Business Processes

Running Head: BUSINESS PROCESSES 1
Business Processes
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Business Processes 2
ERP basically means the packaged software solutions that serve to offer
integration of the complete range of business functions and processes that present a holistic
business view from a single architecture of Information Technology and information (Klaus et
al., 2000). Unlike the traditional ways of manual management of business processes, ERPs
consolidates all the information, steps and processes in a single platform of a system. Therefore,
it becomes easier to access information that pertains the business process.
The development of an ERP system for in-house is quite complex given the fact that a lot
of resources and huge technological investment will be needed on demand. To maintain the ERP
up and running, a high level of skills is also needed. Therefore, it eats up the time and resources
that would be needed to contribute to the core competency of businesses. It is also very difficult
to upgrade and maintain the ERP application (Deshmukh & Kumar, 2016). Continuous
customization pieces and processes are required for the management of changing processes,
training, and management among others. Therefore, the dependency of a singular developer
would deem risky and detrimental for the company. In case the developer goes missing, the
company’s processes will be jeopardized.
Therefore, the integration of ERP in in-house was quite complex because of the fact that
most proceedings never underwent distribution by commercial publishing houses and the fact
that there were few selected conferences were able to achieve wide publicity by being abstracted
and indexed for the services that were publicly accessible (Alksnis et al., 2015).

Business Processes 3
Some of the best practices for the practice of a good ERP system include; adequate investment of
time in training, prioritization and understanding of the key requirements, establishment of Key
Performance Metrics and getting Data Migration out of the way, at an early stage.
The need to integrate across function for a competitive success serves to boost the
efficiency of work process across all departments. For one, it is easier to track the workflow
across all the departments of an organization. Since some work processes in different
departments are linked together, it is easier to see clearly, the specific areas of fault. That way,
corrective measures will be applied. It is also possible to compare the performance of functions
across the organizational departments, alongside developing a coherent and automatic workflow
from one function and department to another. The cross-enterprise business processes in ERPs
are useful for the management of companies that are globally dispersed. For example, a business
with numerous branches will comfortably manage all the functions of every branch. It is also
very important for inventory tracking, order tracking, sales forecasting and revenue tracking.
Therefore, ERPs are very crucial in the management of a company’s supply chain.
Componentization is basically the act of disintegrating or breaking up monolithic and
large systems into individual components and modules for them to work together effectively
(Saker, 2017). Componentization is one of the options for the need to make ERP systems to
support the web and e-commerce. Therefore, there was a need to break up proprietary application
interfaces and core databases and offer customization tools. Ideally, componentization helps
companies in upgrading and implementing a system. Instead of upgrading the entire system for
purposes of gaining additional functionality, a company only needs to incrementally deploy and
upgrade specific components. Componentization maximizes efficiency, drives product