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Sistemi Informativi Integrati d Azienda Seminario nellambito del Corso di MODELLI MATEMATICI PER LA FINANZA Luca Spreafico Universita di Pavia – 25 novembre.

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Presentazione sul tema: "Sistemi Informativi Integrati d Azienda Seminario nellambito del Corso di MODELLI MATEMATICI PER LA FINANZA Luca Spreafico Universita di Pavia – 25 novembre."— Transcript della presentazione:

1 Sistemi Informativi Integrati d Azienda Seminario nellambito del Corso di MODELLI MATEMATICI PER LA FINANZA Luca Spreafico Universita di Pavia – 25 novembre 2011

2 Sommario Dai sistemi legacy agli ERP Principali caratteristiche di un ERP I principali ERP sul mercato Evoluzione dellERP: WEB e Business Intelligence LERP: una base dati per la Governance dellAzienda I Sistemi di Enterprise Performance Management

3 Dai Sistemi Legacy agli ERP

4 Luca SpreaficoUniversita di Pavia – 25 novembre 2011 Evoluzione dei sistemi informatici Applicazioni su misura Packages Applicazioni orientate alla singola funzione Sistemi Integrati ERP

5 Luca SpreaficoUniversita di Pavia – 25 novembre 2011 ERP Planning:Tempi, Luoghi, Quantità Enterprise: Gruppo / Azienda Resource: Persone, Materiali, Impianti, Capitale Enterprise Resource Planning Pianificazione delle Risorse dImpresa

6 Principali caratteristiche di un ERP

7 Luca SpreaficoUniversita di Pavia – 25 novembre 2011 Configurabilita Configurabilita E un package, sviluppato e venduto da una societa di software. Puo essere installato presso piu aziende clienti ed e configurabile mediante intervento sui parametri di sistema e senza sviluppo o modifica di software. Loperazione di configurazione dei parametri di sistema per adeguarlo alle esigenze dei clienti e denominata set up (o customizing). Talora puo essere necessario sviluppare del software per adattarlo a specifiche perculiarita dellazienda cliente. In questo caso si parla di personalizzazione

8 Luca SpreaficoUniversita di Pavia – 25 novembre 2011 Completezza Funzionale Un ERP deve essere in grado di supportare i principali processi aziendali (es. Contabilita Generale, Acquisti, Vendite, Magazzino, Produzione, Gestione del Personale) E normalmente organizzato in moduli Puo essere implementato anche parzialmente, attivando solamente alcuni dei moduli che ne fanno parte. In questo caso e necessario sviluppare interfacce di collegamento con le applicazioni esterne allERP, che compongono il sistema informatico aziendale

9 Luca SpreaficoUniversita di Pavia – 25 novembre 2011 Integrazione Un ERP e un package integrato in quanto: Tutti i moduli lavorano insieme e non funzionano come applicazioni separate: – Viene garantita la coerenza dei dati e la corretta sequenza delle fasi, sia allinterno dei singoli processi gestiti, sia fra processi collaterali – Le regole di codifica sono comuni – I dati sono inseriti una volta sola e vengono condivisi da tutti i moduli dellERP – Le procedure di inserimento dati ne controllano la coerenza rispetto ai dati gia presenti nel sistema, e rispetto alle regole di controllo definite durante la fase di set up

10 Luca SpreaficoUniversita di Pavia – 25 novembre 2011 Multisocietarieta Multisocietarieta E in grado di gestire nella stessa installazione i processi di piu aziende, presidiando la sicurezza degli accessi e la riservatezza dei dati. Se le aziende fanno parte di uno stesso gruppo industriale, puo gestire alcuni dati in comune e automatizzare le relazioni intersocietarie: – Consolidamento contabile – Reporting di gruppo – Pianificazione multisito – Transazioni intercompany (acquisti, vendite, fatturazione)

11 Luca SpreaficoUniversita di Pavia – 25 novembre 2011 ERP internazionali Un ERP si dice internazionale se puo essere utilizzato da aziende che operano in paesi diversi. Perche un ERP sia definito internazionale, deve essere: – Multilingua: le maschere e i menu devono poter apparire in piu lingue. La scelta della lingua deve poter essere associata allazienda o al profilo dellutilizzatore mediante pure operazioni di set up – Localizzato: Devono essere disponibili tutte le funzionalita necessarie per soddisfare i requisiti civilistici/fiscali e le pratiche commerciali dei diversi paesi

12 Sistema Flessibile e Configurabile Sistema Personalizzabile senza customizzazioni Flexfields – User definable data key Folders – User tailorable forms Workflow – Configurable business process flow Custom Library – Directory for customer extensions (forms) OA Framework / Forms Personalization – Configurable page look & feel, navigation, tabs, fields, buttons XML Publisher – Flexible report / document output Riduce costose customizzazioni Mantiene le configurazioni durante gli upgrade Facilita limpiego del sistema

13 Customers, Suppliers, Products, … Customers, Suppliers, Products, … Develop Market Sell Order Plan Procure Make Fulfill Service Maintain Finance HR Projects Contracts Multiple Industries Multiple Geographies Multiple Currencies Multiple Languages Multiple Legal Entities Statutory Compliance Oracle E-Business Suite Costruita su una Unica Architettura Informativa

14 Il sistema ERP come facilitatore dell integrazione organizzativa

15 Luca SpreaficoUniversita di Pavia – 25 novembre 2011 In azienda spesso esistono dei muri funzionali che inibiscono la comunicazione Processi business Evasione ordine Assistenza post-vendita Contabilità industriale Reporting Pianificazione Vendite Produzione Qualità Contabilità Controllo Funzioni Procedure organizzative

16 Oracle eBusiness Suite:

17 Evoluzione dell ERP WEB e Business Intelligence

18 Luca SpreaficoUniversita di Pavia – 25 novembre 2011 ERP per l azienda estesa... CUSTOMERS Web Site Suppliers & Partners Partners CustomerService ERPApplications E M P L O Y E E S Self Service Applications BusinessIntelligenceSystems ServiceProvidersServiceProviders Direct Sales E-Store Portal

19 Order To Cash Field Sales Planning To Produce Procure to Pay Financials Human Capital Mngt Quoting / Proposal Quoting / Proposal Order Management Order Management Adv. Pricing Adv. Pricing PIM Configurator Inventory/ WMS Inventory/ WMS AR / Incentive Compensation AR / Incentive Compensation Demantra Demand Management Sales& Operation Planning ASCP / GOP ASCP / GOP Discrete Mfg MES Production Scheduling Production Scheduling Flow Manufacturing Purchasing iProcuremnt Supplier Portal Supplier Portal Sourcing AP GL AP AR Cash Management Cash Management Fixed Asset Fixed Asset Advance Collection Advance Collection iReceivables HR Self Service HR Self Service iRecruitment Compensation Workbench Compensation Workbench Time&Labour Performance Management Performance Management Base Intelligence Supply Chain& Order Mngt Intelligence Supply Chain& Order Mngt Intelligence Procurement Intelligence Procurement Intelligence Financial Intelligence Financial Intelligence Maintenance Enterprise Asset Management Enterprise Asset Management Self Service Work requests Self Service Work requests Transportation Management Freight payments. billing, claim Transport. Operational planning Estensioni Collaboration Colaborative Planning Colaborative Planning Intelligence

20 LERP: una base dati per la Governance dellAzienda

21 Luca SpreaficoUniversita di Pavia – 25 novembre 2011 Business Challenges Todays Reality: Management Processes Are Fragmented Lack of business alignment Low predictability in performance Inconsistency in business decisions ECONOMIC VALUE ADDED (EVA) ANALYZE PERFORMANCE GOAL SETTING SCORECARDS FINANCIAL REPORTING FINANCIAL MODELING VARIANCE ANALYSIS ROLLING FORECAST OPERATIONAL PLANNING MONITOR RESULTS $ £ ¥

22 Luca SpreaficoUniversita di Pavia – 25 novembre 2011 Financial Closing Financial Consolidation Data Assurance Document Management & Filing Financial and Mgmt. Reporting ERP: Oracle, SAP, JDE, Other Tax Filing Financial Close Workflow CFO Dashboard Tax Calculations Transactions Reporting Governance, Risk & Compliance

23 Luca SpreaficoUniversita di Pavia – 25 novembre 2011 Financial Closing Consolidate and Report Financial Results Manage Financial Close from Subledgers to Filings Ensure High Quality Report Submissions Integrate with ERP Sources and Ensure Financial Data Quality Accelerate Reporting and Reduce Cost of Compliance

24 Luca SpreaficoUniversita di Pavia – 25 novembre 2011 Profitability & Cost Mgt Cost, Revenue and Profitability Analytics Cost and Profitability Reporting Cost and Revenue Allocation Calculations Allocate Performance Improvement Cost and Profitability Simulation Analyze Profitability and Cost Management Common Reporting & Interaction

25 Luca SpreaficoUniversita di Pavia – 25 novembre 2011 Profitability & Cost Mgt A business user application to build models that: Accurately assign, measure, and manage costs and revenues Use any methodology to transform financial data through multiple stages Compute costs and profitability for multiple business objectives: Customers, products, services, activities, etc. Use scenarios to evaluate alternate approaches Improve Profit Decisions Through Better Visibility

26 Luca SpreaficoUniversita di Pavia – 25 novembre 2011 Planning Capital Assets Planning Workforce Planning Long-Term Financial Planning Financial Detail Operational Detail Predictive Modeling & Simulation Operational Revenue & Cost Modeling Planning, Budgeting & Forecasting Functional Plans Project Planning Marketing Planning

27 Luca SpreaficoUniversita di Pavia – 25 novembre 2011 Planning Accelerate the Planning & Forecasting Process Centralized system Align top-down and bottom-up Consistent assumptions Common allocations & calculations Integrated Operational Planning to address in-depth revenue and margin planning Purpose-built Capital Assets and Workforce planning modules for fast deployment Powerful workflow and process management for budgeting and forecasting

28 Luca SpreaficoUniversita di Pavia – 25 novembre 2011 Strategic Planning Predictive Modeling & Simulation Corporate Development Value Management Long-Term Financial Planning Treasury Strategies Planning, Budgeting & Forecasting What-if Analysis

29 Luca SpreaficoUniversita di Pavia – 25 novembre 2011 Strategic Planning Accounting Integrity and Modeling Speed Integrated financial statements Project shareholder value Run unlimited scenarios Consolidate multiple business combinations Evaluate strategic projects Simulate effects of M&A Debt Scheduling Optimize capital structure

30 I Sistemi di Enterprise Performance Management

31 Luca SpreaficoUniversita di Pavia – 25 novembre 2011 Enterprise Performance Mgt Enterprise Performance Management è una disciplina che si propone i seguenti obiettivi: Collegare le strategie ai piani e alla loro esecuzione Monitorare i risultati finanziari e operativi rispetto agli obiettivi e applicare strumenti di analisi per: Indirizzare il miglioramento delle performance aziendali

32 Luca SpreaficoUniversita di Pavia – 25 novembre 2011 Enterprise Performance Mgt Common Integration & Analysis Data Quality and Consistent Dimensions Common Reporting & Interaction Strategy Management Financial Close Planning & Forecasting Profitability Management

33 Luca SpreaficoUniversita di Pavia – 25 novembre 2011 Quali strumenti? Excel... …is a Good Departmental Tool, but… Disconnected Data Security Risks Error-prone Doesnt scale No controls / audit trails

34 Luca SpreaficoUniversita di Pavia – 25 novembre 2011 We typically look at more than two dimensions (multi- dimensional) So what do we do? – Add more column headers! In our example: – Total Market BY Total Product, Actual Sales for Qtr1 = 95,820 Creates HEADACHES! Measures Time Scenario Market Product … but business is more than two dimensions?...è fra gli strumenti più utilizzati

35 Luca SpreaficoUniversita di Pavia – 25 novembre 2011 Multi-Dimensional = Multi-Sheet… Add a sheet for each market – 4 Markets + Total = 5 Sheets The problem exacerbates… Market(s)... ma può diventare...

36 Luca SpreaficoUniversita di Pavia – 25 novembre 2011 Multi-Sheet = NightMare How about by Product and by Market? – 5 Markets BY 500 Products = 2500 Sheets! What about by Industry too? Welcome to Spreadsheet Hell... un incubo!

37 Luca SpreaficoUniversita di Pavia – 25 novembre Quindi ? The Solution: Eradicate the Spreadsheet Hell Use the same familiar tools, Excel, Word, PowerPoint Achieve Speed of Thought response time Benefit from a centralized enterprise-scale solution Oracle Essbase

38 Luca SpreaficoUniversita di Pavia – 25 novembre 2011 OLAP Highly Efficient Data Storage Very Fast Data Access and Retrieval Data Organized in Dimensional Model, Easy for End-users to Understand Creates new Information via Write-back to Power What- if Scenarios Powerful Dimensional Calculation Engine On Line Analytical Processing

39 Luca SpreaficoUniversita di Pavia – 25 novembre 2011 Oracle EPM Hyperion Financial Management Financial Close Management Disclosure Management GRC Manager GRC Intelligence Hyperion Planning Workforce Planning Capital Asset Planning Integrated Operational Planning Public Sector Planning Financial Close Planning and Forecasting Strategic Planning Profitability Management Hyperion Profitability and Cost Management Financial Data Quality Management Essbase Data Relationship Management Hyperion Strategic Finance Hyperion Scorecard Crystal Ball Shared Components

40 Luca SpreaficoUniversita di Pavia – 25 novembre 2011 Oracle Essbase... Powerful Calculator Hundreds of built in functions and algorithms Trending Goal seeking Procedural calculations Financial Intelligence Critical for Variance Analysis, understands better / (worse) Essbase understands Financial Data and Calculations Time Balances Time Intelligence Time Series calculations are hard to do Yet, an extremely common BI requirement Essbase makes it very easy at any level, any dimension, for any type of calendar

41 Luca SpreaficoUniversita di Pavia – 25 novembre 2011 Alcuni utilizzatori dei prodotti EPM Before 20 days to close Lengthy year-end reporting Costly financial reporting process 78 charts of accounts Widely varying reporting definitions and procedures After 5 days to close Global consolidation across 58 lines of business Global forecasting and reporting solution for 1,000+ users Minutes to access information The worlds leading producer of primary aluminum with $23.5 billion in revenues with operations in 43 countries and 350 locations. Alcoa has over 131,000 employees.

42 Luca SpreaficoUniversita di Pavia – 25 novembre 2011 Fortune 500 energy company and nations leading supplier of competitive electricity to large commercial and industrial customers. Before Took days to run new 5-year long- range plan scenarios using Excel Lack of fully integrated financial scenarios between debt pay downs, share buy-backs and investments in long-term capital projects No integration between FP&A and Treasury models After Cash-flow models in hours, not days Sensitivity analysis on cash-flow and treasury scenarios Strategic use of funds across debt, equity and capital projects Alcuni utilizzatori dei prodotti EPM

43 Luca SpreaficoUniversita di Pavia – 25 novembre 2011 World's 5th largest Airline, celebrating its 75th anniversary in 2009 Operates 2,750 daily departures;133 domestic, 132 international destinations Named Fortune magazine No1 World's Most Admired Airline Before 30% of FP&A time spent on data management Thousands of spreadsheets exist with embedded calculations, macros & links Excessive review time and multiple iterations due to extended budget cycle Security issues with having data residing in offline Excel spreadsheets After Move to a 18 month rolling forecast to allow for shorter budgeting process Replaced 1000s of excel spreadsheets Web-based data entry for Workforce Planning (Mgmt, Reservations agents) Enabled for local currency input and automated currency translation Driver-based calculations using Operational Statistics Alcuni utilizzatori dei prodotti EPM

44 Luca SpreaficoUniversita di Pavia – 25 novembre 2011 Regional bank serving 19 Western and Midwestern states and 4 million households. Over $60B in assets with more than 10,000 employees. Before IT resources demand exceeded capacity for profitability reporting Needed business users to drive profitability modeling Lack of insight how shared costs impacted economics of the business Challenge to optimize product mix that maximizes bank profitability After Minimal IT involvement Easy integration into EPM system infrastructure Ability to offer a basket of products by mixing and matching products according to customer demographics Benchmarking costs for developing and marketing new products Alcuni utilizzatori dei prodotti EPM

45 Luca SpreaficoUniversita di Pavia – 25 novembre 2011 Before The annual SOX assessment process was primarily managed through the use of Excel spreadsheets, Word documents, PowerPoint presentations. Time consuming analysis and development of statistics reports for each reporting cycle Limited ongoing visibility After Reduce top down risk assessment process by over 2,000 hours per year Standardize GRC content globally Reduce testing expense by 30% Increased management visibility into high risk areas Improved the close process Worlds pre-eminent gold producer, with a portfolio of 27 operating mines in 5 continents. Risk assessment dashboards with consolidated account balance by entity from Hyperion Financial Management and risk ratings from control evaluation in Oracle GRC Manager Alcuni utilizzatori dei prodotti EPM


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