SAP R
副标题：无
作 者：3 Business Blueprint:Understanding Enterprise Supply Chain Management
分类号：
ISBN：9787040117684
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简介
This book is intended for the wide range of business professionals who are interested in knowing more about process orientation in business and the imple-mentation of these concepts in R/3 , SAP 's client/server business application suite. It provides an inside look into the conceptual framework and strategy behind SAP 's business engineering initiative. Most of all, the book explains ale hundamentally different approaches to business change between the use of process model templates and the consulting method known as business-process reengineering, which promotes a zero-based busilless analysis and modeling.
Based upon our research and experiences, we have found that business pro-fessionals too onen maintain an "at war" ntentality toward Uteir data processing departments and systems. Fed up with the jargon garden of technospeech and sick of the endless meetings needed to get everyone reading from the same page,business professionals, line managers, and system users crave a consolidated
knowledge-based system that describes business processes in their own terms.
This need was the spark that ignited the ideas in this book. Companies are pay-ing millions to professional consultants to "implement" standard business pro-cessess yet there is no common language on which to base their discussions ortheir process descriptions.
目录
part1 business engineering
chapter1 business engineering and enterprise optimization
1.1 significance of business engineering
1.2 principles of business engineering
1.3 elements of business engineering
1.4 requirements for successful implenentation of business engineering
1.5 it implementation issues
1.6 effects of integration of information technology
1.7 evolution of informaton technology
1.8 client/server technology
1.9 benefits of client/server technology
1.10 sap and client/server technology
1.11 beyond business engineering
1.12 conclusion
chapter2 the business blueprint
2.1 pros and cons of business blueprints
.2.2 general design of the r/3 blueprint
2.3 focus of the r/3 blueprint
2.4 event-driven process chain methodology
2.5 describing complex business processes
2.6 epc methodology and viewpoints in the r/3 reference model
2.7 summary
chapter 3 configure to order
3.1 standard software implenentation issues
3.2 mapping with the business blueprint
3.3 redlining the blueprint
3.4 extending the business-process design
3.5 conclusion
part2 process design
chapter 4 value chain thinking
4.1 the value chain principle
4.2 r/3 and the value chain
4.3 overview of part 2 value chain thinking
chapter5 sales logistics
5.1 standard order handling scenario
5.2 contract handling and scheduling agreements
5.3 third-party order handling
5.4 customer consignment stock handling
5.5 cash order handling
5.6 rush order handling
5.7 make-to-order sales order handling
5.8 assembly-to-order sales order handling
5.9 empties and returnable packaging handling
5.10 returns handling
5.11 decentralized shipping
5.12 r/3 sales logistics summary
chapter 6 production logistics
6.1 production by lot size
6.2 repetitive manufacturing
6.3 make-to-order production
6.4 process masnufacturing
6.5 project-related"engineer to order"
6.6 quality management for goods receipt from production
6.7 r/3 production logistics summary
chapter 7 procurement logistics
7.1 procurement of stock material
7.2 procurement of consumable materials
7.3 procurement of consingment materials
7.4 procurement of subcontract work
7.5 stock transfer processing
7.6 external services management
7.7 r/3 procurement logistics summary
chapter 8 external accounting
8.1 vendor handling
8.2 customer processing
8.3 ota vendor processing
8.4 creditor subsidiary/head-office processing
8.5 general ledger processing
8.6 special-purpose ledger handling
8.7 consolidation
8.8 r/3 external accounting overview
chapter 9 organization and human resource management
9.1 recruitment
9.2 business event handling
9.3 business trip management
9.4 time management handling
9.5 international payroll processing
9.6 salary administration
9.7 benefits administration
9.8 personnel planning and management
9.9 r/3 procurement logistics overview
chapter 10 business planning and controlling
10.1 cost object controlling
10.2 profitability analysis
10.3 profit center accounting
10.4 overhead cost accounting
10.5 r/3 business planning and controlling summary
chapter 11 capital asset management
11.1 planned plant maintenance
11.2 damage-related maintenance processing
11.3 project-basedd maintenance processing
11.4 cash management
11.5 budgeting
11.6 fixed asset processing
11.7 leased asset processing
11.8 r/3 capital asset management summary
chapter12 finance management
12.1 treasury management
12.2 treasury master data scenario
12.3 new security management
12.4 treasury
12.5 treasury information system
12.6 cash management
12.7 market risk management
12.8 r/3 finance management summary
chapter 13 customer service
13.1 field service
13.2 long-term service agreements
13.3 in-house repair processing
13.4 replacement part delivery processing
13.5 notification receipt and processing
13.6 evaluations
13.7 r/3 customer service summary
part 3 architecture,framework,and tools
chapter14 architecture of the r/3 system
14.1 r/3 and the distributed environment
14.2 the three-tier client/server r/3 architecture
14.3 benefits of the r/3 three-tier client/server
14.4 interprogram communication
14.5 middleware transaction management
14.6 rationale for distributed business-process integration
14.7 capabilities of application distribution in r/3
14.8 tools for application distribution
14.9 conclusion
chapter1 r/3 framework and infrastructure
15.1 background of business integration
15.2 sap business framework
15.3 repository as integrating factor
15.4 enterprise application development
15.5 conclusion
chapter2 business engineering in r/3
16.1 r/3 business engineer overview
16.2 business engineer and streamlined implementations
16.3 modeling the distributed enterprise
16.4 using the r/3 reference model
16.5 guideline for implementing r/3
16.6 project management procedure model
16.7 acceleratedsap
16.8 workflow and personnel organization
16.9 open repository interface
16.10 business engineer:future vision
chapter 3 next generation enterprise
17.1 what is interner erp?
17.2 next generation application components
17.3 the industry reference model,process configuration,vertical markets
17.4 supply chain optimization,planning,and execution
17.5 enterprise application integration
17.6 electronic commerce
17.7 desktop erp:automating the way people work
17.8 conclusion
index
chapter1 business engineering and enterprise optimization
1.1 significance of business engineering
1.2 principles of business engineering
1.3 elements of business engineering
1.4 requirements for successful implenentation of business engineering
1.5 it implementation issues
1.6 effects of integration of information technology
1.7 evolution of informaton technology
1.8 client/server technology
1.9 benefits of client/server technology
1.10 sap and client/server technology
1.11 beyond business engineering
1.12 conclusion
chapter2 the business blueprint
2.1 pros and cons of business blueprints
.2.2 general design of the r/3 blueprint
2.3 focus of the r/3 blueprint
2.4 event-driven process chain methodology
2.5 describing complex business processes
2.6 epc methodology and viewpoints in the r/3 reference model
2.7 summary
chapter 3 configure to order
3.1 standard software implenentation issues
3.2 mapping with the business blueprint
3.3 redlining the blueprint
3.4 extending the business-process design
3.5 conclusion
part2 process design
chapter 4 value chain thinking
4.1 the value chain principle
4.2 r/3 and the value chain
4.3 overview of part 2 value chain thinking
chapter5 sales logistics
5.1 standard order handling scenario
5.2 contract handling and scheduling agreements
5.3 third-party order handling
5.4 customer consignment stock handling
5.5 cash order handling
5.6 rush order handling
5.7 make-to-order sales order handling
5.8 assembly-to-order sales order handling
5.9 empties and returnable packaging handling
5.10 returns handling
5.11 decentralized shipping
5.12 r/3 sales logistics summary
chapter 6 production logistics
6.1 production by lot size
6.2 repetitive manufacturing
6.3 make-to-order production
6.4 process masnufacturing
6.5 project-related"engineer to order"
6.6 quality management for goods receipt from production
6.7 r/3 production logistics summary
chapter 7 procurement logistics
7.1 procurement of stock material
7.2 procurement of consumable materials
7.3 procurement of consingment materials
7.4 procurement of subcontract work
7.5 stock transfer processing
7.6 external services management
7.7 r/3 procurement logistics summary
chapter 8 external accounting
8.1 vendor handling
8.2 customer processing
8.3 ota vendor processing
8.4 creditor subsidiary/head-office processing
8.5 general ledger processing
8.6 special-purpose ledger handling
8.7 consolidation
8.8 r/3 external accounting overview
chapter 9 organization and human resource management
9.1 recruitment
9.2 business event handling
9.3 business trip management
9.4 time management handling
9.5 international payroll processing
9.6 salary administration
9.7 benefits administration
9.8 personnel planning and management
9.9 r/3 procurement logistics overview
chapter 10 business planning and controlling
10.1 cost object controlling
10.2 profitability analysis
10.3 profit center accounting
10.4 overhead cost accounting
10.5 r/3 business planning and controlling summary
chapter 11 capital asset management
11.1 planned plant maintenance
11.2 damage-related maintenance processing
11.3 project-basedd maintenance processing
11.4 cash management
11.5 budgeting
11.6 fixed asset processing
11.7 leased asset processing
11.8 r/3 capital asset management summary
chapter12 finance management
12.1 treasury management
12.2 treasury master data scenario
12.3 new security management
12.4 treasury
12.5 treasury information system
12.6 cash management
12.7 market risk management
12.8 r/3 finance management summary
chapter 13 customer service
13.1 field service
13.2 long-term service agreements
13.3 in-house repair processing
13.4 replacement part delivery processing
13.5 notification receipt and processing
13.6 evaluations
13.7 r/3 customer service summary
part 3 architecture,framework,and tools
chapter14 architecture of the r/3 system
14.1 r/3 and the distributed environment
14.2 the three-tier client/server r/3 architecture
14.3 benefits of the r/3 three-tier client/server
14.4 interprogram communication
14.5 middleware transaction management
14.6 rationale for distributed business-process integration
14.7 capabilities of application distribution in r/3
14.8 tools for application distribution
14.9 conclusion
chapter1 r/3 framework and infrastructure
15.1 background of business integration
15.2 sap business framework
15.3 repository as integrating factor
15.4 enterprise application development
15.5 conclusion
chapter2 business engineering in r/3
16.1 r/3 business engineer overview
16.2 business engineer and streamlined implementations
16.3 modeling the distributed enterprise
16.4 using the r/3 reference model
16.5 guideline for implementing r/3
16.6 project management procedure model
16.7 acceleratedsap
16.8 workflow and personnel organization
16.9 open repository interface
16.10 business engineer:future vision
chapter 3 next generation enterprise
17.1 what is interner erp?
17.2 next generation application components
17.3 the industry reference model,process configuration,vertical markets
17.4 supply chain optimization,planning,and execution
17.5 enterprise application integration
17.6 electronic commerce
17.7 desktop erp:automating the way people work
17.8 conclusion
index
SAP R
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