C044031823

Shivprasad A. Mohite et al Int. Journal of Engineering Research and Applications www.ijera.com
ISSN : 2248-9622, Vol. 4, Issue 4( Version 3), April 2014, pp.18-23
www.ijera.com 18 | P a g e
Web-Based Enterprise Resource Planning System:
An Alternative for Small and Medium Size Business Companies
Shivprasad Ashok Mohite, Vikas Kumar Lodha, Shantanu Mahajan, Mohit A.
Singh, Prof. Amit Ghumare
Student, Computer Engineering Department Dr. D. Y. Patil College of Engineering, Ambi University of Pune
Project Guide, Computer Engineering Dr. D. Y. Patil College of Engineering, Ambi University of Pune
Abstract
Implementing an enterprise system is ―corporate equivalent of a root canal,‖ a meaningful analogy given that an
ES with its single database replaces special-purpose legacy systems that once operated in isolation. An
Enterprise Resource Planning System has the herculean task of supporting and integrating a full range of
business processes, uniting functional islands and making their data visible across the organization in real time.
Not surprisingly, the software that vendors such as People-Soft, SAP, and Oracle provide is unwieldy,
expensive, hard to implement and creates organizational change that can be as painful as, well.
If organizations can endure the implementation cost and pain, they are rewarded with large increases in both
efficiency and effectiveness. When organizations build their information systems in house, they design the
systems to fit functional requirements, often with a different system for each function. With this mind-set,
systems proliferate at an alarming rate.
An integrated system built on one database eliminates these problems. With a single unified database, everyone
can instantly see data entered anywhere in the system, and no one has to enter the same data again—a common
inefficiency of isolated systems. With fewer processing delays and increased data quality, organizations can
more easily plan their operations, and managers can uncover, analyze, and address problems as they arise.
Keywords - Enterprise Resource Planning, Integrated System, Cost Effective, Small and Medium Sized
Business
I. INTRODUCTION
When someone says enterprise resource
planning (ERP), most people think of an expensive,
complex, and difficult to implement commercial
products that were the rage a few years ago.
Although many large corporations did reap
tremendous cost savings from the implementation of
such systems, an average implementation cost
counted in the millions of dollars; this has prevented
ERP systems from spreading to small and medium-
sized businesses. After ERP deployment, its ―black
box‖ nature prevents from understanding and
eventually improving the business processes it
implements, leaving some important business
decisions to the software publisher rather than to the
corporate manager, preventing scientific researchers
from getting involved in management innovation.
This situation provides much of the motivation for
our architecture, which offers several advantages for
small and medium size business. This website
incorporates, from scratch, advanced concepts such
as object-oriented databases, industry required
modules, synchronization within modules, variations,
workflows, and a method to model and implement
business processes.
Implementing an enterprise system with its
single database replaces special-purpose legacy
systems that once operated in isolation. An ES, or
enterprise resource planning system, integrates
business processes, uniting functional islands and
making data visible across the organization. Many
software that vendors such as People-Soft, SAP, and
Oracle provide is expensive, and hard to implement.
Even less surprising is that their implementation may
create organizational change that can be as painful
as, well, pulling teeth. If organizations can endure the
implementation cost and pain, they are rewarded
with large increases in both efficiency and
effectiveness.
When organizations create information
systems on their own for self use, they design the
systems to fit functional requirements, often with a
different system for each function. With this mind-
set, systems proliferate at an alarming rate. One
company had 58 systems just to support order
RESEARCH ARTICLE OPEN ACCESS

fulfillment. The resulting morass clogs the free
exchange of information among and within business
units and spawns other usability problems, which in
turn decrease data quality. An integrated system built
on one database eliminates these problems. With a
single unified database, everyone can instantly see
data entered anywhere in the system, and no one has
to enter the same data again—a common inefficiency
of isolated systems. With fewer processing delays
and increased data quality, organizations can more
easily plan their operations, and managers can
uncover, analyze, and address problems as they arise.
Although the potential benefits are
compelling, ES implementation is still risky enough
to daunt many organizations. Buying and
implementing an ES can cost from tens to hundreds
of millions of dollars, and the process can take
anywhere from 10 months to several years.
Moreover, the software is only a fraction of the total
cost. The cost of services such as technical
consultants and part-time help for staff whose hours
must be partially diverted to the implementation can
balloon to many times the software cost. Indeed, an
organization can only realize an ES’s benefits by
going through a lengthy and costly implementation
process—one that almost guarantees spending more
time and resources than for any project the
organization has yet undertaken. As the ―Why Is ES
Implementation Different?‖ Many issues have no
right answer, and managers must be able to identify
and manage these tensions during and after
implementation.
II. PROBLEM STATEMENT
This paper is based on the ERP (Enterprise
Resource Planning) concept where the integration of
different departments is the fundamental idea put
across. One organization is the co-ordination of the
different departments like Accounts, Sales, Purchase
and Inventory etc. Nowadays every enterprise
requires a solution where they can intercommunicate
with each other at the end of the day they can come
to a conclusive part which will justify the process
flow in the organization and that will generate
filtered data and the reports which will help the
department heads to concentrate more on the
decision making process.
As far as the future enhancements are
concerned the application is platform and
architecture independent and re-deployable and
reusable. The project has taken the departmental
details in the corresponding modules and has found
integration among other modules.
III. LITERATURE SURVEY
On the basis of our observing ES
implementations, we have developed an informal
roadmap that hopefully will help managers achieve
both technical and organizational objectives and reap
an ES’s considerable benefits.
82 SMBs without ERP that responded to
ERP Survey face a few common business pressures.
A. PRESSURE SMBs FACING WITHOUT
ERP
Growing organizations are exposed to more
outside factors. As they interact with supplier, they
need to provide more accurate data to extend
enterprise.
Figure 1: Pressure SMBs Facing Without ERP
Key points according to figure-
1. 33% cited a need to manage growth expectations
as one of top two pressures. As SMBs grow they
may be adding new locations, employees and
products.
2. 29% of companies cite this as top-two pressure.
Costs can quickly spiral out of control in a
growing organization, need to be carefully
managed.
SMBs without ERP need a way to help
managers make informed, agile decisions, while
cutting organizational costs, improving
communication across geographic boundaries and
satisfying customers.
B. WHAT ARE SMBs WITHOUT ERP USING
TO RUN THEIR BUSINESS
According to this survey 33% use many
disparate applications. This strategy increases
contradictory data, which leads to mistakes and
delays in decision making.

Figure 2: What are SMBs using as an alternative
to ERP
Spreadsheets are better than nothing,
performance differences indicate that companies
using spreadsheets or home-grown applications as a
platform to run their business are missing out on top
performance. Some believe they are too small for
implementing ERP.
Sixty-eight percent (68%) of organizations
under $50 million in annual revenue have already
implemented ERP. The efficiencies that this ERP can
provide can benefit organizations of all sizes.
C. WHY NOT TO IMPLEMENT ERP
SYSTEM
Some other managers feel that they have
functioned well without ERP in past. This is fine for
organizations that expect to stay static but growth
and change can have unforeseen effects on business
that prompt new investments.
Figure 3: Reasons Industries not implementing
ERP
Twenty-six (26%) of SMBs without ERP
have not adopted it because of effort required to
implement. These companies lack IT resources, or
feel that they cannot take valuable resources away
from their day-to-day jobs for ERP.
D. ERP SYSTEM RELIABILITY CHECK
The Meta Group reports that as many as
70% or 7 out of 10 ERP projects end in failure,
which is two and half times the industry average. A
Computer Associates survey of 886 managers reports
44% of ERP projects lose $1 million per year, 35%
lose $5 million per year, and 21% lose $11 million
per year. Other causes of ERP failures include
inexperienced analysts, long work weeks, poor
communication, lack of employee involvement,
incentives and management support. AMR Research
recently reported that ERP is regaining momentum.
The latest data shows the market for ERP will grow
from US$ 13.4 billion in 2003 to a projected US$
15.8 billion in 2008, a compounded annual growth
rate of 3%.
Table 1: Cost and Features Comparison of
Existing ERP System
Product Cost/Month/User Features
Quickbooks $10 A
Zoho $12 S
Freshbooks $15 A
Xero $30 A
Work etc $40 S
Sugar CRM $45 S,O
Open ERP $50 A,I,S,M,O
Open Bravo $50 A,I,S,M,O
Sales Force $65 S
Bright Pearl $100 A,I,S
NetSuite $100 A,I,S,M
SAP $125 A,I,S,M
Features Description :
A – Accounting I – Inventory S – Sales
M – Manufacturing O – Open Source
Sixty-one (61%) of organizations with ERP
integrate manufacturing operations with customer
oriented service, delivery and logistics, employees do
not interact with each other, except through product;
can collaborate to deliver value to costumer.
Sales and engineering collaborate to set
proper expectations with costumers. Cross functional
continuous improvement teams are responsible for
improving operational performance. Manufacturing
operations are integrated and coordinated with
customer service, logistics and delivery
organizations.
Figure 4: ERP Systems classification by Tier
E. SELECTION CRITERIA OF ERP SYSTEM
If the functionality an organization needs is
not available in the selected ERP, then the
organization will not see full range of benefits from
using that system. Ease of use is also important if
employees cannot use ERP, they will make mistakes.
Also total cost of ownership is a top concern for

SMBs. Lastly, since ERP is designed to be an end to
end solution; it must be an integrated suite, rather
than multiple point solutions.
The key selection criteria are listed-
1. Functionality
2. Total cost of ownership
3. Ease of use
4. Integration with system
IV. PROPOSED SYSTEM
The network is built on the Windows 2007
Server platform; along with this Windows 2007
operating system we are using SQL Server and the
.NET technologies. Here we make use of the C# with
ASP.NET with SQL Server with which we can
implement three-tier architecture. Using VB.NET we
can develop all User Interface Application such as
form designing, report designing, etc SQL Server can
be used to store huge amount of data with higher
security.
As this is a web based ERP System, one of
the major advantage is that the user can operate it
from any corner of world with network connectivity.
Also its capability to provide maximum
functionalities in minimum cost makes this system
affordable for Small and Medium Size Business
Companies.
An ERP is recognized by the functionalities
it provides to its user. ERP integrates different
modules of an organization into a single unit.
The modules developed in this proposed system are:
A. ADMIN
System administration is not a business
function but a role that manages tools of business.
ERP administrator cares for the system by applying
vendor provided fixes to bugs, enhancements and
supporting the technical infrastructure on which it
runs.
B. MASTER
In the Master module, we have heads like
Account, Item, General, Excise, Warehouse and
Report. Each head s has its own sub section where
the Administrator could enter the details required to
manage the master. After the master is defined, when
the user select any section, all the details such as
price or condition, entered in the master for that
particular head will be applied.
C. SALES
Sales Order Module Comprises of Contact
Management and Sales Order Processing
Management. It is an integrated solution comprising
of marketing and sales activities. Organization can
act immediately improve sales, service and
marketing effectiveness by using this Module.
D. BILL OF MATERIAL
The BOM module identifies a standard list
of items or components, required to produce a
different, or parent item. It defines relationships
between items being produced and items needed to
produce them.
E. PURCHASE
Purchase procures all types of items or a
product required by the organization, provides all
departments with their necessary item requirements,
keeps a ready count of the quantity of the different
items and deals with the suppliers in an endeavor to
procure new stock.
F. INVENTORY
Whether you are a manufacturer, wholesaler
or retailer, management of your inventory is critical
to controlling your costs and ensuring the smooth
operation of your business. ERP Software gives you
real time information on current stock levels and
values including stock on order, raw materials, work
in progress and finished goods.
G. ENQUIRY
The purpose of this module is to keep the
record of all the enquiries regarding any product or
its material. The enquiry is sent to the supplier for the
requirements of goods. This module is also
integrated with the quotations in order to generate the
amount for the enquiry made.
H. QUOTATION
Quotation module generates the quotation
for a particular enquiry. When enquiry is saved in the
database, its quotation for that enquiry is generated
and on confirming the quotation, the required
materials are dispatched from Inventory and amount
is updated on Sales module.
All these modules are integrated in a single
module operated by Master Module. The
implementation of this ERP System would require a
Server, on which the web-pages will be uploaded.
These web-pages will be accessed by the machines
which are authenticated to be connected with server.
Once the machines are connected to server, the can
access the web-pages and all the data can be updated
in a centralized database which is uploaded at server.
This ERP System focuses on the integration
of the organization with its Suppliers and Customers.
The inventory module is updated whenever there is
an exchange of goods either at supplier end or
customer end. For each sale of good or purchase of
good, there is bill and purchase order generated.

V. NEED OF ERP FOR SMBs
It's taking longer and longer to reconcile
financials at the end of the month. Your sales
forecasts are based more on guesswork than solid
figures. Your business is having trouble keeping up
with its order volume and customer satisfaction is
faltering as a result. You have no idea how
much inventory you have in your warehouse, and it's
a pain to find out. If this sounds like your business—
or close to it—then it may be time to consider an
ERP system. As every company is unique, there's no
single indicator that says, "You need ERP now!"
However, the companies that would benefit most
from ERP software often face similar problems.
A. DON’T HAVE EASY ACCESS TO
INFORMATION OF THE BUSINESS
If someone asked you what your average
sales margin is, how long would it take you to find
out? What about other key performance metrics, like
orders per day or sales to date? For companies that
rely on soloed systems and spreadsheets that need to
be constantly updated and reconciled manually, it
could be a long wait.
The pace of business is faster than ever
before, which means employees across your
company need immediate access to key data. With an
ERP solution, executives can get a holistic view of
business operations at any time, while other staff can
get the information they need to do their jobs more
effectively. For example, sales representatives should
be able to view a customer's full transaction history
and more proactively improve renewal rates while
increasing up-sell and cross-sell opportunities.
B. DIFFICULT ACCOUNTING
Often, the first noticeable signs that your
company needs ERP software will come from your
accounting department. If your employees rely on
paper-based invoices and sales orders—and spend
hours every week manually entering them into
different accounting and sales systems—you need to
consider how much time is being wasted on tasks
that ERP software can handle in an instant.
The same goes for financial reporting—if it
takes ages to consolidate or reconcile financial
information across systems and through countless
spreadsheets, an ERP solution can make a significant
impact. With all financials in a single database,
accounting staff won't have to spend hours cross-
posting information, rekeying numbers, or
reconciling data manually. Your accounting staff will
be more productive, freeing them to deliver critical
reports without delays and frustration.
C. LOW SALES AND CUSTOMER
EXPERIENCE
As companies grow, one of their biggest
challenges is often inventory management. Ensuring
that the right amount of products is in the right
location at the right time is a vital part of business
operations.
When sales, inventory and customer data
are maintained separately, it can create serious
problems across your company. If you run out of a
popular product, sales will be off until the next
shipment arrives. Meanwhile, if a customer calls to
inquire about an order and employees can't track it to
see if it's been shipped—or if it's even in stock—your
company will start to develop a poor reputation for
reliability and service.
VI. ADVANTAGES OF ERP FOR SMBs
With an ERP system, staff in every
department will have access to the data, up-to-the-
minute information. Customer-facing representatives
should be able to answer customer’s requirements,
without having to hang up the phone and check with
another department. Better yet, customers should be
able to simply go online to their account and view
status information. Meanwhile, the warehouse
manager can see that stock is getting low and can
reorder. Some other advantages are:
A. DEMAND FORECASTING
ERP enables to forecast the sales of a
particular product/service based on historical
patterns, current business environment, current order
booking rate etc. ERP System have capability to
generate forecast based various statistical techniques
developed to handle different data trends.
B. PURCHASE PLANNING
ERP are capable of generating purchase
plans based on the demand & forecast, lead times,
current order positions, lead time of procurement etc.
The generated plans go for approval process before
getting converted to final orders.
C. MATERIAL RECEIVING
This process facilitates receiving of
materials for the purchase order which are ready to
be received. Based on bills, the system updates the
warehouse/location wise inventories of the material.
Inspection advises are generated based on set
parameter and facility of recording good and bad
quantities are provided.
D. INVENTORY MANAGEMENT
Complete control on inventory is possible
through system by way of update of stock based on

receipts and issues of materials. One can see detail
view of stocks lying at different locations in
plant/warehouse. System automatically suggests the
location where a given materials is to be stored and
picked as per depending on transaction driving the
action.
E. SALES HANDLING
There is process and facility for booking
orders either for standard or specific items. System
controls prices in form of predefined pricing,
discounts and rebate strategies. The booked orders go
for approval process before passing to warehouse of
dispatch and invoicing. System takes care of credit
limit of customer and required controls to reduce
collections risks.
There have more than a dozen integrated
modules that address the breadth of the
organization’s needs. They can scale to grow with
the organization, contain a toolset that allows for user
customization, and rely on a sophisticated, relational
database with open access. The vendor has a solid
understanding of the market’s wants and needs and is
committed to meeting them through its offerings.
F. PERFORMANCE BENEFITS
Even if managers from an organization
without ERP firmly believe that the systems they are
using are effective and reasons that they have yet to
implement ERP are sound, it is still though to deny
the differences in performances between SMBs using
ERP and those are not.
Table 2: Comparison in Organization With ERP
and Without ERP
Parameters
With
ERP
Without
ERP
Day to close a month 5.1 5.9
Day sales outstanding 41.8 43.3
Growth in operating margins
over last 2 years
12% 10%
Decrease in time to decision
over past year
18% 10%
Inventory accuracy 94% 85%
Days cycle time from service
completion to invoicing
4.2 6.4
Customer retention 86% 82%
ERP users are more likely than those
without ERP to enact strategies that combat the
pressures listed.
1. Standardize business processes
2. Streamline and accelerate processes to improve
efficiency and productivity
3. Provide visibility to business across functions
and departments.
VII. CONCLUSION
In this paper, we have described how a web-
based ERP System can help in growth of small and
medium sized business at low cost. As this is a web-
based system, the user has provision to access it from
any place at any time, required that it is connected
with the server on which data is stored.
Our ERP System is very much cost efficient
as compared to other available products in the market
and also with the integration of different modules it
can ease the burden on the organization.
REFERENCES
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Vilas Dattu Nandavadekar, Prof. Sunil
Hanmant Khilari, “Enterprise Resource
Planning system in Higher Education: A
Literature Review”, International Journal of
Management Research and Development
(IJMRD), ISSN 2248 – 938X(Print) ISSN
2248–9398(Online),Volume 1, Number 1,
January - April (2011).
[2] Bret Wagner, Stefan Wiedner, Stephen
Tracy, ―Introduction to SAP ERP‖, SAP
University Alliances, 2009.
[3] Elisabeth Umble, Ronald R. Haft, Micheal
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Operational Research, 2011.
[4] Moutaz Haddara, Ondrej Zach ― ERP
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Information Science, 2012.
[5] Syed M. Ahmed, Irtishad Ahmad, Salman
Azhar, ―Implentation of Enterprise
Resource Planning (ERP) Systems in the
Construction industry‖, 2012
[6] Erik Strensurd, Ingunn Myrtveit, ―
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[7] Jean- Paul Smets- Solanes, Rogério Atem
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[9] Nick Castellina, ― To ERP or Not to ERP
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