Credits: Guillaume Rivière 2013 – 2018 Objectives of this course

• Learn what ERP software is – Be aware of the major actors Enterprise Resource Planning – Be able to analyze and select ERP solutions – Be able to speak with editors and consultants – Be able to parameter ERP software Introduction, project, solutions – Be able to develop modules for ERP software

– EFREI – – ESTIA – Guillaume Rivière Last update: March 2018 1 2

Schedule Reminder

1. ERP: Introduction to basis principles (2h cours) • System Analysis of Enterprises 2. ERP: How to select software (2h cours) Joël de Rosnay, Le macroscope, Strategy Éditions du Seuil, 1975, 314 pages. 3. OpenERP: Administration, Development (4h cours) Constraints Prices policy 4. OpenERP: Installation and configuration (2h TP) Decision Executive 5. OpenERP: Follow a complete flow (4h TP) System (10h TP) Business intelligence 6. OpenERP: Module programming + Webservice Information Reporting Information Environment Information Environment Transmit Transform into Jour 1 Jour 2 Jour 3 global System sophisticated information Cours TP TP information

ERP OpenERP OpenERP Produce INPUT Execute OUTPUT Elementary manufacturing Operational information Cours TP TP Customer order orders Working System Invoice OpenERP OpenERP OpenERP 5 Reminder Reminder

• Management Information Systems (MIS) • Are the following part of the information « An information system is a set of resources systems? (hardware, software, data, procedures, humans, …) structured to acquire, treat, store, transmit and – An order book (backlog) make available information (shaped as data, text, sounds, pictures, images, …) inside and between – A list of supplier organizations. »

Robert Reix (1934-2006), Systèmes d'information et management des organisations, Éditions Vuibert, First edition in 1995, 367 pages. – A file cabinet – Personal traduction – • informatique = ...... 6 7

Python Summary of MIS chronology 1990 Nowadays context

1978 1989 1995

1972 1977 1981 1987 2002

VisiCalc Excel 1979 1985 2000 2003 2005

1960 1970 1980 1990 2000 2010 DOS Mac Windows iOS Android FORTRAN 1969 1981 1983 1985 1991 2007 1954 COBOL SQL C++ HTML PHP Java 1959 1972 1974 1983 1989 1994 1995

Specific Arrival of first Arrival Increased developments Enterprise Application of ERP integration of Software (EAS) ERP into 8 9 enterprises The evolution of MIS Building a MIS using IT

• Main factors of evolution • Own software written by the enterprise – Technologies for information systems – Needs high-level and up-to-date internal skills • Evolution of programming languages – External support/help is impossible • Evolution of network capacities, of web technologies • No externalization – The environment of enterprises – Corrections must be done • Globalization of the market by the enterprise – Internationalization: companies across several countries, customers over the world – Unfocusing from core business – Several currencies, laws – Low compatibility with partners, • Needs of the market change very rapidly customers, … • Mergers and Acquisitions (M&A) 10 11

Building a MIS using IT Building a MIS using IT

• Several EAS (Enterprise ) • ERP software (Enterprise Resource Planning) – Many EAS exist for each function of a company – An ERP is a central EAS aiming to covers (nearly) – Some are known as best of their category all the functions of company • Usually called « Best-of-breed » software – Written by an editor outside of the enterprise – Need to build bridges between programs – Used by several companies • Activate / Synchronize data – Easy to find external skills • Enterprise Application Integration (EAI) • Externalization ERP • IT consulting • Focus on core business EAI

12 13 The rise of ERP systems The rise of ERP systems

• Started 25 years ago (early 1990’s) 2. The Euro changeover st • The rise happened with the necessary • January 1 , 1999: introduction to world financial markets as an accounting currency evolution of MIS because of: • January 1st, 2002: Euro coins and banknotes entered 1. The year 2000 problem circulation • 1960’s: expensive memory and mass storage (1bit = $1) • Rather than starting corrections on existing • Year coded as 2 digits (programs, , programming programs (more or less old) languages, windows 3.x file manager, etc.) • Announced since early 1980’s – Migration of 60% of French large companies • Really taken into account between 1995 and 1998 • Other 40%: migration already done or correction of • Next known "bug": January 19th, 2038 at 3:14:07 am existing programs POSIX 32 bits systems using a signed integer (2106 if not signed) 14 15

Mutation Modern ERP software

• The management of information is changing – Adaptation to the constant evolution of markets – Mergers and Acquisitions (M&A) – Collaborative software solutions – Single currency in the European Union – Enlargement of the European Union – Growing global concurrency • Call into question existing systems – Abandon of « tailor-made » existing solutions and adoption of « ready-to-install » ERP 16 3’ – Sage ERP Solutions – 2011 17 OUTLINE Definition

1. What is ERP? Why ERP? • ERP is an EAS allowing to manage all the – Definition processes of an enterprise, by the integration – Characteristics of all the functions like: 2. Conduct an ERP project – Phases of the project Human resources Supply chain Financial and analytic Purchasing E-business – Criteria for selection management management accounting – Steps of installation 3. Major actors of ERP market

– Proprietary and open source solutions Customer relationship Production, manufacturing Warehouse Distribution – IT consultants 18 management resource planning 19

Properties Characteristics

• Foundation basis of ERP • From a unique creator 1. Each software application to manage a • A modification on a module causes a direct function of the enterprise is built as an update on linked modules (1 DB, workflow engine) independent module • Ensure uniqueness of information (no redundancy) 2. These modules share a single shared , allowing the application to exchange data • Easier detection and solving of potential 3. A workflow engine spread any new information dysfunction (the origin of each information is easy to identify) in all the modules needing it (according to a • Can be sufficient to fully cover all needs (of predetermined programing) MIS) of an enterprise, and the modular architecture permits a progressive installation 20 according to the evolution of needs 21 Reminder? ERP infrastructure

Presentation tier 1960’s-70’s Client-Server model Logic tier • General setup Data tier 1-tier architecture 2-tier architecture 1980’s Centralized n-tier architecture 2000’s Human Customer Network resources relationship Network Central Mainframe Fat clients component Thin clients Production Financials Decentralized 3-tier architecture 1990’s Stocks Thin clients Rich clients ERP server(s) Database server(s) Thin clients Rich/Thin clients 22 23

Module-based architecture Modules

• Each function of enterprises is implemented by • Financial Accounting an independent module – General Ledger, Fixed Asset, Payables, Receivables, – These modules share the same database Cash Management, Financial Consolidation – Modules are compatible with others (verification not needed) • Management Accounting (Analytic) – Pluggable as – Budgeting, Costing, Cost Management, Activity Retail Customer Based Costing and Lego blocks Help Desk Commerce Inventory Marketing and work

Production E-Commerce together Payables General Receivables Ledger Fixed Management Asset Accounting 24 25 Modules Modules

• Manufacturing • Material Requirement Planning – Engineering, Bill of Materials, Work Orders, – MRP 1 Scheduling, Capacity, Workflow Management, – MRP 2 Quality Control, Manufacturing Process, • Simulations Manufacturing Projects, Manufacturing Flow, – It is possible to response to this order (supply chain, Product Life Cycle Management, Product Data workbenches, …) Management – Should i prefer to answer to this order or to another order – Computerized maintenance management system (CMMS)

26 27

Modules Modules

• Supply Chain Management (Logistics) • Customer Relationship Management – Supply Chain Planning, Supplier Scheduling, Order – Sales and Marketing to Cash, Purchasing, Inventory, Warehouse, – Commissions Product Configurator, Claim Processing – Service – Essential for Just-in-time (JIT) production strategy – Customer Contact – Call Center Support • CRM systems are not always considered part of ERP systems but rather Business Support System (BSS) systems 28 29 Modules Modules

• Human Resources • Data Services – Recruiting, Training, Payroll, Benefits, 401K, – Various "self–service" interfaces for customers, Diversity Management, Retirement, Separation suppliers and/or employees – Carriers, Skills, Vacations, Presence • Access Control • Project Management – Management of user privileges for various – Project Planning, Resource Planning, Project processes Costing, Work Break Down Structure, Billing, Time and Expense, Performance Units, Activity Management

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Domains / Sectors Workflow engine

• Certain ERP or module (or overlay) are • Integrated workflow engine dedicated to particular domains of activity: – After an input / After an update – Hospitals – Automobile • Store information into database – Telephony – Electrical goods – New information is spread in all the modules – Cosmetics – Aeronautic needing it (synchronization) • Automated (and customizable) – Agribusiness – Construction – Unnoticeable for end-users Workflow – Printers/Publishers – Banks engine – Ready-to-wear – Insurances – Hypermarket – …

distribution 32 33 Workflow programing Workflow programing

• BPM modeling ( Management) • Example of an invoice in OpenERP 7.0 – Flowchart diagrams – BPMN (Business Process Model and Notation) – XPDL (XML Process Definition Language) – BPEL (Business Process Execution Language) – WS-CDL (Web Services Choreography Description Language)

Event Activity Gateway Connections 34 35

Strong points of ERP Weak points of ERP

• Main advantages • Main inconvenient – A unified system allow to make working users of – High cost (heavy investment) different activities in a identical applicative – Functionalities rarely covers all needs environment • Extra developments are (always) required • Coherent and homogenous data (single DB) – Functional coverage is larger than needed • Integrity and unity of information (no redundancy) – Requires deep knowledge of the enterprise processes • Minimal costs – – No interface between modules, synchronized treatments, Must sometimes adapt the processes to the ERP corrections assumed by the editor – High dependency to the editor (source code, new versions) • Global training for end users (same logic and ergonomics) – Heaviness and rigidity of the installation process • Costs and time of installation are known • Long or difficult appropriation by end users – Often 3 to 36 months (but can also be 7 or 8 years!) 36 37 Benefits for the organization? Risks

• Multi-currencies/languages/legislations tool • When the ERP stops working, the enterprise • No divergent information between stops too! departments, then some conflicts are avoided • When the DB fails, the ERP stops! • Better coordination among departments • If the DB breaks, all data of the enterprise can • Better management of storage disappear and be lost forever! • More reliable indicators and dashboards • Disaster Recovery Plan (DRP) • Putting all the enterprise in a single software – Documented process and set of procedures – – Allow a global vision of the enterprise Recover an IT infrastructure in case of a disaster • NYC flooded by Hurricane Sandy in October 2012 – Helps having a more standard internal functioning 38 • Physical duplication was not enough 39

Do i need ERP? Back to reality

• This is a strategic choice • ERP systems were designed in order to be a – Nowadays SME are also concerned single solution allowing to manage all the • Strategic analysis functions of the enterprise: it is not the case! – Environment / Enterprise • Limitations – Risks / Opportunities – Not possible to parameter in order to fit the – Strengths / Weaknesses process of the company • Don’t tell the enterprise ERP knows better its business – Main objectives of the enterprise? Key processes? • Adapt the enterprise to the ERP – What level of modules? Sales/Finance/Logistics/B2B/B2C – Function is not (yet) implemented • Not only reduce costs, but increase global With local laws – Function is not compatible With other software used 40 41 performance (quality, reduce times, decisions, reduce errors) in the company Communication with other EAS Other software for enterprises

• Plug an external software with ERP • Groupware: software for collaborative work – Thought CSV file or XML file – Shared e-mail boxes – Thought Database (triggers) – Shared calendars – Thought webservice (RPC/XML, SOA) – Shared contacts directories • Compatibility – Electronic Document Management System (DMS)

– Office software suites (MS OFFICE, OPENOFFICE, LIBREOFFICE) – Examples: • IBM LOTUS NOTES • ORACLE BEEHIVE – Reporting tools (SUGARCRM, KETTLE, JASPERREPORT, REPORTLAB) • MICROSOFT SHAREPOINT • O3SPACES – Business intelligence tools (PENTAHO, SPAGOBI) • HORDE PROJECT • Box.net – Accounting EAS (CIEL, SAGE, CEGID QUADRA) 42 • Do not confuse all business software with ERP43

Your products in action with ERP OUTLINE

1. What is ERP? Why ERP? – Definition – Characteristics 2. Conduct an ERP project – Phases of the project – Criteria for selection – Steps of installation 3. Major actors of ERP market – Proprietary and open source solutions 7’ – Jonac Systems Inc. – 2011 44 – IT consultants 45 Factors to Consider When Selecting an ERP project ERP Platform • ERP should not only be seen as a tool or software – For the enterprise, ERP is a real project – New way of thinking MIS – Need to know (to discover?) and write all procedures – Needs new collaborations between departments – Should be conducted with end-users • A failing ERP project can endanger the

7’ – Sage ERP Solutions 46 enterprise 47

What criteria? The market of ERP

• Hundreds of solutions around the world • Can be divided in 3 categories • How to select an ERP among others? I. The more powerful and expensive systems • Steps of installation? • Only few editors at this level • Budget of at least $600,000 • Preparation? (but largely higher according to the number of modules and users) • Roadmap? II. Less powerful ERP but with really lower cost • Medium-sized or subsidiary company of big enterprises • Smaller business start using it to be better challengers • Budget ranging from $100,000 to $600,000 III. Lot of small EAS (considered as complete ERP?)

48 • Budget ranging from $5,000 to $100,000 49 Functions and processes Features of each category of the enterprise covered by the ERP by activity • ERP for large companies Generalist ERP Production less traditionnal modules Distribution – Modules around a central core Project management Verticalization Sales points – Extended parameters for processes and workflow Human ressources Business to business Maintenance Business to customer – Fully configurable traditionnal modules by domain/sector • ERP for SME Accounting Textile – Several modules included in the common core Purchasing Agribusiness Sales – Fixed processes and workflow Chemistry Inventory Hostels – Minimal accounting (simple purchasing and sales backlogs) Manufacturing Banks – Mono-lingual 50 – Supports only one DBMS and one OS 51

TCO ROI

• Total Cost of Ownership • Return On Investment – For all phases of the ERP project – Can be very long • Phase 1: Preliminary studies, detailed studies – Promises not always kept • Phase 2: Developments, parameters • Competitive advantage • Phase 3: Preparation and first tests • Costs reduction • Phase 4: Training end users – But the real ROI of ERP is not always about money • Phase 5: Replacing the old system by the new one, • Better decisions and management checking the new data stream is all right • Better visibility of the activities • Phase 6: Maintenance, evolutions, new versions • Clarification of procedures – Estimate the number of days and persons • Productivity increased – What resources? (internal, external, hardware, infrastructures)52 53

Before and after ERP Before and after ERP

• Lenôtre: first gourmet catering in France • RhodiaSilicones • Created in 1957, 1400 employees – Before ERP, about 4 on 10 orders were not – Decrease 15% of the stocks in 3 years delivered on the date asked by the customers. The OTIF indicator (On-Time In-Full) went from 62% to 75%-80% at Saint-Fons factory • Optic 2000

• Created in 1969, 620 employees in 2011 – Immediate decrease of out-of-stock problems • PSA Peugeot Citroën – Higher rate of service for delivery • Holding created in 1965, >200.000 emp. in 2012 – The visits rates of the ERP is 40% higher than with – Better quality control of bought products the former information system Kenneth Laudon, Jane Laudon, Management des systèmes 54 55 d’information, Chapitre 11, Pearson Education Inc, (9e édition, 2006) Before and after ERP Before and after ERP

• Kiabi: French ready-to-wear distributor • Soitec: a French semiconductor manufacturer • Created in 1978, about 6500 employees in 2011 • Created in 1992, 1275 employees in 2011 – Before ERP, data update was performed during the – Automatisation and integration of the information night and every invoices could be paid only the flow reduce time for input and reduce input errors day after its input. It is now instantaneous! and the time to correct input errors – Before ERP, writing an income statement was – Accounting and sales administration: about 5% to taking more than one week. Today, informations 15% increase of productivity can be changed until the last minute! – Logistics: about 10% to 20% increase of productivity – Under 1% of errors for packaging and labelling (it 56 was 6% before ERP) 57 Achat d’un système ERP Achat d’un système ERP (1)

• Michel Beaudry, www.formateur.ca (2009) – Dans cette capsule, Michel Beaudry nous explique comment faire pour choisir le bon logiciel ERP ? – Voici donc les cinq étapes de la méthodologie mise au point par Michel Beaudry qui vous aideront à faire le bon choix. La majorité des entreprises qui ont appliqué cette technique ont choisit le bon logiciel et l’implantation fût un grand succès.

13’30 (« Canceller » = Annuler) 58 6’ - Michel Beaudry – Directeur de projets – 2009 59

Achat d’un système ERP (2) Steps for phase 1

1. Create the vision of the enterprise 2. Establish the list of needed functionalities 3. Identify critic and standards functionalities 4. Make a list of potential ERP candidates 5. First selection process to retain 5 candidates 6. Write scope statements and send call for tender 7. Analyze responses 8. Select 3 final candidates 9. Demonstration by the 3 editors/vendors

of the solutions with data of the enterprise Final user 10. Select the ERP 7’30 - Michel Beaudry – Directeur de projets – 2009 60 11. Write contract and start planning the installation 61 Installation budget (steps 2-5) Installation budget (steps 2-5)

• Vary according to the number of modules • Anticipate hidden costs in your estimation required and the number of final users • Be careful to hidden costs • Budget includes – Can explode if your installation plan is not well – Cost of infrastructures and hardware prepared • Servers, air cooled rooms for servers, hosting • Delayed, out of time • – Cost of licenses (be sure of the number of final users!) Dysfunctions • Inertia, slow-response internal departments – External ERP consultants (how many, how long)

• Functional or technical ones – Internal human resources

62 63

Proprietary or Open source Solidity of the editor

• Large company • Prices of proprietary ERP are sometimes quite – Proprietary ERP excessive • Small and Medium sized companies – But one could say that: « at least, their editors are rich society and wont – Proprietary ERP become bankrupt overnight! » – Open source ERP

– Specialized proprietary ERP (and low price) • • Other criteria that can be considered The real limitation of proprietary ERP lifespan’s isn’t bankrupt of its editor, but its – Rich client not available for GNU/Linux workstations used in the small enterprise acquisition by a richer ERP editor ! 65 66 Aqcuisition of an editor by another Example of an acquisition

• At the time of the acquisition, the new editor • The case of Amaris (ERP specialized for industry) quickly announce the ERP will still be – Acquired by Cegid in 1997 maintained, just to reassure the users • Functionalities of Amaris are redeveloped in the main – But for economic reasons, developing two ERP solution of Cegid different source codes (doing the same) is usually – New marketing strategy with Amaris users, by stopped few years later (when contracts end…) offering a higher range solution (translation: higher prices) – One of the ERP is then stopped and users are • Some users accepted to pay more expensive licenses invited/constrained to migrate • Some others decided to continue working with fixed Amaris code, not maintained anymore – Then users must change their ERP and spend lot • Problem example: Amaris client not compatible Win7 of money to redevelop customizations and do the integration again 67 • Numerous examples of this kind happen 68

Open source ERP editors Open source ERP communities

• The editor of a free ERP can also become • Open source ERP is not leaded the same as bankrupt or be acquisitionned by another usual open source projects editor – Always started by a private editor – But in this case, an open source community can – Then a community of volunteers grow (or not) continue to maintain the source code – Disagreement with governance fork – This advantage is considerable regarding 1999 2002 2006 (Consona Corporation) proprietary software (Adempiere Community) – But, for this to become true, developers of the (Openbravo S.L) open source community must be numerous and 2002 2004 2008 have high specific skills on the ERP foundations, OPENERP (OpenERP S.A. / ex Tiny SPRL) not only on modules and top-level layers 69 (Tryton Community) 70 IT consulting enterprises OUTLINE

• The installation of an ERP without a local IT 1. What is ERP? Why ERP? consultant would be madness – Definition – The IT consultant must be a specialist of your ERP – Characteristics • Société de services en ingénierie informatique (SSII) 2. Conduct an ERP project • Société de services en logiciels libres (SSLL) – Phases of the project – Then acquire internal skills – Criteria for selection • Outsourcing – Steps of installation – IT consultancies estimate, manage, implement, 3. Major actors of ERP market deploy, and administer the enterprise IT system – Proprietary and open source solutions 71 – IT consultants 72

Major actors of ERP market Sage ERP x3 overview

• Editors of proprietary software • Editors of open source software • Consultants

73 3’ – Sage ERP Solutions 74 Proprietary ERP solutions Major actors: SAP

• Hundreds of solutions • Identity • Main actors of the market: – System Analysis and Program Development 1. SAP (1972) – Systems Applications and Products in Data Processing 2. ORACLE (v1 en 1978) 2005-2009 • E-BUSINESS SUITE – German company Autres SAP • PEOPLESOFT + JD EDWARDS 30% 33% – Created in 1972 by 5 former IBM engineers • SIEBEL (CRM) Dynamics Oracle • Dietmar Hopp, Hans-Werner Hector, Hasso Plattner, 3. SAGE ERP (1981) 14% 23% Klaus E. Tschira, and Claus Wellenreuther 4. MICROSOFT DYNAMICS

75 76

History of SAP versions SAP

DB DB • Success 1973 R/1 1981 +30,000 +30,000 tables tables – Software with very high level of quality 1982 R/2 1991 1992 R/3 2001 mySAP.com – Careful, rigorous and disciplined high-level-team AllinOne, ByDesign 2002 ECC 2012 – German way very different from the empirical « good enough » american way 1970 1980 1990 2000 2010

R/1 R/2 R/3 ECC = 1-tier architecture 2-tier architecture 3-tier architecture ERP Central Mainframe Mainframe Client-Serveur Component 77 78 SAP SAP

• Some figures • Products – 1972: 9 persons – SAP All-in-one • Revenue 300,000 EUR • For medium size companies – 1982: 250 customers in Germany • From 20 to 60 client workstations – 1988: first american office in Phyladelphia – SAP Business One – 1998: 20,000 installations of R/3 – SAP Business ByDesign • 1.5 Million of employees use SAP daily – SAP R/3 – 2000: 25,000 persons • Revenue 6.3 Billion EUR

79 80

SAP R/3 modules SAP programming language

• SAP R/3 • SAP ERP (ECC) 6.0 is written in C, C++, ABAP/4 (1992-2001) • ABAP was created by SAP in 1983

– Advanced Business Application Programming – Inspired by COBOL – High-level programming language – SQL integration – Interpreted language – ABAP/4 is object oriented – Used in several EAS of SAP Business Suite 81 82 Oracle Sage

• Oracle E-Business Suite • 1981 – Part of • Targets mid-sized enterprises (less than 500 employees) (non-database and non-middleware Oracle software) • Several products

1978 2005 2006 – Sage One, Sage 50, Sage 100, , Sage 500 ORACLE 1987 2003 • Sage ERP X3 (formerly Adonix X3) PEOPLESOFT 1977 – Acquisition of the editor Adonix in 2005 JDEDWARDS 1993 – Product for SME-SMB of 500-2000 employees SIEBEL

83 84

Sage modules Microsoft

• Sage ERP x3 • Microsoft Dynamics (Microsoft Business Solutions successor) – MS Dynamics AX (formerly Axapta) – MS Dynamics GP (formerly Great Plains Software) – MS Dynamics NAV (formerly Navision) – MS Dynamics SL (formerly Solomon IV) – MS Dynamics CRM – MS Retail Management System (formerly QuickSell)

85 86 GEAC Other proprietary ERP editors

• 1971, Canada • Cegid (1983, Lyon) • Generalist ERP (SmartStream, Expert, Millennium) • Baan (1978, Netherlands)

• Verticalization • Divalto (1982, Strasbourg) – Libraries: Vubis, Advance, GeacPlus • Silog (1984, Caen) – Hostels: Geac UX, Geac SCO, Geac /GH • Prism (1987, PrismERP in 2002) – Restaurants: Geac CTC, Geac Remanco • Lawson (1975, acquisionned by Intentia in 2006) – Purchase and costs: Geac CCS • SSA Global (1981, Chicago, USA) – Golf clubs: Geac Pebble Beach

87 88

Open Source ERP A list of open source ERP

• Around 30 ERP solutions – OpenTaps (Java) – Ezinux • Main ERP solutions – OFBiz (Java) – FreedomERP (Java) – OpenBlueLab – OpenConcerto (Java) – OPENERP (2002, Python) www.openerp.com – (Java) – (Java) – OPENBRAVO (2005, Java) openbravo.com PlazmaERP OpenSI – (Java) – (Perl) – ADEMPIERE (2006, Java) www.adempiere.com JFire SQL Ledger – (Java) – (created from – COMPIERE (1999, Java) www.compiere.com JallInOne Taïka PGI 2000 2008 2009 several open source EAS) – (Java) – ERP5 (2003, Python) www..org OpenAguila – Tryton (Python) 2006 – (PHP) – EOGIA (2004, Java) neogia.org N – Vanilla Openbravo – EBI Neutrino R1 (Java)

89 – Ekylibre (Ruby) 90 Differences among open source ERP Open Source ERP

• Programming languages (Java, Python, PHP) • Strong points • Databases (Oracle, PostgreSQL, MySQL, ) – Solidity of editors (communities) – Designed and developed closely with the users • Licenses (GPL, AGPL, Apache, …) • Governance: Editor / Community – Lesser time to put in place than proprietary ERP – Very low failure rate (because very adaptable) – Training is not designed and exclusively managed by the editor (debateable way to do things) • Weaknesses – Proprietary competitors installed for decades 91 – Still relatively new (youth) 92

Changement de SI chez Yves Rocher IT consulting enterprises

• Dans ce groupe SAP prenait déjà en charge : • French enterprises – la comptabilité, la finance et la gestion de la chaîne – CAPGEMINI (1967, Grenoble) logistique • 120,000 employees in 2011 • Le nouveau DSI s'est vu attribuer la tâche – UNILOG (1968, acquisitioned by Logica in 2005) d'enrichir l'existant : il a consulté le marché • 41,000 employees in 36 countries – Solutions existantes trop chères selon la société • 9,200 in France – ALTEN (1988, Paris) – Choisit Compiere qui couvrait 75 % des besoins • 16,000 employees in 14 countries in 2012 • Avec seulement 20 % du budget initial investis sur les développements et l'intégration, Yves Rocher est arrivé – SMILE (1991, Paris) au bout du projet sans pour autant remettre en cause • 700 employees in 16 agencies around Europe toutes les habitudes des utilisateurs 93 95 IT consulting enterprises ERP et stratégie

• Around the world • Débat MyDSI-TV, Accenture (8 janvier 2009) – IBM (1911) – Pour débattre, autour de Luc Fayard, de – ACCENTURE (Arthur Andersen, 1913, 1989, 2002, USA, now Ireland) l’alignement stratégique du SI sur la trajectoire • 257,000 employees in 120 countries (2012) de l’entreprise : • Christian Lévi Directeur de la transformation financière EDF – LOGICA (1969) • Jean-Marc Lagoutte DSI de Danone • And many many many others • Philippe Nieuwbourg Directeur du musée de l’informatique – Can be local ones (city, country) • Vincent Delaporte Responsable ligne de service SAP d’Accenture – And other international ones

96 25’ (BI = Business Intelligence) 101

ERP et stratégie Schedule

1. ERP: Introduction to basis principles (2h cours) 2. ERP: How to select software (2h cours) 3. OpenERP: Administration, Development (3h cours) 4. OpenERP: Installation and configuration (5h TP) 5. OpenERP: Follow a complete flow (4h TP) 6. OpenERP: Module programming + Webservice (8h TP)

Jour 1 Jour 2 Jour 3 Cours TP TP ERP OpenERP OpenERP

Cours TP TP OpenERP OpenERP OpenERP 25’ – Débat MyDSI-TV – 8 janvier 2009 102 TP OpenERP