP selection (VI)


ERP implementation
2) ERP selection (VII)

The closest future
CRM and SCM integration (OpenERP has some modules that already do it CRM & SRM)
“With GSI Deal, eBay Shifts to Big Retail: EBay, synonymous with second-hand wares, is seeking a
new retail identity, from small power sellers to connect with large retailers (Toys “R” Us,
Aéropostale and Kenneth Cole, etc.).” [03/29/2011]
Web architecture instead of desktop (OpenERP offers both GTK client and web)
Wireless technologies and progress in mobile technologies
“Why SAP Is Buying Sybase for $5.8 billion”; “SAP relies on Sybase’s strengths in transporting
data to and from the smartphones of customers.” [05/12/2011]
Open Source ERPs are a down to earth solution (both on functionality and acceptance)
Big corporations were the first ones to deploy ERPs
But, recently, SME (95% of employment in Spain) are starting to grab market share
“SAP launches innovative new solution for U.S. SME businesses”; “While many SME have
invested in multiple software applications, several report that they lack the ability to access the
information they need, when they need it, to make critical decisions.” [09/14/2011]


ERP Implementation
3) BPR (Business Process Reengineering)

It is a key pre-requirement to any implementation
It emphasizes current system's drawbacks
It stresses and tries to maximize the productivity restructuring and reorganizing
human resources, departments, functions, etc.
Basic principles:
Understand
Simplify
Automate
Tools: brain storming, previous complaints, interviews with the responsibles, job title
definitions, etc.


ERP Implementation
4) Implementation

An ERP implementation it is a long process that implies two working groups:
Parameterizing group: consulting firm
Implementation group: within the organization or a consulting firm
Classic question: how long will it take the implementation?
Commercials usually say that 6 to up to maximum 9 months
However, it usually takes between 18 and 24 months usually (a recent study to 1.600
ERP implementations over the world fiexed the average on 18 months)
Problem: those are the months for the “go-live” (one the main phases, see next slide)
This includes the implementation of the basic functionality, but it is just an initial step
until the company really sees a Return On Investment (ROI)

Similar to what happens with the Social Media strategy
How can I know that an ERP will be profitable for my company?


ERP Implementation
4) Implementation (II)


ERP Implementation
4) Implementation (III)

The Great Mystery of the ERP 10-Year Itch: Why Businesses Can't Seem to Stick with
Their ERP Software for More Than 10 Years?
Like most capital investments, CIOs and CFOs typically expect the investment in
their new ERP software to last ten or more years
Problem: technology → fast changes that it is simply not feasible to remain too far
behind the curve for too long
What is new in 2011? SaaS, cloud-based and hosted ERP software
Even if your software isn't outdated per se, there are enough ERP vendors
developing compelling new solutions that make it tough to not at least think
about replacing your current system
In most cases, however, the software itself isn't the problem
Most of the leading vendors in the marketplace have been around for 20 years or
more, so you would think that their offerings would be keeping up to date with
technology trends (JD Edwards from Oracle, BAAN from Infor, and Epicor)


ERP Implementation
4) Implementation (IV)

It all comes back to misalignment between the business and the software itself


ERP Implementation
4) Implementation (V)

The business is not going to stand still just because you don't want to deal with replacing
your ERP software
ERP vendor isn't going to create a custom application just for you that meets all of your
evolving business needs
First: do not stop upgrading your software. ERP vendors spend millions of dollars
each year on making their software better, faster, and more robust to meet changing
business needs, so the longer you wait to upgrade, the more you are exposing
misalignments in the software
Second: revisit your software on an ongoing basis. You may find that it's time to
replace it with something new, but you may also find that some simple configuration
changes to the software or business process improvements will close the gap between
what it's doing now and what the business needs. It's unlikely you will delay the need
for an ERP software selection indefinitely, but it will buy you more time and a higher
ROI on the original investment in the meantime


ERP Implementation
5) Entering to production


ERP Implementation
6) Success analysis

Profits and returns will arrive, but we must be patient
Basic functionality of the Phase 1 just provides a 30 – 50% of the profits
Some companies see how their expectations are not satisfied (perhaps the
problem is that they had not established well their expectations). Perhaps,
that is why 72% of them do not go over this initial phase
The important fact is to step up next two phases:
Phase 2: adding modules for report generation, exhaustive analysis,
mobility, etc.
Phase 3: Business Intelligence modules. Take advantage of the full
potential of an ERP, this is, generate wisdom from it
Just 28% of the companies arrive to this finish line :-(
These ones are the phases for business processes' restructuring (Business
Process Management, GexAP of Ibermática, SAP Starter Kit) and change
in organizational model


ERP Implementation
6) Success analysis (II)

So, if an ERP offers me competitive advantages and a ROI, how can I measure
those returns? i.e. Panorama Consulting Group: ROI calculator


ERP Implementation
6) Success analysis (III)

Some of the main benefits of implementing and ERP solutions:
More accurate information
Tighter control of the costs
Faster answer to our clients
Tracking and monitoring activities
Quick answer to technological and market changes
Improvement of the interrelations in the value chain
It allows to have a unique client database table for all the companies within the group
It will make easier for the international operations
It allows daily accounting
Reduces paper documentation
Reduces activity duplication


ERP Implementation
6) Success analysis (IV)

Some of the main benefits of implementing and ERP solutions (continuation)
Better stock management
Quality improvement
Reliability in service dates
Reduces operational costs


ERP Implementation
6) Success analysis (V)

Some of the main costs of implementing and ERP solutions
Obvious costs (€/$)
Licensing (if applicable)
Parameterizing and consulting firms
Internal team hours,
Learning courses
Administration costs
Resource and function adaptation
Development of new functionalities
Other maintenance costs (back-ups, updates, etc.)


ERP Implementation
6) Success analysis (VI)

Some of the main costs of implementing and ERP solutions
Less obvious costs (€/$)
Loss of clients when the system fails
Operational delays
Fails while parameterizing, defining, etc.
Uncertainty risks when choosing software supplier
Some employees' responsibilities
Migration of databases
Structural organizational problems are not fixed just by implementing and ERP
They do not imply previous and later steps/phases if it is a partial implementation


ERP Implementation
6) Success analysis (VII)

The parameterizing of some ERPs is quite limited
Some ERP are quite expensive (SAP Business One 20.000 € + programmer for
about 3.000 €)
Some ERP are seen by the market as very stiff and hardly adaptable solutions
for the organizational workflow and business process requirements (in OpenERP
both workflow and business processes are quite intuitive)
http://doc.openerp.com/book/1/1_2_Guided_Tour/1_2_Guided_Tour_openerp.html#process-management

This latest argument is the most important one when refusing to implement an
ERP in the organizations

And what about
selecting an
Open Source
solution for
my company?


What is OpenERP?

A set of integrated solutions (all the pieces in the puzzle) for
enterprise management
It automates and organizes business processes
What is a business process? Porter's value chain
Administration
Human Resources
Research and Development

Infrastructure

Sales
Internal External After-sales
Operations and services
logistics logistics marketing


What is OpenERP? (II)

Free license, cross-platform and web and desktop clients
Modular: functionality is
Integral: it makes possible divided into individual
to control all the business modules. Parameterization and
process of any given configuration of modules based
organization coordinating every on the requirements of those functions.
functional area. Everything in Modules: purchases, sales, stocks,
the same software package accounting, Human Resources, CRM,
SRM, etc.

Adaptable: “Every company is
a unique world”. Configuration and A-GPL License for the server + modules,
parameterization of the business GTK client and Koo client.
processes and models. It allows OPL License (OpenERP
the development of modules Public license) for the web client (it is a MPL
With some restrictions in the logos)


OpenERP Project

2002: 1.0 version. Originally developed as an Open Source solution by Fabien
Pinckaers as a specific solution for an auction house
2004: first versions of TinyERP. Fabien Pinckaers sets the Belgian company Tiny
Sprl
2005: OpenERP founded by CEO Fabien Pinckaers. Fabien's vision was that
Open Source provided a better way to meet customers' expectations.
2006: 3.0 version. First version of OpenERP implemented in Spain successfully
2007: SVN repository opened. Some successful implementations. 35 official
modules and 120 extras
2008: code in launchpad/bazaar. Community participation is opened. TinyERP
becomes OpenERP. First Spanish OpenERP Conference in Zaragoza


OpenERP Project (II)

2009: OpenERP 5.0 is published. 114 official modules and 250 extras. It
supposes the real launch of the OpenERP project. Implementations are
done world wide. Second Spanish OpenERP Conference hold in Vilanova
I La Geltru, Catalunya
2010: in July, OpenERP Early-Adopter Preview - 6.0-dev (alpha). Great
community around the globle. It becomes the most reliable Open Source
ERP. 500 published modules, 30 languages and presence in 80 countries. 3
million investment of venture capital to OpenERP. Third Spanish
OpenERP Conference hold in the University of Deusto in Bilbao
2011: OpenERP has released its new version 6.0. More user-friendly,
accessible, intuitive and ready to boost up a business. Response to the
needs of customers, community and industries and the answer to today’s
market


OpenERP Project (III)

Partners: over 150 partners deploy our software and support our customers in
over 37 countries
Community: more than 1000 individuals contribute to improving the software
every day
Investors: OpenERP went through a first round of financing with Sofinnova a
leading European Venture capital firm and Iliad managers Xavier Niel and Olivier
Rosenfeld
Employees: over 100 employees. Constantly reinforcing the team
Careers: availabilities on the web site or by email jobs@openerp.com ;-)


OpenERP Community

More than 1000 individuals contribute to improving the
software every day. Working groups:
Expert Team
Accounting https://launchpad.net/~openerp-
expert-accounting/+members
Services Management
https://launchpad.net/~openerp-expert-service/
+members
Manufacturing Industries
https://launchpad.net/~openerp-expert-production/
+members
Translators Team Spain
Developer Team
Openerp Spanish Localization Project
Quality team
https://launchpad.net/openerp-spain
Committee team
Community team


OpenERP Community (II)

Launchpad Community (https://launchpad.net)
Supported by Canonical, it is a collaborative development
platform that includes following tools:
Code hosting: branches. Managed by Bazaar
Bug tracking: bugs y bugtracker
Specifications monitoring: blueprints
Collaborative translations: translations
Documentation: sphinx y Bazaar
Management done depending on 3 profiles:
Projects Many projects and work teams around OpenERP
Workteams https://launchpad.net/openobject

Member


OpenERP Community (III)

OpenERP community is very young
Most of the teams, communication channels and collaborative tools
have been set up along 2009 and 2010.
They are still being defined and adjusting some of the processes
for collaboration
From 2010 February, exists the leader position, dedicated for the
community
The leader, it is the one that communicates the community with
Enterprise needs, defining and documenting processes, etc.
More detailed information about OpenERP community
http://www.slideshare.net/ejordi/comunidades-software-libre-comunidad-openerp


OpenERP Technology

All-in-one install kit
GNU/Linux and Windows
PostgreSQL Desktop
Multiplatform client:
Gtk, Koo
GNU/Linux, Windows, Mac (there
is no native version XML-RPC
http://devteam.taktik.be) NET-RPC

Potent clients
OpenERP
Web, GTK, Koo (Qt) Server
NET-RPC
MVC scheme Web
client
Model: PostgreSQL
View: XML (calendar, graphics, list,
form) eTiny
Controller: Python


OpenERP Technology (II)

Gateways for connecting with other applications:
Office suites: OOffice, MSOffice
Virtual shops: Magento, OssCommerce, VirtueMart
e-mail: Mozilla Thunderbird, Microsoft Outlook
Report generators: Jasper Reports, Ooffice
Launch cycles
Small versions (bugfixes): once a month (first days of the month)
Big versions (new functionalities): once a year (more or less)


How does OpenERP do business?

Some Frequently Asked Questions about OpenERP and business
Does my company really need an ERP? And OpenERP?
How does OpenERP make business with an Open Source solution?
And what about OpenERP decides to give up offering an ERP as Open
Source? Will my company let by abandoned?
After downloading by myself OpenERP package, will I not be able to install
it by myself?
Now that VAT has changed in Spain, will I be affected?
Will OpenERP be able to adapt to my working style?
Why do companies charge different tariffs for deploying OpenERP?
Will I have many bugs/errors for choosing an Open Source solution? Will it
stop working some day?


Implementation approaches

Traditional ERP systems
Independent applications
that must later be integrated
Dedicated information to
every functional area
Each application, own
database, own execution and
development environment,
etc.
Not easy control and
maintenance of the ERP


Implementation approaches (II)

OpenERP
Modular integration
Wide variety of companies'
functional areas (and if for
any is not covered, it can
always be extended)
It eases the flow of
information focused on the
business processes
Centralized database
Processes' internal reviews
promotion


Implementation approaches (III)

Analysis + Methodology + Training
Analysis: Which problems do you want to
be fixed for your company?
Design: design of the most suitable
solution
Development + Integration
Implementation: install, configuration,
training, support, set-up and
documentation
Analysis Design Development Integration Implementation


Implementation approaches (IV)

Main activities' implementations
Minimum: invoicing and accounting
Standard SMEs: invoicing, accounting, purchases,
sales and stocks
Standard Services: invoicing, accounting,
purchases, sales, analytics and projects
Standard Production: invoicing, accounting,
purchases, sales, analytics and manufacturing
Others: on-line shopping (oscommerce, magento,
spree), etc.



Implementation approaches (V)

Structural implementation (support activities)
CRM and SRM
Human Resource Management
Documentary Management
Email management: poweremail
Reports: designer, jasper_reports, etc.
Evolution in module quantity



Implementation approaches (VI)

Specific solutions
Vehicles: tracking, barcodes, quality documents, etc.
Education: Standard SME + CRM + personalized
education modules
Renting: Standard SME + periodical invoicing
Food: tracking (by national laws), etc.
Catering: personalized modules
Business Intelligence, Direct Marketing, etc.



References
Web sites
Break on Through to the Other Side: Moving Beyond ERP "Go-Live" to Competitive Edge and ROI
http://it.toolbox.com/blogs/erp-roi/break-on-through-to-the-other-side-moving-beyond-erp-golive-to-competitive-edge-and-roi-40982
ERP Implementation http://panorama-consulting.com/services/erp-software-implementation/
ERP ROI Calculator http://panorama-consulting.com/resource-center/erp-roi-calculator/
Tier I and Tier II ERP Comparison 2008 http://whatiserp.net/erp-comparison/erp-comparison-saporaclemicrosoft-and-tier-2/
ERP Market Share And Evaluation 2010 http://whatiserp.net/erp-comparison/erp-vendor-evaluation-2010/
The 2010 ERP Vendor Analysis Results Are In, and the Winner Is...
http://www.backbonemag.com/Backblog/the-2010-erp-vendor-analysis-results-are-in-and-the-winner-is.aspx
OpenERP: posicionamiento en el mercado http://www.slideshare.net/izquierdosusana/openerp-presentacion
Comunidad OpenERP http://www.slideshare.net/ejordi/comunidades-software-libre-comunidad-openerp
III Jornadas Estatales OpenERP http://www.slideshare.net/openerpsite/open-erp-jornadas-bilbao-2010-presentacin-carlos-libana-ting-y-ana-juaristi
Analysis: Why SAP Is Buying Sybase for $5.8B http://gigaom.com/2010/05/12/analysis-why-sap-bought-sybase-for-5-8-billion/
SAP launches innovative new solution for US Small and Midsize Businesses http://www.sap.com/press.epx?pressID=2128
OpenERP http://www.openerp.com/
The Great Mystery of the ERP 10-Year Itch: Why Businesses Can't Seem to Stick with Their ERP Software for More Than 10 Years
http://it.toolbox.com/blogs/erp-roi/the-great-mystery-of-the-erp-10year-itch-why-businesses-cant-seem-to-stick-with-their-erp-software-for-more-than-10
Gartner Says Worldwide Enterprise Software Revenue to Surpass $232 Billion in 2010 http://www.gartner.com/it/page.jsp?id=1437613
Why it is recommended to change business practice to suit the ERP software rather than customizing the software?
http://www.eresourceerp.com/Why-it-is-recommended-to-change-business-practice.html
Stress Test for the Global Supply Chain http://www.nytimes.com/2011/03/20/business/20supply.html?pagewanted=1&_r=1&seid=auto&smid=tw-nytimestec
Employment protection and technology choice http://www.voxeu.org/index.php?q=node/6291
With GSI Deal, eBay Shifts to Big Retail http://dealbook.nytimes.com/2011/03/28/ebay-to-buy-gsi-commerce-for-2-4-billion-bid/?smid=tw-
nytimes&seid=auto


Copyright (c) 2011 Alex Rayón Jerez
This work (but the quoted images, whose rights are reserved to their owners*) is licensed
under the Creative Commons “Attribution-ShareAlike” License. To view a copy of this
license, visit http://creativecommons.org/licenses/by-sa/3.0/

* http://img.tecnologiapyme.com/2009/12/openerp2.jpg, http://1thought2many.files.wordpress.com/2010/02/word-paperclip.jpg,
http://www.nytimes.com/imagepages/2010/07/05/technology/20100706-iphone-graphic.html?ref=technology,


Profesor: Ing. Alex Rayón Jerez
Bilbao, March 2011

Facultad de Ingeniería, ESIDE
Universidad de Deusto
Departamento de Tecnologías Industriales, Facultad de Ingeniería, Universidad de Deusto
Avda. de las Universidades, 24, 48007 Bilbao, País Vasco, España

Alex Rayón Jerez

alex.rayon@deusto.es
To contact me, so many other ways :-)
http://alexrayon.es/alex-rayon-20/


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