Information Technology Reference
In-Depth Information
CAREER EXERCISES
1.
Initially thought to be cost-effective for only very large
companies, CRM systems are now being implemented in
small and mid-sized companies to reduce costs and improve
service. A firm's operations and accounting personnel play
a dual role in the implementation of such a system: (1) They
must ensure a good payback on the investment in CRM,
and (2) they must also ensure that the system meets the
needs of the operations and accounting organizations. Iden-
tify three or four tasks that the operations and accounting
personnel need to perform to ensure that both these goals
are met.
2.
ERP software vendors need business systems analysts that
understand both information systems and business pro-
cesses. Make a list of six or more specific qualifications
needed to be a strong business systems analyst supporting
an ERP implementation within a medium-sized, but global
organization.
CASE STUDIES
Case One
adapt to changes within the business while designing the core
business systems. For example, over the 18-month install-
ment, Aselsan's revenue doubled—so the problem changed
while the solution was being developed. Aselsan also formed
a new subsidiary, Aselsan Net, that the new system needed
to accommodate.
The new financial systems were installed and running in
enough time for the currency switch. In the months that fol-
lowed, the company implemented a new planning and opti-
mization component and a data warehousing component.
Aselsan introduced parts of the new system over time.
During the year after the initial installation, the user base
grew from 1,300 to 2,150 across seven locations and contin-
ues to grow. Dramatic improvements in the way Aselsan does
business are occurring gradually and steadily.
The new integrated system has provided many benefits to
Aselsan. The system has eliminated data redundancy in the
organization, lowering administrative overhead. Many time-
consuming operations such as preparation of annual plans
and month-end closure operations have been cut in half.
Product design change approval time has been reduced by
40 percent. Data warehousing systems allow employees
across the organization to access information and reports
with a mouse click. Managers can compare and balance
project budgets for optimum return on investment.
In Aselsan's so-called Advanced Planning & Optimization
system, suppliers can collaborate with Aselsan engineers on
projects. The system provides a Web interface that allows all
involved in a project to communicate and share documents
and information.
Aselsan is working hard to become a leading global player
in the defense industry. Expanding into project management
backed by a strong ERP system will give the company the
organizational fuel to achieve its goals.
Based in Ankara, Turkey, Aselsan is the largest military elec-
tronics manufacturer in Turkey. The company is divided into
four divisions: Communications (HC), Radar, Electronic
Warfare and Intelligence Systems (REHIS), Defense Systems
Technologies (SST), and Microelectronics, Guidance &
Electro-Optics Division (MGEO).
Historically, Aselsan has been a production-focused busi-
ness. It received orders from customers for particular elec-
tronics components and filled them. Recently, the company
has taken on more responsibility. Aselsan customers are
increasingly requiring Aselsan to provide project manage-
ment services. The company now needs to extend its expertise
into areas of design, system engineering, and the coordination
of exchanges among third-party subcontractors.
Aselsan's information systems were not originally
designed to support project management activities. The com-
pany needed an ERP that could provide integrated views of
finance and budgeting, supply planning and scheduling, and
coordinate production centered on specific projects. “The
information needed for effective project management is get-
ting more and more complex, and we needed an integrated
solution to support that,” explained Fatih Bilgi, IT director at
Aselsan.
Aselsan evaluated ERP products from a number of ven-
dors and identified the product and company that presented
the best fit for its needs. The systems engineers had an addi-
tional challenge: The project needed to be completed within
18 months, before Turkey adopted a new currency. Aselsan's
old systems could not accommodate the new currency, so if
the new system wasn't in place, Aselsan would be out of
business.
As in many ERP installations, Aselsan had to overcome
many obstacles along the way. Systems engineers had to
