Sistemi Informativi Integrati d’Azienda

Presentazione sul tema: "Sistemi Informativi Integrati d’Azienda"— Transcript della presentazione:

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

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Sommario Dai sistemi legacy agli ERP Principali caratteristiche di un ERP I principali ERP sul mercato Evoluzione dell’ERP: WEB e Business Intelligence L’ERP: una base dati per la Governance dell’Azienda I Sistemi di Enterprise Performance Management Luca Spreafico Universita’ di Pavia – 25 novembre 2011

3 Dai Sistemi Legacy agli ERP

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

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ERP Enterprise Resource Planning Pianificazione delle Risorse d’Impresa Enterprise: Gruppo / Azienda Planning:Tempi, Luoghi, Quantità Resource: Persone, Materiali, Impianti, Capitale Luca Spreafico Universita’ di Pavia – 25 novembre 2011

6 Principali caratteristiche di un ERP

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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. L’operazione 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 dell’azienda cliente. In questo caso si parla di personalizzazione Luca Spreafico Universita’ di Pavia – 25 novembre 2011

8 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 all’ERP, che compongono il sistema informatico aziendale Luca Spreafico Universita’ di Pavia – 25 novembre 2011

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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 all’interno 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 dell’ERP 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 Luca Spreafico Universita’ di Pavia – 25 novembre 2011

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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) Luca Spreafico Universita’ di Pavia – 25 novembre 2011

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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 all’azienda o al profilo dell’utilizzatore 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 Luca Spreafico Universita’ di Pavia – 25 novembre 2011

12 Sistema Flessibile e Configurabile Sistema Personalizzabile senza customizzazioni
Facilita l’impiego del sistema Mantiene le configurazioni durante gli upgrade Riduce costose 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

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

14 Il sistema ERP come facilitatore dell’integrazione organizzativa

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Procedure organizzative 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 Controllo Funzioni Luca Spreafico Universita’ di Pavia – 25 novembre 2011

16 Oracle eBusiness Suite:

17 Evoluzione dell’ERP WEB e Business Intelligence

18 ERP per l’azienda estesa
CUSTOMERS Web Site Suppliers & Partners Customer Service ERP Applications E M P L O Y E E S Self Service Business Intelligence Systems Providers Direct Sales E-Store Portal ... Luca Spreafico Universita’ di Pavia – 25 novembre 2011

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

20 L’ERP: una base dati per la Governance dell’Azienda

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

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

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

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

25 Profitability & Cost Mgt
Improve Profit Decisions Through Better Visibility 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 Luca Spreafico Universita’ di Pavia – 25 novembre 2011

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

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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 Luca Spreafico Universita’ di Pavia – 25 novembre 2011

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

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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 Luca Spreafico Universita’ di Pavia – 25 novembre 2011

30 I Sistemi di Enterprise Performance Management

31 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 Luca Spreafico Universita’ di Pavia – 25 novembre 2011

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

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Quali strumenti? Excel... …is a Good Departmental Tool, but… Disconnected Data Security Risks Error-prone Doesn’t scale No controls / audit trails Luca Spreafico Universita’ di Pavia – 25 novembre 2011

34 ...è fra gli strumenti più utilizzati
… but business is more than two dimensions? Measures Time Scenario Market Product 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! Luca Spreafico Universita’ di Pavia – 25 novembre 2011

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

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... un incubo! 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” Luca Spreafico Universita’ di Pavia – 25 novembre 2011

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... Quindi ? The Solution: Eradicate the Spreadsheet Hell Oracle Essbase Use the same familiar tools, Excel, Word, PowerPoint Achieve Speed of Thought response time Benefit from a centralized enterprise-scale solution Luca Spreafico Universita’ di Pavia – 25 novembre 2011

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OLAP On Line Analytical Processing 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 Luca Spreafico Universita’ di Pavia – 25 novembre 2011

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

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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 Luca Spreafico Universita’ di Pavia – 25 novembre 2011

41 Alcuni utilizzatori dei prodotti EPM
The world’s 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. 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 Luca Spreafico Universita’ di Pavia – 25 novembre 2011

42 Alcuni utilizzatori dei prodotti EPM
Fortune 500 energy company and nation’s 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 Luca Spreafico Universita’ di Pavia – 25 novembre 2011

43 Alcuni utilizzatori dei prodotti EPM
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 1000’s 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 Luca Spreafico Universita’ di Pavia – 25 novembre 2011

44 Alcuni utilizzatori dei prodotti EPM
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 Luca Spreafico Universita’ di Pavia – 25 novembre 2011

45 Alcuni utilizzatori dei prodotti EPM
World’s 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 Before 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 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 Luca Spreafico Universita’ di Pavia – 25 novembre 2011