Saya mendapat email dari temen saya, Lesminingtyas dia bercerita tentang anaknya yang bernama Dika, duduk di kelas 4 di SD itu (2 thn yg lalu) Dika yang duduk di kelas unggulan, tempat penggemblengan anak-anak berprestasi itu, waktu itu justru tercatat sebagai anak yang bermasalah. Prestasinya kian lama kian merosot. Dengan lemah lembut saya tanyakan kepada Dika "Apa yang kamu inginkan ?" Dika hanya menggeleng. Namun sudah sekian lama tak ada kemajuan. Akhirnya kami pun sepakat untuk meminta bantuan seorang psikolog lagi.
Ternyata dita tidak mengalami masalah dengan IQ-nya, namun setelah psikolog memberikan hasil tes tertulis kepribadian menangislah ia.
Ketika Psikolog itu menuliskan pertanyaan "Aku ingin ibuku :...."
Dikapun menjawab : "Membiarkan aku bermain sesuka hatiku, sebentar saja" karena kenyataannya memang waktu Dita habis di sekolah dan kursus di luar sekolah, padahal sang ibu sudah pusing mengaturkan jadwal untuknya namun ternyata permintaannya sangat sederhana “diberi kesempatan untuk bermain sebentar saja”.
Ketika Psikolog mengajukan pertanyaan "Aku ingin ibuku tidak ..."
Maka Dika menjawab "Menganggapku seperti dirinya"
banyak orang tua lainnya seringkali ingin menjadikan anak sebagai foto copy diri kita atau bahkan
beranggapan bahwa anak adalah orang dewasa dalam bentuk sachet kecil.
Ketika Psikolog itu menuliskan "Aku ingin ibuku berbicara tentang ....."
Dikapun menjawab "Berbicara tentang hal-hal yang penting saja".
Menanyakan pelajaran dan PR yang diberikan gurunya merupakan hal penting untuk orang tua ketahui, namun hal tersebut bukanlah sesuatu yang penting untuk anak.
Ketika Psikolog menyodorkan tulisan "Aku ingin ibuku setiap hari........"
Dika berpikir sejenak, kemudian mencoretkan penanya dengan lancar " Aku ingin ibuku mencium dan memelukku erat-erat seperti ia mencium dan memeluk adikku".
Adakalanya orang tua berpikir sang anak yang hampir setinggi anak remaja tidak pantas lagi dipeluk-peluk, apalagi dicium-cium. Ternyata salah, pelukan hangat dan ciuman sayang seorang ibu tetap dibutuhkan supaya hari-harinya terasa lebih indah.
Ternyata dalam diamnya anak, dalam senyum anak yang polos dan dalam tingkah polah anak yang membuat orang tua kadang-kadang bangga dan juga kadang-kadang jengkel, ternyata ada banyak Pesan Yang Tak Terucapkan.
Anak-anak memang harus diajarkan untuk menghormati orang tuanya, tetapi para orang tua juga tidak boleh membangkitkan amarah di dalam hati anak-anaknya.
Untuk menyambut Peringatan Hari Anak Nasional Tanggal 23 Juli 2004, yuk kita mengingat-ingat lagi apa yang sudah kita lakukan pada anak-anak kita dan berpikir kembali apa yang harus kita lakukan untuk memperbaikinya. Tidak ada manusia yang sempurna, demikian juga kita orang tua tidak selalu “BENAR”. Setiap orang tua pasti ingin yang terbaik untuk anaknya, namun tidak semua yang kita lakukan membuat anak bahagia.
Menyambut Peringatan Hari Anak Nasional 23 Juli 2004
Saya hanya seorang yang berpikiran sederhana, mencoba memahami dunia penuh kerumitan, mensyukuri setiap langkah yang diberkati, mendoakan harapan dan berharap hidup saya membuat banyak orang merasa sungguh hidup..
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Thursday, July 29, 2004
Monday, July 26, 2004
Gartner Says Outsourcing Will Continue to Be the Main Driver for Growth in IT Services
Analysts Discuss The Future of Outsourcing During Gartner Outsourcing Summit 2004
LAS VEGAS, NV. May 17, 2004 — Outsourcing continues to be the main source of growth in IT services, and has become a mainstream business practice for companies of all sizes. According to Gartner, Inc., in 2004, outsourcing will account for 53 percent of the total worldwide IT services market, and will make up 56 percent of the market by 2007.
Gartner presented these findings today during Gartner Outsourcing Summit 2004, which is taking place here, through May 19.
"Outsourcing is becoming the dominant way that enterprises buy IT services," said Allie Young, research vice president for Gartner's sourcing group. "The outsourcing industry continues to evolve, but the imperatives for enterprises that are considering outsourcing are constant - focus on core business, access to critical technical expertise and optimized IT operations."
There is heightened attention on business processes, as business process outsourcing (BPO) becomes the new growth area for adding greater value to outsourcing. Highly complex, multiyear IT projects are still found in megadeals, but for the average enterprise, the rise of shorter-term "selective" outsourcing will give way to a "best of breed" approach as business units influence outsourcing choices to a greater degree. The need for best in class IT outsourcing (ITO) and BPO for business impact is driving this shift.
The IT services market is also in the middle of unprecedented change as companies rush to employ a global delivery model (GDM), primarily in an attempt to reduce costs. Many enterprises consider "offshore" as synonymous with cost savings. The industry is transitioning to "global sourcing", which involves a broader, more varied value proposition, a more fundamental change in how enterprises buy and source IT services, and how outsourcers create and deliver IT-enabled business services.
"A global delivery model means that enterprises can use IT resources from anywhere in the world to ensure that they have the right skills at the right price at the right time, with managed risk," Young said. "Only the largest global corporations will rely on captive centers to bring a global labor pool to their IS organizations; most enterprises will do so via outsourcing, tapping into the GDM of an outsourcer."
Gartner Outsourcing Summit 2004 is the most comprehensive conference ever organized for buyers and users of outsourcing services. The emphasis is on sharing strategies that ensure tangible, sustainable results in a business environment where half of all outsourcing arrangements do not deliver on their expected benefit. Additional information about the conference is available at www.gartner.com/us/itsourcing.
About Gartner:
Gartner, Inc. is the leading provider of research and analysis on the global information technology industry. Gartner serves more than 10,000 clients, including chief information officers and other senior IT executives in corporations and government agencies, as well as technology companies and the investment community. The Company focuses on delivering objective, in-depth analysis and actionable advice to enable clients to make more informed business and technology decisions. The Company's businesses consist of Gartner Intelligence, research and events for IT professionals; Gartner Executive Programs, membership programs and peer networking services; and Gartner Consulting, customized engagements with a specific emphasis on outsourcing and IT management. Founded in 1979, Gartner is headquartered in Stamford, Connecticut, and has 3,700 associates, including more than 1,000 research analysts and consultants, in more than 75 locations worldwide. For more information, visit www.gartner.com.
Contact:
Christy Pettey
Gartner
+1 408 468 8312
christy.pettey@gartner.com
__________________________________________________________________
Sedikit banyak melegakan, cuma apakah demand nya sudah cukup tinggi di Indonesia,
ini yang masih jadi pertanyaan. Dari beberapa query, memang sudah nampak, cuma
mereka semua masih hati2. Outsourcing tidak selamanya menguntungkan.
LAS VEGAS, NV. May 17, 2004 — Outsourcing continues to be the main source of growth in IT services, and has become a mainstream business practice for companies of all sizes. According to Gartner, Inc., in 2004, outsourcing will account for 53 percent of the total worldwide IT services market, and will make up 56 percent of the market by 2007.
Gartner presented these findings today during Gartner Outsourcing Summit 2004, which is taking place here, through May 19.
"Outsourcing is becoming the dominant way that enterprises buy IT services," said Allie Young, research vice president for Gartner's sourcing group. "The outsourcing industry continues to evolve, but the imperatives for enterprises that are considering outsourcing are constant - focus on core business, access to critical technical expertise and optimized IT operations."
There is heightened attention on business processes, as business process outsourcing (BPO) becomes the new growth area for adding greater value to outsourcing. Highly complex, multiyear IT projects are still found in megadeals, but for the average enterprise, the rise of shorter-term "selective" outsourcing will give way to a "best of breed" approach as business units influence outsourcing choices to a greater degree. The need for best in class IT outsourcing (ITO) and BPO for business impact is driving this shift.
The IT services market is also in the middle of unprecedented change as companies rush to employ a global delivery model (GDM), primarily in an attempt to reduce costs. Many enterprises consider "offshore" as synonymous with cost savings. The industry is transitioning to "global sourcing", which involves a broader, more varied value proposition, a more fundamental change in how enterprises buy and source IT services, and how outsourcers create and deliver IT-enabled business services.
"A global delivery model means that enterprises can use IT resources from anywhere in the world to ensure that they have the right skills at the right price at the right time, with managed risk," Young said. "Only the largest global corporations will rely on captive centers to bring a global labor pool to their IS organizations; most enterprises will do so via outsourcing, tapping into the GDM of an outsourcer."
Gartner Outsourcing Summit 2004 is the most comprehensive conference ever organized for buyers and users of outsourcing services. The emphasis is on sharing strategies that ensure tangible, sustainable results in a business environment where half of all outsourcing arrangements do not deliver on their expected benefit. Additional information about the conference is available at www.gartner.com/us/itsourcing.
About Gartner:
Gartner, Inc. is the leading provider of research and analysis on the global information technology industry. Gartner serves more than 10,000 clients, including chief information officers and other senior IT executives in corporations and government agencies, as well as technology companies and the investment community. The Company focuses on delivering objective, in-depth analysis and actionable advice to enable clients to make more informed business and technology decisions. The Company's businesses consist of Gartner Intelligence, research and events for IT professionals; Gartner Executive Programs, membership programs and peer networking services; and Gartner Consulting, customized engagements with a specific emphasis on outsourcing and IT management. Founded in 1979, Gartner is headquartered in Stamford, Connecticut, and has 3,700 associates, including more than 1,000 research analysts and consultants, in more than 75 locations worldwide. For more information, visit www.gartner.com.
Contact:
Christy Pettey
Gartner
+1 408 468 8312
christy.pettey@gartner.com
__________________________________________________________________
Sedikit banyak melegakan, cuma apakah demand nya sudah cukup tinggi di Indonesia,
ini yang masih jadi pertanyaan. Dari beberapa query, memang sudah nampak, cuma
mereka semua masih hati2. Outsourcing tidak selamanya menguntungkan.
Gartner Says Outsourcing Will Continue to Be the Main Driver for Growth in IT Services
Analysts Discuss The Future of Outsourcing During Gartner Outsourcing Summit 2004
LAS VEGAS, NV. May 17, 2004 — Outsourcing continues to be the main source of growth in IT services, and has become a mainstream business practice for companies of all sizes. According to Gartner, Inc., in 2004, outsourcing will account for 53 percent of the total worldwide IT services market, and will make up 56 percent of the market by 2007.
Gartner presented these findings today during Gartner Outsourcing Summit 2004, which is taking place here, through May 19.
"Outsourcing is becoming the dominant way that enterprises buy IT services," said Allie Young, research vice president for Gartner's sourcing group. "The outsourcing industry continues to evolve, but the imperatives for enterprises that are considering outsourcing are constant - focus on core business, access to critical technical expertise and optimized IT operations."
There is heightened attention on business processes, as business process outsourcing (BPO) becomes the new growth area for adding greater value to outsourcing. Highly complex, multiyear IT projects are still found in megadeals, but for the average enterprise, the rise of shorter-term "selective" outsourcing will give way to a "best of breed" approach as business units influence outsourcing choices to a greater degree. The need for best in class IT outsourcing (ITO) and BPO for business impact is driving this shift.
The IT services market is also in the middle of unprecedented change as companies rush to employ a global delivery model (GDM), primarily in an attempt to reduce costs. Many enterprises consider "offshore" as synonymous with cost savings. The industry is transitioning to "global sourcing", which involves a broader, more varied value proposition, a more fundamental change in how enterprises buy and source IT services, and how outsourcers create and deliver IT-enabled business services.
"A global delivery model means that enterprises can use IT resources from anywhere in the world to ensure that they have the right skills at the right price at the right time, with managed risk," Young said. "Only the largest global corporations will rely on captive centers to bring a global labor pool to their IS organizations; most enterprises will do so via outsourcing, tapping into the GDM of an outsourcer."
Gartner Outsourcing Summit 2004 is the most comprehensive conference ever organized for buyers and users of outsourcing services. The emphasis is on sharing strategies that ensure tangible, sustainable results in a business environment where half of all outsourcing arrangements do not deliver on their expected benefit. Additional information about the conference is available at www.gartner.com/us/itsourcing.
About Gartner:
Gartner, Inc. is the leading provider of research and analysis on the global information technology industry. Gartner serves more than 10,000 clients, including chief information officers and other senior IT executives in corporations and government agencies, as well as technology companies and the investment community. The Company focuses on delivering objective, in-depth analysis and actionable advice to enable clients to make more informed business and technology decisions. The Company's businesses consist of Gartner Intelligence, research and events for IT professionals; Gartner Executive Programs, membership programs and peer networking services; and Gartner Consulting, customized engagements with a specific emphasis on outsourcing and IT management. Founded in 1979, Gartner is headquartered in Stamford, Connecticut, and has 3,700 associates, including more than 1,000 research analysts and consultants, in more than 75 locations worldwide. For more information, visit www.gartner.com.
Contact:
Christy Pettey
Gartner
+1 408 468 8312
christy.pettey@gartner.com
__________________________________________________________________
Sedikit banyak melegakan, cuma apakah demand nya sudah cukup tinggi di Indonesia,
ini yang masih jadi pertanyaan. Dari beberapa query, memang sudah nampak, cuma
mereka semua masih hati2. Outsourcing tidak selamanya menguntungkan.
LAS VEGAS, NV. May 17, 2004 — Outsourcing continues to be the main source of growth in IT services, and has become a mainstream business practice for companies of all sizes. According to Gartner, Inc., in 2004, outsourcing will account for 53 percent of the total worldwide IT services market, and will make up 56 percent of the market by 2007.
Gartner presented these findings today during Gartner Outsourcing Summit 2004, which is taking place here, through May 19.
"Outsourcing is becoming the dominant way that enterprises buy IT services," said Allie Young, research vice president for Gartner's sourcing group. "The outsourcing industry continues to evolve, but the imperatives for enterprises that are considering outsourcing are constant - focus on core business, access to critical technical expertise and optimized IT operations."
There is heightened attention on business processes, as business process outsourcing (BPO) becomes the new growth area for adding greater value to outsourcing. Highly complex, multiyear IT projects are still found in megadeals, but for the average enterprise, the rise of shorter-term "selective" outsourcing will give way to a "best of breed" approach as business units influence outsourcing choices to a greater degree. The need for best in class IT outsourcing (ITO) and BPO for business impact is driving this shift.
The IT services market is also in the middle of unprecedented change as companies rush to employ a global delivery model (GDM), primarily in an attempt to reduce costs. Many enterprises consider "offshore" as synonymous with cost savings. The industry is transitioning to "global sourcing", which involves a broader, more varied value proposition, a more fundamental change in how enterprises buy and source IT services, and how outsourcers create and deliver IT-enabled business services.
"A global delivery model means that enterprises can use IT resources from anywhere in the world to ensure that they have the right skills at the right price at the right time, with managed risk," Young said. "Only the largest global corporations will rely on captive centers to bring a global labor pool to their IS organizations; most enterprises will do so via outsourcing, tapping into the GDM of an outsourcer."
Gartner Outsourcing Summit 2004 is the most comprehensive conference ever organized for buyers and users of outsourcing services. The emphasis is on sharing strategies that ensure tangible, sustainable results in a business environment where half of all outsourcing arrangements do not deliver on their expected benefit. Additional information about the conference is available at www.gartner.com/us/itsourcing.
About Gartner:
Gartner, Inc. is the leading provider of research and analysis on the global information technology industry. Gartner serves more than 10,000 clients, including chief information officers and other senior IT executives in corporations and government agencies, as well as technology companies and the investment community. The Company focuses on delivering objective, in-depth analysis and actionable advice to enable clients to make more informed business and technology decisions. The Company's businesses consist of Gartner Intelligence, research and events for IT professionals; Gartner Executive Programs, membership programs and peer networking services; and Gartner Consulting, customized engagements with a specific emphasis on outsourcing and IT management. Founded in 1979, Gartner is headquartered in Stamford, Connecticut, and has 3,700 associates, including more than 1,000 research analysts and consultants, in more than 75 locations worldwide. For more information, visit www.gartner.com.
Contact:
Christy Pettey
Gartner
+1 408 468 8312
christy.pettey@gartner.com
__________________________________________________________________
Sedikit banyak melegakan, cuma apakah demand nya sudah cukup tinggi di Indonesia,
ini yang masih jadi pertanyaan. Dari beberapa query, memang sudah nampak, cuma
mereka semua masih hati2. Outsourcing tidak selamanya menguntungkan.
Celaka-nya jadi Entrepreneur
Sedikit banyak, dari baca sana-sini, menghadapi sendiri dan terus bermimpi, saya mencoba mengumpulkan beberapa fakta 'celaka'-nya jadi entrepreneur. Saya tidak bisa bilang semua nya pasti akan ok-ok saja, karena kenyataaanya tidak pernah semudah itu.
Beberapa hal yang saya simpulkan seperti :
1. Ketidakpastian pendapatan.
Ini faktor utama, pendapatan. Membuka dan menjalankan usaha, pasti
ada ketidakpastian pendapatan. Seringkali, modal yang dikucurkan
seperti terbuang sia-sia. Kembali, faktor iman penting disini.
Karena harus ada pengharapan. ;)
2. Kemungkinan kehilangan investasi.
Kegagalan usaha kecil menengah relatif tinggi. Investasi menguap,
padahal kita sendiri yang mengelolanya. Mau fokus atau nyambi,
tetap saja kemungkinan ini bisa terjadi.
Kadang2, sblm segala sesuatunya mulai, kita harus bertanya:
- apa kemungkinan terburuk yang bisa / mungkin terjadi ?
- kalo gagal gimana ?
- bagaimana cara meminimalisasi kemungkinan gagalnya ?
- ada 'plan-B' tidak (backup plan) kalo saya gagal ?
3. Musti kerja keras - tidak kenal lelah.
Satu hal yang saya kagumi dari para entrepreneur yang berhasil,
disekitar kita, adalah tidak adanya istilah lelah, kerja terus,
siang malam, konsentrasi tinggi.
4. Menghemat.
Pengertian menghemat disini, biasanya kita boros, biasanya kita
menggunakan fasilitas tertentu, semua nya sedikit banyak harus
di-rem. Dari naik mobil, turun dulu ke motor, misalnya. Kebiasaan
ganti2 hp, jadi tidak ganti2 hp lagi. dll. Blm lagi, biasanya
umur produktif seorang entrepreneur di sekitar 29-39, dimana saat2
itu juga, dia akan menikah. Artinya, biaya extra utk rumah tangga
bisa2 di-rem juga, ya sudah resiko.
5. Stress-banget.
Pada saat memulai, mengelola - tekanan ini pasti ada. Beberapa
dari kita bisa memanage nya dgn baik, sehingga tekanan ini dapat
diatasi. Tetapi kalo tidak bisa memanage nya, bisa jadi penyakit.
Harus ada cara dimana entrepreneur melihat bisnis sebagai suatu
hal yang menyenangkan, setiap peluang sebagai hal yang menantang
tapi relax, mengejar tapi tidak stress, mengelola dgn hati2 tapi
santai. Pokoknya enjoy.
6. Tanggung jawab.
Kata yang seringkali kita ucapkan, sulit dilakukan. Blm lagi kita
harus mengambil keputusan, yang seringkali kita sendiri blm
mengerti dgn baik. Padahal keputusan itu sangat vital utk maju
tidaknya usaha.
7. Drop-mental.
Sepanjang perjalanan usaha, seorg entrepreneur pasti akan
menghadapi kondisi2 tidak mengenakan. Perlu dedikasi dan disiplin
tinggi utk menghadapinya. Tantangan, ketidakpastian sdh pasti
di depan mata. Utk itu, harus selalu optimis, berani dan penuh
perhitungan.
Tentu saja, celaka2-nya di atas ini bukan malah mengendurkan kita utk terus berusaha menjadi entrepreneur atau mengembangkan diri lbh baik lagi, ini cuma rambu2 yang harus dilihat dan diketahui saja.
salam,
fanky.
Beberapa hal yang saya simpulkan seperti :
1. Ketidakpastian pendapatan.
Ini faktor utama, pendapatan. Membuka dan menjalankan usaha, pasti
ada ketidakpastian pendapatan. Seringkali, modal yang dikucurkan
seperti terbuang sia-sia. Kembali, faktor iman penting disini.
Karena harus ada pengharapan. ;)
2. Kemungkinan kehilangan investasi.
Kegagalan usaha kecil menengah relatif tinggi. Investasi menguap,
padahal kita sendiri yang mengelolanya. Mau fokus atau nyambi,
tetap saja kemungkinan ini bisa terjadi.
Kadang2, sblm segala sesuatunya mulai, kita harus bertanya:
- apa kemungkinan terburuk yang bisa / mungkin terjadi ?
- kalo gagal gimana ?
- bagaimana cara meminimalisasi kemungkinan gagalnya ?
- ada 'plan-B' tidak (backup plan) kalo saya gagal ?
3. Musti kerja keras - tidak kenal lelah.
Satu hal yang saya kagumi dari para entrepreneur yang berhasil,
disekitar kita, adalah tidak adanya istilah lelah, kerja terus,
siang malam, konsentrasi tinggi.
4. Menghemat.
Pengertian menghemat disini, biasanya kita boros, biasanya kita
menggunakan fasilitas tertentu, semua nya sedikit banyak harus
di-rem. Dari naik mobil, turun dulu ke motor, misalnya. Kebiasaan
ganti2 hp, jadi tidak ganti2 hp lagi. dll. Blm lagi, biasanya
umur produktif seorang entrepreneur di sekitar 29-39, dimana saat2
itu juga, dia akan menikah. Artinya, biaya extra utk rumah tangga
bisa2 di-rem juga, ya sudah resiko.
5. Stress-banget.
Pada saat memulai, mengelola - tekanan ini pasti ada. Beberapa
dari kita bisa memanage nya dgn baik, sehingga tekanan ini dapat
diatasi. Tetapi kalo tidak bisa memanage nya, bisa jadi penyakit.
Harus ada cara dimana entrepreneur melihat bisnis sebagai suatu
hal yang menyenangkan, setiap peluang sebagai hal yang menantang
tapi relax, mengejar tapi tidak stress, mengelola dgn hati2 tapi
santai. Pokoknya enjoy.
6. Tanggung jawab.
Kata yang seringkali kita ucapkan, sulit dilakukan. Blm lagi kita
harus mengambil keputusan, yang seringkali kita sendiri blm
mengerti dgn baik. Padahal keputusan itu sangat vital utk maju
tidaknya usaha.
7. Drop-mental.
Sepanjang perjalanan usaha, seorg entrepreneur pasti akan
menghadapi kondisi2 tidak mengenakan. Perlu dedikasi dan disiplin
tinggi utk menghadapinya. Tantangan, ketidakpastian sdh pasti
di depan mata. Utk itu, harus selalu optimis, berani dan penuh
perhitungan.
Tentu saja, celaka2-nya di atas ini bukan malah mengendurkan kita utk terus berusaha menjadi entrepreneur atau mengembangkan diri lbh baik lagi, ini cuma rambu2 yang harus dilihat dan diketahui saja.
salam,
fanky.
Friday, July 23, 2004
Istilah Enterpreneur ...
Dear all,
Jangan heran waktu pertama kali saya create milis ini, saya ambil kata enterpreneur bukan entrepreneur. Padahal yang seharusnya adalah entrepreneur. Lantaran kreatif sedikit, saya pikir lebih susah mengetikkan entrepreneur dibandingkan enterpreneur.. jadilah enterpreneur-indo.
Entrepreneur sendiri didefinisikan sebagai seseorang yang menciptakan usaha baru dengan resiko dan kondisi tdk terprediksi untuk mencapai profit dan perkembangan dengan mengindentikasi peluang dan mengumpulkan resource / bahan2 sebagai modalnya.
Kebanyakan dari kita, mungkin memiliki ide2 cemerlang, tetapi sedikit sekali yang menjalankan ide2 itu. Padahal, kalo saya pelajari, banyak peluang2 baru yang munculnya dari ide2, tapi sayangnya kebanyakan bisnis di indo adalah bisnis me-too. Yang lain bikin apa, yang lain tinggal ngikut, kuat-kuat-an modal dan pengaruh.
Entrepreneur sangat dibutuhkan di negara kita saat ini. Bukan karena kita tidak memiliki potensi. Kita, saya yakin, memiliki potensi yang sangat besar. Cuma memang tidak semua orang berani menjalankan ide dan potensi yang dimilikinya. Buat saya sendiri, udah beberapa kali jatuh bangun, blm yang namanya ke-tipu.
Apa sich untungnya jadi Entrepreneur ?
Buat saya:
- kesempatan menentukan nasib kita sendiri.
- kesempatan untuk 'being-different' - beda!
- kesempatan buat memaksimalkan potensi kita.
- kesempatan buat meraih untung sebesar2nya.
- kesempatan buat menyumbangkan sesuatu utk masyarakat, dan dikenal
krn usaha yang dilakukan.
- kesempatan buat enjoy - menikmati apa yang kita lakukan.
gimana menurut rekan2 ?
Jangan heran waktu pertama kali saya create milis ini, saya ambil kata enterpreneur bukan entrepreneur. Padahal yang seharusnya adalah entrepreneur. Lantaran kreatif sedikit, saya pikir lebih susah mengetikkan entrepreneur dibandingkan enterpreneur.. jadilah enterpreneur-indo.
Entrepreneur sendiri didefinisikan sebagai seseorang yang menciptakan usaha baru dengan resiko dan kondisi tdk terprediksi untuk mencapai profit dan perkembangan dengan mengindentikasi peluang dan mengumpulkan resource / bahan2 sebagai modalnya.
Kebanyakan dari kita, mungkin memiliki ide2 cemerlang, tetapi sedikit sekali yang menjalankan ide2 itu. Padahal, kalo saya pelajari, banyak peluang2 baru yang munculnya dari ide2, tapi sayangnya kebanyakan bisnis di indo adalah bisnis me-too. Yang lain bikin apa, yang lain tinggal ngikut, kuat-kuat-an modal dan pengaruh.
Entrepreneur sangat dibutuhkan di negara kita saat ini. Bukan karena kita tidak memiliki potensi. Kita, saya yakin, memiliki potensi yang sangat besar. Cuma memang tidak semua orang berani menjalankan ide dan potensi yang dimilikinya. Buat saya sendiri, udah beberapa kali jatuh bangun, blm yang namanya ke-tipu.
Apa sich untungnya jadi Entrepreneur ?
Buat saya:
- kesempatan menentukan nasib kita sendiri.
- kesempatan untuk 'being-different' - beda!
- kesempatan buat memaksimalkan potensi kita.
- kesempatan buat meraih untung sebesar2nya.
- kesempatan buat menyumbangkan sesuatu utk masyarakat, dan dikenal
krn usaha yang dilakukan.
- kesempatan buat enjoy - menikmati apa yang kita lakukan.
gimana menurut rekan2 ?
Istilah Enterpreneur ...
Dear all,
Jangan heran waktu pertama kali saya create milis ini, saya ambil kata enterpreneur bukan entrepreneur. Padahal yang seharusnya adalah entrepreneur. Lantaran kreatif sedikit, saya pikir lebih susah mengetikkan entrepreneur dibandingkan enterpreneur.. jadilah enterpreneur-indo.
Entrepreneur sendiri didefinisikan sebagai seseorang yang menciptakan usaha baru dengan resiko dan kondisi tdk terprediksi untuk mencapai profit dan perkembangan dengan mengindentikasi peluang dan mengumpulkan resource / bahan2 sebagai modalnya.
Kebanyakan dari kita, mungkin memiliki ide2 cemerlang, tetapi sedikit sekali yang menjalankan ide2 itu. Padahal, kalo saya pelajari, banyak peluang2 baru yang munculnya dari ide2, tapi sayangnya kebanyakan bisnis di indo adalah bisnis me-too. Yang lain bikin apa, yang lain tinggal ngikut, kuat-kuat-an modal dan pengaruh.
Entrepreneur sangat dibutuhkan di negara kita saat ini. Bukan karena kita tidak memiliki potensi. Kita, saya yakin, memiliki potensi yang sangat besar. Cuma memang tidak semua orang berani menjalankan ide dan potensi yang dimilikinya. Buat saya sendiri, udah beberapa kali jatuh bangun, blm yang namanya ke-tipu.
Apa sich untungnya jadi Entrepreneur ?
Buat saya:
- kesempatan menentukan nasib kita sendiri.
- kesempatan untuk 'being-different' - beda!
- kesempatan buat memaksimalkan potensi kita.
- kesempatan buat meraih untung sebesar2nya.
- kesempatan buat menyumbangkan sesuatu utk masyarakat, dan dikenal
krn usaha yang dilakukan.
- kesempatan buat enjoy - menikmati apa yang kita lakukan.
gimana menurut rekan2 ?
Jangan heran waktu pertama kali saya create milis ini, saya ambil kata enterpreneur bukan entrepreneur. Padahal yang seharusnya adalah entrepreneur. Lantaran kreatif sedikit, saya pikir lebih susah mengetikkan entrepreneur dibandingkan enterpreneur.. jadilah enterpreneur-indo.
Entrepreneur sendiri didefinisikan sebagai seseorang yang menciptakan usaha baru dengan resiko dan kondisi tdk terprediksi untuk mencapai profit dan perkembangan dengan mengindentikasi peluang dan mengumpulkan resource / bahan2 sebagai modalnya.
Kebanyakan dari kita, mungkin memiliki ide2 cemerlang, tetapi sedikit sekali yang menjalankan ide2 itu. Padahal, kalo saya pelajari, banyak peluang2 baru yang munculnya dari ide2, tapi sayangnya kebanyakan bisnis di indo adalah bisnis me-too. Yang lain bikin apa, yang lain tinggal ngikut, kuat-kuat-an modal dan pengaruh.
Entrepreneur sangat dibutuhkan di negara kita saat ini. Bukan karena kita tidak memiliki potensi. Kita, saya yakin, memiliki potensi yang sangat besar. Cuma memang tidak semua orang berani menjalankan ide dan potensi yang dimilikinya. Buat saya sendiri, udah beberapa kali jatuh bangun, blm yang namanya ke-tipu.
Apa sich untungnya jadi Entrepreneur ?
Buat saya:
- kesempatan menentukan nasib kita sendiri.
- kesempatan untuk 'being-different' - beda!
- kesempatan buat memaksimalkan potensi kita.
- kesempatan buat meraih untung sebesar2nya.
- kesempatan buat menyumbangkan sesuatu utk masyarakat, dan dikenal
krn usaha yang dilakukan.
- kesempatan buat enjoy - menikmati apa yang kita lakukan.
gimana menurut rekan2 ?
"Implementing Human Resource Management with SAP R/3" - by Shannon K. Cambell
The number of companies using SAP R/3's Human Resource (HR) module has increased dramatically in the last few years, with many clients adding HR to their live suite of modules, or even choosing HR as an initial or standalone implementation. As an HR application consultant involved with several complete implementations, I would like to share some insight into SAP's HR capabilities, experiences from recent projects, and some critical success factors for HR projects.
The HR module enables customers to effectively manage information about the people in their organization, and to integrate that information with other SAP modules and external systems. From the Organization Management perspective, companies can model a business hierarchy, the relationships of employees to various business units and the reporting structure among employees. The Personnel Administration (PA) submodule helps employers to track employee master data, work schedules, salary and benefits information. Current Personnel Development (PD) functionality focuses on employees' skills, qualifications and career plans. Finally, the Time Evaluation and Payroll submodules process attendance and absences, gross salary and tax calculations, and payments to employees and third-party vendors.
Consistent with the overall integration of SAP R/3, the HR module shares information with other modules, such as Financial Accounting (FI), Controlling (CO), Production Planning and Business Workflow. The Payroll processes use Accounts Payable functions to print checks, manage payment and bank information, and process payments to tax authorities and other third-party vendors. Payroll results are also posted to General Ledger accounts for use in periodic income and expense reporting. For management accounting, information regarding employment costs can be transferred to Cost Centers with in the CO module. Employees can be assigned to Work Centers, which are used in conjunction with Production Planning. Assigned positions and reporting relationships from PD are used in Business Workflow to route purchase requisitions and other documents for approval. HR works with external systems either through certified interfaces with SAP partner products, or custom developed interfaces to customer defined systems.
I got involved in HR configuration in 1997, through my involvement with another functional module. While working for a global Manufacturing company that was prototyping several modules in version 3.0f, including Financials and Controlling, I was 'drafted' by the HR team, which needed analysts to work on the international phases of the project. The company had implemented HR/Payroll for its United States employees, and planned to use the HR functionality globally. I volunteered in order to gain experience with an ongoing implementation. I was already familiar with the SAP basics, but needed to learn the business processes and functionality specific to HR management. Most of the training was on-the- job, learning the configuration by working side by side with members of the consulting team. This project focused on PA and PD, with emphasis on processing employee master data, benefits choices, and basic time and payroll data for employees in Europe and Asia Pacific. I gained valuable experience working with international team members, and an understanding of the full life cycle of an SAP implementation. I left this position when development projects declined and began consulting in order to work in an implementation environment.
My first assignment was with a small consulting group, implementing the 3.1h version of HR and US Payroll for a mid-size Engineering and Construction firm. HR/Payroll was the first phase for this client, who is currently implementing FI/CO and Materials Management, and plans to add Project Systems for a completely integrated suite of business tools. This assignment was an opportunity to work with most of the HR module, as the only full-time consultant on the project. The Basis team worked part-time at the client site, but primarily through remote access, in order to keep consulting fees and expenses low. The project used the ASAP methodology, and I was involved in all 5 phases of the project, from Planning through one month of Production Support. The biggest challenge was configuring Time Evaluation, Payroll and Benefits for several different unions who provide resources to the client. Using Schemas and Rules, which are specific to HR, we were able to expand SAP's standard functionality to accommodate these complex requirements without any code modifications. This is important to smaller SAP clients, who want to keep the system as easy to support and maintain as possible.
I am currently working with a global Engineering and Construction firm as an independent consultant. This multi- year project, using version 4.0b, includes Global HR master data, several national payrolls and integration with several legacy systems and possibly a data warehouse. The long-term scope includes merging processes for HR master data with time collection, payroll processing, and labor reporting for job costing and billing, as well as developing solutions for managing international assignments and payroll. We are still in the planning stages, trying to scope the project into manageable, intermediate steps to achieve the overall conceptual design.
HR implementations are similar to other SAP projects in many ways. Companies need accurate, timely information to compete in a global marketplace, and this extends to people as well as inventory, manufacturing capacity and sales data. The goal of most SAP HR projects is to provide managers and HR professionals with the capability to manage this people information effectively, to the benefit of both the employer and the employee. As with any SAP project, it is important to recognize that scope changes cost time and money, and to evaluate the potential cost and risk of increasing the project scope after the planning phase. Most SAP project teams consist of client employees, Implementation Partner consultants and independent contractors, with a wide variety of skills and experience in business processes, information systems and SAP R/3. Consistent direction from both client and consulting project managers is critical to developing the 'one team' atmosphere which can make the difference between an on-time, on-budget project and one that is late and far beyond estimated costs.
Some of the challenges customers face when implementing SAP HR stem from the differences between HR projects and other projects, such as Finance or Production Planning. The primary distinction is that the processes revolve around people rather than more finite data, such as sales orders, or balance sheet entries. It is complicated to define the handling of people, and to know when a process is a best practice, without being able to balance totals at the close of business. The business users also bring a different perspective to the project; unlike a typical finance user, many HR professionals and managers do not view computer systems as a primary tool for their business. To be successful, it is critical to define the project as more than a systems installation, and to include senior HR managers in the ownership of the project. It is also essential to align the HR and systems team members as closely as possible. Methods of accomplishing this include physically locating the teams together, scheduling team building activities early in the project and holding cross- functional status meetings throughout the entire implementation.
The future of SAP's HR module looks promising for both customers and implementers. Internet technologies will provide SAP customers new tools to include employees in maintaining their own data, and increase management's ability to quickly report on critical employee information. Developing solutions for companies with extensive expatriate assignments will improve the way businesses manage and pay international employees. These factors, along with emerging rapid implementation tools will make SAP an ever-stronger choice among HR management systems.
The HR module enables customers to effectively manage information about the people in their organization, and to integrate that information with other SAP modules and external systems. From the Organization Management perspective, companies can model a business hierarchy, the relationships of employees to various business units and the reporting structure among employees. The Personnel Administration (PA) submodule helps employers to track employee master data, work schedules, salary and benefits information. Current Personnel Development (PD) functionality focuses on employees' skills, qualifications and career plans. Finally, the Time Evaluation and Payroll submodules process attendance and absences, gross salary and tax calculations, and payments to employees and third-party vendors.
Consistent with the overall integration of SAP R/3, the HR module shares information with other modules, such as Financial Accounting (FI), Controlling (CO), Production Planning and Business Workflow. The Payroll processes use Accounts Payable functions to print checks, manage payment and bank information, and process payments to tax authorities and other third-party vendors. Payroll results are also posted to General Ledger accounts for use in periodic income and expense reporting. For management accounting, information regarding employment costs can be transferred to Cost Centers with in the CO module. Employees can be assigned to Work Centers, which are used in conjunction with Production Planning. Assigned positions and reporting relationships from PD are used in Business Workflow to route purchase requisitions and other documents for approval. HR works with external systems either through certified interfaces with SAP partner products, or custom developed interfaces to customer defined systems.
I got involved in HR configuration in 1997, through my involvement with another functional module. While working for a global Manufacturing company that was prototyping several modules in version 3.0f, including Financials and Controlling, I was 'drafted' by the HR team, which needed analysts to work on the international phases of the project. The company had implemented HR/Payroll for its United States employees, and planned to use the HR functionality globally. I volunteered in order to gain experience with an ongoing implementation. I was already familiar with the SAP basics, but needed to learn the business processes and functionality specific to HR management. Most of the training was on-the- job, learning the configuration by working side by side with members of the consulting team. This project focused on PA and PD, with emphasis on processing employee master data, benefits choices, and basic time and payroll data for employees in Europe and Asia Pacific. I gained valuable experience working with international team members, and an understanding of the full life cycle of an SAP implementation. I left this position when development projects declined and began consulting in order to work in an implementation environment.
My first assignment was with a small consulting group, implementing the 3.1h version of HR and US Payroll for a mid-size Engineering and Construction firm. HR/Payroll was the first phase for this client, who is currently implementing FI/CO and Materials Management, and plans to add Project Systems for a completely integrated suite of business tools. This assignment was an opportunity to work with most of the HR module, as the only full-time consultant on the project. The Basis team worked part-time at the client site, but primarily through remote access, in order to keep consulting fees and expenses low. The project used the ASAP methodology, and I was involved in all 5 phases of the project, from Planning through one month of Production Support. The biggest challenge was configuring Time Evaluation, Payroll and Benefits for several different unions who provide resources to the client. Using Schemas and Rules, which are specific to HR, we were able to expand SAP's standard functionality to accommodate these complex requirements without any code modifications. This is important to smaller SAP clients, who want to keep the system as easy to support and maintain as possible.
I am currently working with a global Engineering and Construction firm as an independent consultant. This multi- year project, using version 4.0b, includes Global HR master data, several national payrolls and integration with several legacy systems and possibly a data warehouse. The long-term scope includes merging processes for HR master data with time collection, payroll processing, and labor reporting for job costing and billing, as well as developing solutions for managing international assignments and payroll. We are still in the planning stages, trying to scope the project into manageable, intermediate steps to achieve the overall conceptual design.
HR implementations are similar to other SAP projects in many ways. Companies need accurate, timely information to compete in a global marketplace, and this extends to people as well as inventory, manufacturing capacity and sales data. The goal of most SAP HR projects is to provide managers and HR professionals with the capability to manage this people information effectively, to the benefit of both the employer and the employee. As with any SAP project, it is important to recognize that scope changes cost time and money, and to evaluate the potential cost and risk of increasing the project scope after the planning phase. Most SAP project teams consist of client employees, Implementation Partner consultants and independent contractors, with a wide variety of skills and experience in business processes, information systems and SAP R/3. Consistent direction from both client and consulting project managers is critical to developing the 'one team' atmosphere which can make the difference between an on-time, on-budget project and one that is late and far beyond estimated costs.
Some of the challenges customers face when implementing SAP HR stem from the differences between HR projects and other projects, such as Finance or Production Planning. The primary distinction is that the processes revolve around people rather than more finite data, such as sales orders, or balance sheet entries. It is complicated to define the handling of people, and to know when a process is a best practice, without being able to balance totals at the close of business. The business users also bring a different perspective to the project; unlike a typical finance user, many HR professionals and managers do not view computer systems as a primary tool for their business. To be successful, it is critical to define the project as more than a systems installation, and to include senior HR managers in the ownership of the project. It is also essential to align the HR and systems team members as closely as possible. Methods of accomplishing this include physically locating the teams together, scheduling team building activities early in the project and holding cross- functional status meetings throughout the entire implementation.
The future of SAP's HR module looks promising for both customers and implementers. Internet technologies will provide SAP customers new tools to include employees in maintaining their own data, and increase management's ability to quickly report on critical employee information. Developing solutions for companies with extensive expatriate assignments will improve the way businesses manage and pay international employees. These factors, along with emerging rapid implementation tools will make SAP an ever-stronger choice among HR management systems.
Thursday, July 22, 2004
Opening new Community & Pondasi Entrepreneur
Hari ini, tanggal 22 Juli 2004, kembali saya membuka komunitas baru, namanya entrepreneur indonesia dengan milis di enterpreneur-indo@yahoogroups.com
Kok entrepreneur ditulisnya enterpreneur ?
Namanya juga kreatif, jadi harus yang sedikit 'beda' - kalo kita buat entrepreneur-indo, untuk mengetiknya saja sudah susah.. jadi harus ketik pelan2, kalo pake kata enterpreneur-indo, kayaknya lebih lancar.
Tapi mudah2an, isinya enggak asal-asalan. Kita harus serius, negara kita ini bisa bangkit dengan mudah, asal, kita semua mau kerja. Masih banyak yang hanya ingin tumpang tangan enggak mau kerja, tapi ingin punya uang. Gak bisa. Gak pernah bisa. Bisanya dengan cara gak halal.
Nach, kita khan orang terpelajar. Sering di depan komputer, ngetik, browsing dll. Kenapa tidak kita mulai segala sesuatu dengan baik. Banyak hal kita bisa lakukan, dan dunia di luar sana, meskipun ganas, masih bisa menerima ide kita dengan baik.
Yang survive - yang berotak. Tidak salah ungkapan itu.
Rencananya, dalam milis kita ini, kita mau diskusi tentang entrepreneurship, tips2 dan trick2 kalo bisa. Artinya, dengan prestasi dalam satu hari bisa terkumpul sampai 60 member baru, PR berat buat saya agar bisa membuat diskusi ini hidup.
Tapi saya yakin, kita bisa.
mulai dech dari awal ya.
Pondasi Entrepreneur :
1. tanggung-jawab. artinya, memiliki tanggung jawab yang besar atas dirinya sendiri serta resource2 yang digunakan dan tujuan2 yang telah ditentukan.
2. entrepreneur bukan sembarangan risk-taker, tapi calculating risk taker. resiko nya sudah diperhitungkan.
3. keyakinan utk sukses. harus optimis. dan optimisnya ini berdasarkan realitas, bukan mimpi terus.
4. bisa menerima feedback. setiap saat seorang entrepreneur harus meminta feedback untuk perbaikan dan pengembangan terus menerus..
5. energi. luar biasa energi yang harus disiapkan terus menerus. biasanya yang sukses - rata2 mengeluarkan energi besar dalam bekerja dan berpikir. workaholic beda sedikit - high level of energy blm tentu workaholic, bisa2 aja workaholic tapi sedikit energi - gak berkembang - itu aja yang dikerjakan - gak bisa mengembangkan ide2.
6. visi / orientasi di masa depan, ini modal pengembangan seorang entrepreneur..
7. kemampuan meng-organisir. tentu ini pondasi yang mutlak.
8. pencapaian bukanlah uang. buat seorang entrepreneur, titik ukurnya bukan semata uang, tapi pencapaian atas tujuan2nya.
ada yang menambahkan ???
fanky.
Kok entrepreneur ditulisnya enterpreneur ?
Namanya juga kreatif, jadi harus yang sedikit 'beda' - kalo kita buat entrepreneur-indo, untuk mengetiknya saja sudah susah.. jadi harus ketik pelan2, kalo pake kata enterpreneur-indo, kayaknya lebih lancar.
Tapi mudah2an, isinya enggak asal-asalan. Kita harus serius, negara kita ini bisa bangkit dengan mudah, asal, kita semua mau kerja. Masih banyak yang hanya ingin tumpang tangan enggak mau kerja, tapi ingin punya uang. Gak bisa. Gak pernah bisa. Bisanya dengan cara gak halal.
Nach, kita khan orang terpelajar. Sering di depan komputer, ngetik, browsing dll. Kenapa tidak kita mulai segala sesuatu dengan baik. Banyak hal kita bisa lakukan, dan dunia di luar sana, meskipun ganas, masih bisa menerima ide kita dengan baik.
Yang survive - yang berotak. Tidak salah ungkapan itu.
Rencananya, dalam milis kita ini, kita mau diskusi tentang entrepreneurship, tips2 dan trick2 kalo bisa. Artinya, dengan prestasi dalam satu hari bisa terkumpul sampai 60 member baru, PR berat buat saya agar bisa membuat diskusi ini hidup.
Tapi saya yakin, kita bisa.
mulai dech dari awal ya.
Pondasi Entrepreneur :
1. tanggung-jawab. artinya, memiliki tanggung jawab yang besar atas dirinya sendiri serta resource2 yang digunakan dan tujuan2 yang telah ditentukan.
2. entrepreneur bukan sembarangan risk-taker, tapi calculating risk taker. resiko nya sudah diperhitungkan.
3. keyakinan utk sukses. harus optimis. dan optimisnya ini berdasarkan realitas, bukan mimpi terus.
4. bisa menerima feedback. setiap saat seorang entrepreneur harus meminta feedback untuk perbaikan dan pengembangan terus menerus..
5. energi. luar biasa energi yang harus disiapkan terus menerus. biasanya yang sukses - rata2 mengeluarkan energi besar dalam bekerja dan berpikir. workaholic beda sedikit - high level of energy blm tentu workaholic, bisa2 aja workaholic tapi sedikit energi - gak berkembang - itu aja yang dikerjakan - gak bisa mengembangkan ide2.
6. visi / orientasi di masa depan, ini modal pengembangan seorang entrepreneur..
7. kemampuan meng-organisir. tentu ini pondasi yang mutlak.
8. pencapaian bukanlah uang. buat seorang entrepreneur, titik ukurnya bukan semata uang, tapi pencapaian atas tujuan2nya.
ada yang menambahkan ???
fanky.
Thursday, July 15, 2004
13 Juli 2004 - 14.30 - Anakku Perempuan
Anakku lahir.. selesai sudah penantian selama 9 bulan, tepat 40 minggu dia lahir.
Tidak bisa dengan normal, jadilah dengan operasi.. Pokoke harus keluar, kamu harus keluar nak..
Muncullah mahluk mungil lucu yang Tuhan berikan kepada kami, karunia terindah yang Tuhan berikan, dan sampai saat ini tidak pernah berkurang perasaan itu..
Hebat, karya Tuhan dalam hidupku, demikian pula kiranya nanti karya-ku untuk sesama dan Tuhan juga harus hebat..
Kami beri nama dia - Victoria Elnathan Symphoni.. artinya, lagu indah kemenangan yang Tuhan berikan.. Kami yakin, dia akan menjadi lagu indah kemenangan Kristus dimana-mana nantinya, dan kami serahkan ke dalam Tuhan segala perkara tentang anak kami ini..
Terima kasih Tuhan..
Tidak bisa dengan normal, jadilah dengan operasi.. Pokoke harus keluar, kamu harus keluar nak..
Muncullah mahluk mungil lucu yang Tuhan berikan kepada kami, karunia terindah yang Tuhan berikan, dan sampai saat ini tidak pernah berkurang perasaan itu..
Hebat, karya Tuhan dalam hidupku, demikian pula kiranya nanti karya-ku untuk sesama dan Tuhan juga harus hebat..
Kami beri nama dia - Victoria Elnathan Symphoni.. artinya, lagu indah kemenangan yang Tuhan berikan.. Kami yakin, dia akan menjadi lagu indah kemenangan Kristus dimana-mana nantinya, dan kami serahkan ke dalam Tuhan segala perkara tentang anak kami ini..
Terima kasih Tuhan..
Thursday, July 08, 2004
The Intangible Effects of ERP
The intangible or non-financial benefits of an integrated enterprise
resource planning (ERP) system can be viewed from several perspectives. For
illustrative purposes, the discussion will focus on the benefits for
accounting, product and process design, production, sales, and management
information system (MIS) functions. From the overall company standpoint, ERP
provides a framework for working effectively together and providing a
consistent plan for action.
Each of the intangible effects could be quantified in terms of cost savings.
Duplicate data maintenance, for example, requires personnel time in entering
data (and possibly managerial time in determining which set of data should
be used for decision making). Expediting efforts have a visible effect of
consuming personnel time. These quantified cost savings can also be used to
show impacts on financial results.
Effects on Accounting
With a common database from ERP, accounting no longer requires duplicate
files and redundant data entry. Product costing, for example, can be
performed using accurate and up to date product structures. Product costing
simulations can be used to analyze the impact of changing material costs,
labor rates, and overhead allocations as well as planned changes to bills
and routings. Differences between actual and standard costs are highlighted
as variances. Order related variances help pinpoint problem areas.
Customer invoices can be based on actual shipments (without duplicate data
entry), which helps speed invoice processing. Payables can use purchase
order and receipt data for three way matching with supplier invoices.
As manufacturing transactions are recorded, the financial equivalents are
automatically generated for updating the general ledger. This provides a
complete audit trail from account totals to source documents, ensures
accurate and up to date financial information, and permits tracking of
actual versus budgeted expenses. Detailed transaction activity can also be
easily accessed on line for answering account inquiries.
Since manufacturing transactions automatically update the general ledger,
time consuming manual journal entries can be eliminated. Period end closing
procedures can be performed in hours or days, rather than weeks. This
improves reduces clerical accounting work, and improves the timeliness of
financial reports.
Financial reports can be easily customized to meet the needs of various
decision makers. Financial projections can be based on detailed ERP
calculations for future requirements. Cash planning, for example, can
account for current and projected sales orders and planned purchases, as
well as current receivables and payables. Decision support tools (such as
spreadsheets, graphics packages and data managers) can use the financial
data maintained in the ERP database.
Effects on Product and Process Design
The product structure database offers engineering much greater control over
product and process design, especially in terms of engineering change
control. Planned changes can be phased in and emergency changes can be
communicated immediately.
ERP systems offer numerous analytical tools for the engineering function.
When diagnosing the impact of changes to materials and resources, for
example, engineers can check where used information to identify the affected
products. Lead time reduction efforts can use critical path analysis of item
lead times in multi-level bills to focus attention on those key components
affecting cumulative manufacturing lead time. Costed multi-level bills can
be used to focus cost reduction efforts on high value items. Bill
comparisons can be used to highlight differences between products or between
revisions of the same product such as to identify upgrade kit requirements.
ERP systems support custom product configurations. Rules-based configurators
reduce the need for expert assistance from engineers, and ensure sales
personnel (or even customers) can develop timely accurate configurations.
Cost estimates and pricing for custom product configurations can also be
quickly calculated.
Effects on Production and Materials Management
ERP systems help establish realistic schedules for production and
communicate consistent priorities so that everyone knows the most important
job to work on at all times. Visibility of future requirements helps
production prepare for capacity problems, and also helps suppliers
anticipate and meet your needs. As changes to demands or supplies do occur,
ERP helps identify the impact on production and purchasing.
Finite scheduling capabilities in ERP ensure production activities get
scheduled based on capacity, tool and material constraints. Scheduling rules
help minimize setup times and optimize sequencing. Changes in factory
demands, as well as changes in available machine time, labor headcount and
skill levels, tools, and material, can be immediately simulated to assess
the impact on production and purchasing. ERP helps eliminate many crisis
situations, so people have more time for planning and quality. Buyers can
spend more time in vendor negotiation and quality improvement. When the
shortage list is no longer used to manage the shop, the quality of working
life can improve.
Effects on Sales
Customer service can be improved by making valid delivery promises and then
meeting those promises. Custom product quotations can be developed faster
and more accurately, which improves job estimating. Delivery lead times can
be shortened and customer inquiries on order status can be answered immediately.
E-commerce capabilities enable customers to place orders and check status
over the internet at any time. In addition to customer convenience, this
reduces the time requirement for sales and customer service personnel.
Effects on the MIS Function
An ERP system implemented as an integrated software package offers several
advantages to the MIS function. The software package can offer a growth path
from simple to comprehensive applications built on top of a database
management system. It provides an upgrade path to technology and functional
enhancements supported by the software vendor. It can reduce the development
time and cost for software, documentation, and training classes. These costs
would be incurred before the firm can start obtaining the benefits of an ERP
system. It permits the MIS staff to focus their attention on organizational
change and servicing user needs for customization and professional assistance.
About the Author
Dr. Scott Hamilton has specialized in information systems for manufacturing
and distribution for three decades as a consultant, developer, user, and
researcher. Scott has consulted for over a thousand firms worldwide,
conducted several hundred executive seminars, and helped design several
influential ERP packages. He previously co-authored the APICS CIRM textbook
on How Information Systems Impact Organizational Strategy and recently
authored Managing Your Supply Chain Using Microsoft Navision. Dr. Hamilton
is currently working closely with Microsoft partners involved with
manufacturing and distribution, and can be reached at
ScottHamiltonPhD@aol.com or 612-963-1163.
resource planning (ERP) system can be viewed from several perspectives. For
illustrative purposes, the discussion will focus on the benefits for
accounting, product and process design, production, sales, and management
information system (MIS) functions. From the overall company standpoint, ERP
provides a framework for working effectively together and providing a
consistent plan for action.
Each of the intangible effects could be quantified in terms of cost savings.
Duplicate data maintenance, for example, requires personnel time in entering
data (and possibly managerial time in determining which set of data should
be used for decision making). Expediting efforts have a visible effect of
consuming personnel time. These quantified cost savings can also be used to
show impacts on financial results.
Effects on Accounting
With a common database from ERP, accounting no longer requires duplicate
files and redundant data entry. Product costing, for example, can be
performed using accurate and up to date product structures. Product costing
simulations can be used to analyze the impact of changing material costs,
labor rates, and overhead allocations as well as planned changes to bills
and routings. Differences between actual and standard costs are highlighted
as variances. Order related variances help pinpoint problem areas.
Customer invoices can be based on actual shipments (without duplicate data
entry), which helps speed invoice processing. Payables can use purchase
order and receipt data for three way matching with supplier invoices.
As manufacturing transactions are recorded, the financial equivalents are
automatically generated for updating the general ledger. This provides a
complete audit trail from account totals to source documents, ensures
accurate and up to date financial information, and permits tracking of
actual versus budgeted expenses. Detailed transaction activity can also be
easily accessed on line for answering account inquiries.
Since manufacturing transactions automatically update the general ledger,
time consuming manual journal entries can be eliminated. Period end closing
procedures can be performed in hours or days, rather than weeks. This
improves reduces clerical accounting work, and improves the timeliness of
financial reports.
Financial reports can be easily customized to meet the needs of various
decision makers. Financial projections can be based on detailed ERP
calculations for future requirements. Cash planning, for example, can
account for current and projected sales orders and planned purchases, as
well as current receivables and payables. Decision support tools (such as
spreadsheets, graphics packages and data managers) can use the financial
data maintained in the ERP database.
Effects on Product and Process Design
The product structure database offers engineering much greater control over
product and process design, especially in terms of engineering change
control. Planned changes can be phased in and emergency changes can be
communicated immediately.
ERP systems offer numerous analytical tools for the engineering function.
When diagnosing the impact of changes to materials and resources, for
example, engineers can check where used information to identify the affected
products. Lead time reduction efforts can use critical path analysis of item
lead times in multi-level bills to focus attention on those key components
affecting cumulative manufacturing lead time. Costed multi-level bills can
be used to focus cost reduction efforts on high value items. Bill
comparisons can be used to highlight differences between products or between
revisions of the same product such as to identify upgrade kit requirements.
ERP systems support custom product configurations. Rules-based configurators
reduce the need for expert assistance from engineers, and ensure sales
personnel (or even customers) can develop timely accurate configurations.
Cost estimates and pricing for custom product configurations can also be
quickly calculated.
Effects on Production and Materials Management
ERP systems help establish realistic schedules for production and
communicate consistent priorities so that everyone knows the most important
job to work on at all times. Visibility of future requirements helps
production prepare for capacity problems, and also helps suppliers
anticipate and meet your needs. As changes to demands or supplies do occur,
ERP helps identify the impact on production and purchasing.
Finite scheduling capabilities in ERP ensure production activities get
scheduled based on capacity, tool and material constraints. Scheduling rules
help minimize setup times and optimize sequencing. Changes in factory
demands, as well as changes in available machine time, labor headcount and
skill levels, tools, and material, can be immediately simulated to assess
the impact on production and purchasing. ERP helps eliminate many crisis
situations, so people have more time for planning and quality. Buyers can
spend more time in vendor negotiation and quality improvement. When the
shortage list is no longer used to manage the shop, the quality of working
life can improve.
Effects on Sales
Customer service can be improved by making valid delivery promises and then
meeting those promises. Custom product quotations can be developed faster
and more accurately, which improves job estimating. Delivery lead times can
be shortened and customer inquiries on order status can be answered immediately.
E-commerce capabilities enable customers to place orders and check status
over the internet at any time. In addition to customer convenience, this
reduces the time requirement for sales and customer service personnel.
Effects on the MIS Function
An ERP system implemented as an integrated software package offers several
advantages to the MIS function. The software package can offer a growth path
from simple to comprehensive applications built on top of a database
management system. It provides an upgrade path to technology and functional
enhancements supported by the software vendor. It can reduce the development
time and cost for software, documentation, and training classes. These costs
would be incurred before the firm can start obtaining the benefits of an ERP
system. It permits the MIS staff to focus their attention on organizational
change and servicing user needs for customization and professional assistance.
About the Author
Dr. Scott Hamilton has specialized in information systems for manufacturing
and distribution for three decades as a consultant, developer, user, and
researcher. Scott has consulted for over a thousand firms worldwide,
conducted several hundred executive seminars, and helped design several
influential ERP packages. He previously co-authored the APICS CIRM textbook
on How Information Systems Impact Organizational Strategy and recently
authored Managing Your Supply Chain Using Microsoft Navision. Dr. Hamilton
is currently working closely with Microsoft partners involved with
manufacturing and distribution, and can be reached at
ScottHamiltonPhD@aol.com or 612-963-1163.
Justification of ERP Investments
Part 1: Quantifiable Benefits from an ERP System
by Dr. Scott Hamilton* - February 10, 2004
1. Justification of ERP Investments
2. Quantifiable Benefits from an ERP System
3. ERP System Benefits on the Balance Sheet
Justification of ERP Investments*
The expected return on investment provides the cost justification and
motivation for investing in ERP. There are quantifiable benefits as well as
intangible benefits in the ERP investment decision. The quantifiable
benefits have a bottom-line impact on profitability, asset turnover, and a
potential effect on stock value.
This section discusses the quantifiable and the intangible benefits of an
ERP system, which compares firm performance before and after implementing
ERP. Other scenarios are encountered in justifying ERP investments. For
example, a firm may be considering replacement versus upgrade or
re-implementation of an ERP software package.
There are significant costs for not successfully implementing an ERP system.
Manufacturers often pay more for the lack of systems than they would have
paid for improved systems. They carry excess inventory or provide poor
customer service, for instance. And manufacturers may invest in ERP without
gaining the benefits because the systems are partially implemented,
unsuccessfully implemented, or usage deteriorates over time.
*This is Part One of a four-part article reprinted from Maximizing Your ERP
System by Dr. Scott Hamilton. Bridging the theory and realities of current
ERP systems, Maximizing Your ERP System provides practical guidance for
managing manufacturing in various environments. Drawing on case studies from
Dr. Hamilton's first-hand experience in consulting with more than a thousand
firms, it covers common problems and working solutions for how to
effectively implement and use ERP systems. The book can be ordered on
amazon.com. This excerpt on "Justification of ERP Investments" is presented
in four parts:
* Quantifiable benefits from an ERP system
* The intangible effects of ERP
* Costs of implementing an ERP system
* Replacing or re-implementing an ERP system
Quantifiable Benefits from an ERP System
Studies that surveyed manufacturers about the impact of ERP systems on firm
performance indicate that company size and industry do not affect the
results. Benefits have been indicated for large and small firms, whether
they make standard or custom products or are in discrete or process
manufacturing environments. This section explains the quantifiable benefits
in terms of several areas of improvement.
Typical Benefits
The most significant quantifiable benefits involve reductions in inventory,
material costs, and labor and overhead costs, as well as improvements in
customer service and sales.
Inventory reduction. Improved planning and scheduling practices typically
lead to inventory reductions of 20 percent or better. This provides not only
a one time reduction in assets (and inventory typically constitutes a large
proportion of assets), but also provides ongoing savings of the inventory
carrying costs. The cost of carrying inventory includes not only interest
but also the costs of warehousing, handling, obsolescence, insurance, taxes,
damage, and shrinkage. With interest rates of 10 percent, the carrying costs
can be 25 percent to 30 percent.
ERP systems lead to lower inventories because manufacturers can make and buy
only what is needed. Demands rather than demand insensitive order points
drive time phased plans. Deliveries can be coordinated to actual need dates;
orders for unneeded material can be postponed or canceled. The bills of
material ensure matched sets are obtained rather than too much of one
component and not enough of another. Planned changes in the bills also
prevent inventory build up of obsolete materials. With fewer part shortages
and realistic schedules, manufacturing orders can be processed to completion
faster and work-in-process inventories can be reduced. Implementation of JIT
philosophies can further reduce manufacturing lead times and the
corresponding inventories.
Material cost reductions. Improved procurement practices lead to better
vendor negotiations for prices, typically resulting in cost reductions of 5
percent or better. Valid schedules permit purchasing people to focus on
vendor negotiations and quality improvement rather than on expediting
shortages and getting material at premium prices. ERP systems provide
negotiation information, such as projected material requirements by
commodity group and vendor performance statistics. Giving suppliers better
visibility of future requirements helps them achieve efficiencies that can
be passed on as lower material costs.
Labor cost reductions. Improved manufacturing practices lead to fewer
shortages and interruptions, and less rework and overtime. Typical labor
savings from successful ERP are a 10 percent reduction in direct and
indirect labor costs. By minimizing rush jobs and parts shortages, less time
is needed for expediting, material handling, extra setups, disruptions, and
tracking split lots or jobs that have been set aside. Production supervisors
have better visibility of required work and can adjust capacity or loads to
meet schedules. Supervisors have more time for managing, directing and
training people. Production personnel have more time to develop better
methods and improve quality and throughput.
Improved customer service and sales. Improved coordination of sales and
production leads to better customer service and increased sales.
Improvements in managing customer contacts, in making and meeting delivery
promises, and in shorter order to ship lead times, lead to higher customer
satisfaction and repeat orders. Sales people can focus on selling instead of
verifying or apologizing for late deliveries. In custom product
environments, configurations can be quickly identified and priced, often by
sales personnel or even the customer rather than technical staff. Taken
together, these improvements in customer service can lead to fewer lost
sales and actual increases in sales, typically 10 percent or more.
ERP systems also provide the ability to react to changes in demand and
diagnose delivery problems. Corrective actions can be taken early, such as
determining shipment priorities, notifying customers of changes to promised
delivery dates, or altering production schedules to satisfy demand.
Improved accounting controls. Improved collection procedures can reduce the
number of days of outstanding receivables, thereby providing additional
available cash. Underlying these improvements are fast accurate invoice
creation directly from shipment transactions, timely customer statements,
and follow through on delinquent accounts. Credit checking during order
entry and improved handling of customer inquiries further reduces the number
of problem accounts. Improved credit management and receivables practices
typically reduce the days of outstanding receivables by 18 percent or better.
Trade credit can also be maximized by taking advantage of supplier discounts
and cash planning, and paying only those invoices with matching receipts.
This can lead to lower requirements for cash-on-hand.
ERP System Benefits on the Balance Sheet
Benefits from improved business processes and improved information provided
by an ERP system can directly affect the balance sheet of a manufacturer. To
illustrate this impact, a simplified balance sheet is shown in figure 3.1
for a typical manufacturer with annual revenue of $10 million. The biggest
impacts will be on inventory and accounts receivable.
In the example, the company has $3 million in inventory and $2 million in
outstanding accounts receivable. Based on prior research concerning industry
averages for improvements, implementation of an ERP system can lead to a 20
percent inventory reduction and an 18 percent receivables reduction.
* Inventory Reduction. A 20 percent inventory reduction results in
$600,000 less inventory. Improved purchasing practices (that result in
reduced material costs) could lower this number even more.
* Accounts Receivable. Current accounts receivable represent
seventy-three days of outstanding receivables. An 18 percent reduction (to
sixty days' receivables) results in $356,200 of additional cash available
for other uses.
ERP Benefits on the Income Statement
A simplified, summary income statement for the same $10 million manufacturer
is shown in figure 3.2. For many manufacturers, the cost of sales ranges
from 65 to 75 percent of sales (the example will use 75 percent). Using
industry averages for each major benefit, the improved business processes
and associated information system almost double the current pretax income.
* Inventory Reduction. A 20 percent reduction in the current inventory
of $3 million results in ongoing benefits of lower inventory carrying
charges. Using a carrying cost of 25 percent results in $150,000 in lower
carrying charges each year, identified here as part of the administrative
expenses.
* Material Cost Reductions. A 5 percent reduction in material costs
because of improved purchasing practices results in annual savings of $225,000.
* Labor Cost Reductions. A 10 percent reduction in labor costs because
of less overtime and improved productivity results in annual savings of
$100,000.
* Increased Sales. Improvements in customer service typically lead to a
10 percent sales increase; this is not shown in figure 3.1.
Annual benefits totaling $475,000 in this example almost equals the current
pretax income of $500,000.
* About the Author
Dr. Scott Hamilton has specialized in information systems for manufacturing
and distribution for three decades as a consultant, developer, user, and
researcher. Scott has consulted for over a thousand firms worldwide,
conducted several hundred executive seminars, and helped design several
influential ERP packages. He previously co-authored the APICS CIRM textbook
on How Information Systems Impact Organizational Strategy and recently
authored Managing Your Supply Chain Using Microsoft Navision. Dr. Hamilton
is currently working closely with Microsoft partners involved with
manufacturing and distribution, and can be reached at
ScottHamiltonPhD@aol.com or 612-963-1163.
by Dr. Scott Hamilton* - February 10, 2004
1. Justification of ERP Investments
2. Quantifiable Benefits from an ERP System
3. ERP System Benefits on the Balance Sheet
Justification of ERP Investments*
The expected return on investment provides the cost justification and
motivation for investing in ERP. There are quantifiable benefits as well as
intangible benefits in the ERP investment decision. The quantifiable
benefits have a bottom-line impact on profitability, asset turnover, and a
potential effect on stock value.
This section discusses the quantifiable and the intangible benefits of an
ERP system, which compares firm performance before and after implementing
ERP. Other scenarios are encountered in justifying ERP investments. For
example, a firm may be considering replacement versus upgrade or
re-implementation of an ERP software package.
There are significant costs for not successfully implementing an ERP system.
Manufacturers often pay more for the lack of systems than they would have
paid for improved systems. They carry excess inventory or provide poor
customer service, for instance. And manufacturers may invest in ERP without
gaining the benefits because the systems are partially implemented,
unsuccessfully implemented, or usage deteriorates over time.
*This is Part One of a four-part article reprinted from Maximizing Your ERP
System by Dr. Scott Hamilton. Bridging the theory and realities of current
ERP systems, Maximizing Your ERP System provides practical guidance for
managing manufacturing in various environments. Drawing on case studies from
Dr. Hamilton's first-hand experience in consulting with more than a thousand
firms, it covers common problems and working solutions for how to
effectively implement and use ERP systems. The book can be ordered on
amazon.com. This excerpt on "Justification of ERP Investments" is presented
in four parts:
* Quantifiable benefits from an ERP system
* The intangible effects of ERP
* Costs of implementing an ERP system
* Replacing or re-implementing an ERP system
Quantifiable Benefits from an ERP System
Studies that surveyed manufacturers about the impact of ERP systems on firm
performance indicate that company size and industry do not affect the
results. Benefits have been indicated for large and small firms, whether
they make standard or custom products or are in discrete or process
manufacturing environments. This section explains the quantifiable benefits
in terms of several areas of improvement.
Typical Benefits
The most significant quantifiable benefits involve reductions in inventory,
material costs, and labor and overhead costs, as well as improvements in
customer service and sales.
Inventory reduction. Improved planning and scheduling practices typically
lead to inventory reductions of 20 percent or better. This provides not only
a one time reduction in assets (and inventory typically constitutes a large
proportion of assets), but also provides ongoing savings of the inventory
carrying costs. The cost of carrying inventory includes not only interest
but also the costs of warehousing, handling, obsolescence, insurance, taxes,
damage, and shrinkage. With interest rates of 10 percent, the carrying costs
can be 25 percent to 30 percent.
ERP systems lead to lower inventories because manufacturers can make and buy
only what is needed. Demands rather than demand insensitive order points
drive time phased plans. Deliveries can be coordinated to actual need dates;
orders for unneeded material can be postponed or canceled. The bills of
material ensure matched sets are obtained rather than too much of one
component and not enough of another. Planned changes in the bills also
prevent inventory build up of obsolete materials. With fewer part shortages
and realistic schedules, manufacturing orders can be processed to completion
faster and work-in-process inventories can be reduced. Implementation of JIT
philosophies can further reduce manufacturing lead times and the
corresponding inventories.
Material cost reductions. Improved procurement practices lead to better
vendor negotiations for prices, typically resulting in cost reductions of 5
percent or better. Valid schedules permit purchasing people to focus on
vendor negotiations and quality improvement rather than on expediting
shortages and getting material at premium prices. ERP systems provide
negotiation information, such as projected material requirements by
commodity group and vendor performance statistics. Giving suppliers better
visibility of future requirements helps them achieve efficiencies that can
be passed on as lower material costs.
Labor cost reductions. Improved manufacturing practices lead to fewer
shortages and interruptions, and less rework and overtime. Typical labor
savings from successful ERP are a 10 percent reduction in direct and
indirect labor costs. By minimizing rush jobs and parts shortages, less time
is needed for expediting, material handling, extra setups, disruptions, and
tracking split lots or jobs that have been set aside. Production supervisors
have better visibility of required work and can adjust capacity or loads to
meet schedules. Supervisors have more time for managing, directing and
training people. Production personnel have more time to develop better
methods and improve quality and throughput.
Improved customer service and sales. Improved coordination of sales and
production leads to better customer service and increased sales.
Improvements in managing customer contacts, in making and meeting delivery
promises, and in shorter order to ship lead times, lead to higher customer
satisfaction and repeat orders. Sales people can focus on selling instead of
verifying or apologizing for late deliveries. In custom product
environments, configurations can be quickly identified and priced, often by
sales personnel or even the customer rather than technical staff. Taken
together, these improvements in customer service can lead to fewer lost
sales and actual increases in sales, typically 10 percent or more.
ERP systems also provide the ability to react to changes in demand and
diagnose delivery problems. Corrective actions can be taken early, such as
determining shipment priorities, notifying customers of changes to promised
delivery dates, or altering production schedules to satisfy demand.
Improved accounting controls. Improved collection procedures can reduce the
number of days of outstanding receivables, thereby providing additional
available cash. Underlying these improvements are fast accurate invoice
creation directly from shipment transactions, timely customer statements,
and follow through on delinquent accounts. Credit checking during order
entry and improved handling of customer inquiries further reduces the number
of problem accounts. Improved credit management and receivables practices
typically reduce the days of outstanding receivables by 18 percent or better.
Trade credit can also be maximized by taking advantage of supplier discounts
and cash planning, and paying only those invoices with matching receipts.
This can lead to lower requirements for cash-on-hand.
ERP System Benefits on the Balance Sheet
Benefits from improved business processes and improved information provided
by an ERP system can directly affect the balance sheet of a manufacturer. To
illustrate this impact, a simplified balance sheet is shown in figure 3.1
for a typical manufacturer with annual revenue of $10 million. The biggest
impacts will be on inventory and accounts receivable.
In the example, the company has $3 million in inventory and $2 million in
outstanding accounts receivable. Based on prior research concerning industry
averages for improvements, implementation of an ERP system can lead to a 20
percent inventory reduction and an 18 percent receivables reduction.
* Inventory Reduction. A 20 percent inventory reduction results in
$600,000 less inventory. Improved purchasing practices (that result in
reduced material costs) could lower this number even more.
* Accounts Receivable. Current accounts receivable represent
seventy-three days of outstanding receivables. An 18 percent reduction (to
sixty days' receivables) results in $356,200 of additional cash available
for other uses.
ERP Benefits on the Income Statement
A simplified, summary income statement for the same $10 million manufacturer
is shown in figure 3.2. For many manufacturers, the cost of sales ranges
from 65 to 75 percent of sales (the example will use 75 percent). Using
industry averages for each major benefit, the improved business processes
and associated information system almost double the current pretax income.
* Inventory Reduction. A 20 percent reduction in the current inventory
of $3 million results in ongoing benefits of lower inventory carrying
charges. Using a carrying cost of 25 percent results in $150,000 in lower
carrying charges each year, identified here as part of the administrative
expenses.
* Material Cost Reductions. A 5 percent reduction in material costs
because of improved purchasing practices results in annual savings of $225,000.
* Labor Cost Reductions. A 10 percent reduction in labor costs because
of less overtime and improved productivity results in annual savings of
$100,000.
* Increased Sales. Improvements in customer service typically lead to a
10 percent sales increase; this is not shown in figure 3.1.
Annual benefits totaling $475,000 in this example almost equals the current
pretax income of $500,000.
* About the Author
Dr. Scott Hamilton has specialized in information systems for manufacturing
and distribution for three decades as a consultant, developer, user, and
researcher. Scott has consulted for over a thousand firms worldwide,
conducted several hundred executive seminars, and helped design several
influential ERP packages. He previously co-authored the APICS CIRM textbook
on How Information Systems Impact Organizational Strategy and recently
authored Managing Your Supply Chain Using Microsoft Navision. Dr. Hamilton
is currently working closely with Microsoft partners involved with
manufacturing and distribution, and can be reached at
ScottHamiltonPhD@aol.com or 612-963-1163.
Deklarasi Enterpreneur ala Amerika
Hampir saya lupa untuk menulis hari ini. Ada sesuatu yang menarik perhatian saya, terutama seputar enterpreneurship, saya dapat dari www.inc.com. Melihat judulnya, menarik memang, dan saya akan mengulasnya beberapa di bawah ini.
Berkenaan dengan tanggal 4 July, para enterpreneurship di Amerika tetap setuju bahwa mereka memulai bisnis, meskipun tantangan berat, mereka lihat sebagai satu-satunya cara untuk hidup, menang dan mengejar kebahagiaan. Bisnis memang untuk mencari uang, artinya untuk support kehidupan - kita butuh makan, sandang dan pangan yang cukup. Bisnis memang harus menang, kalo kalah, gugur, rontok dan kehilangan semangat, wah, bukan bisnis namanya. Dan memang bisnis untuk mengejar kebahagiaan, meskipun saya bisa bilang sedikit banyak, ya semu.. Bahagia tapi mikirin terus siang dan malam, tapi itulah hidup, dan banyak orang hidup di dalamnya.
Sampailah mereka ke suatu deklarasi Enterpreneurship ala Amerika, yang kira2 begini bunyinya :
1. Kebebasan dari kerja 80 jam/minggu. Bebas dari kerja yang mengikat, bebas dari kerja yang menekan, karena dengan menjadi enterpreneur, kita bebas menggunakan waktu kita.
2. Kebebasan untuk mengejar visimu. Memang, saya rasakan sendiri, sedikit banyak, pada saat jadi pekerja, saya hanya mengemban misi - tugas - tanggungjawab, begitu coba2 jadi enterpreneur, yang kelihatan dan terbayang2 adalah visi. Visi yang harus dikejar, visi yang ingin dicapai. Dan relatif tipis bedanya dengan mimpi, visi ini adalah sesuatu yang nyata, yang bisa kita kejar. Dengan menjabarkan visi, tidak hanya keinginan sendiri yang diakomodasi, tapi juga keinginan dan harapan orang lain yang sejalan dengan visi kita.
3. Kebebasan dari konsumen yang berkuasa. Seringkali memang kita hanya mengandalkan dari beberapa resources / konsumen untuk mempertahankan kerajaan bisnis kita, inilah yang harus kita rubah. Kita harus mengejar lebih banyak lagi konsumen dengan berbagai cara.
4. Kebebasan dari memilih vendor. Dengan menjadi enterpreneur, kita akan melihat dari titik pandang yang berbeda tentang berbagai resource. Kita akan lihat, ternyata banyak vendor lebih menguntungkan dibandingkan satu vendor. Kalo kerja kita hanya duduk di belakang meja dengan konsentrasi bekerjasama dengan satu vendor, kita tidak akan pernah cocok jadi enterpreneur. Enterpreneur harus kreatif, sedikit nekat dan berteman dengan banyak pihak.
5. Kebebasan untuk karyawan. Menjadi enterpreneur harus sensitif, termasuk juga membuat karyawan dan tim yang kerja bersama kita merasakan kebersamaan, betah dan ide-ide mereka diterima dengan baik. Harus diberikan kesempatan kepada karyawan dengan memberikan tanggungjawab, otoritas, berikan pelatihan yang cukup. Semua ini akan menjadikan kita lebih tangguh.
6. Kebebasan dari biaya bengkak. Menjalankan bisnis sendiri, seharusnya malah lebih berhati-hati dengan penggunaan biaya. Biaya yang bengkak dan besar akan menghabiskan modal dan kemampuan usaha. Oleh karena itu, pemilihan vendor, metode kerjasama dan outsourcing tetap menjadi kunci utama selain biaya operasional yang harus dicermati baik-baik.
7. Kebebasan dari birokrasi dan paperwork. Bila kita belum menjadi perusahaan besar yang sangat menguntungkan, jangan berlagak seperti itu. Berikan kemudahan dalam birokrasi, hindari paperwork yang rumit, tetapi tetap terlacak dengan dokumentasi yang baik. Dokumentasi ini tidak harus on-paper, tetapi juga bisa paperless. Dan ini sangat dimungkinkan.
8. Kebebasan dari lingkungan kerja yang menjemukan. Karena kita mulai sendiri, menjadi lebih mudah bagi kita untuk bekerja dengan maksimal, lingkungan kerja dapat kita buat sesuai dengan keinginan dan mood kita, tetapi jangan lupa, faktor sekitar kita dan orang lain yang harus kita perhatikan juga.
9. Kebebasan dari rasa tidak aman. Mungkin ini menarik buat saya. Dulu saya merasa lebih aman bekerja dalam perusahaan ternama dan besar, ternyata tidak. Dengan mudah, orang bisa dipecat dan digantikan orang lain, dan ini terjadi di depan mata saya. Beberapa kali, industri tempat saya bekerja goncang, dan menimbulkan perasaan tidak aman yang sangat luar biasa. Berhari2 kadang2 saya memikirkannya. Tetapi begitu memulai sendiri, saya bisa menggantungkan sepenuhnya jalannya perusahaan pada Tuhan YME, dan ini membuat saya semakin kuat dan merasakan aman. Aneh, tapi itulah yang terjadi. Dan tidak semua orang memiliki kesempatan bagus dalam hidupnya untuk memulai usaha. Ada yang hingga kuburnya masih saja bekerja untuk orang lain dalam suasana cemas dan kuatir.
10. Kebebasan untuk bersyukur. Wah, ini lah yang paling tepat. Setiap hari, sebagai pengusaha ataupun enterpreneur harus selalu bersyukur dengan apa yang kita hadapi dan kita miliki.
Dari semua kebebasan-kebebasan di atas, tentu saja ada faktor ke-tidak-bebasan yang harus dikontrol oleh enterpreneur sendiri, demi kesuksesannya. Salam Enterpreneur!
Berkenaan dengan tanggal 4 July, para enterpreneurship di Amerika tetap setuju bahwa mereka memulai bisnis, meskipun tantangan berat, mereka lihat sebagai satu-satunya cara untuk hidup, menang dan mengejar kebahagiaan. Bisnis memang untuk mencari uang, artinya untuk support kehidupan - kita butuh makan, sandang dan pangan yang cukup. Bisnis memang harus menang, kalo kalah, gugur, rontok dan kehilangan semangat, wah, bukan bisnis namanya. Dan memang bisnis untuk mengejar kebahagiaan, meskipun saya bisa bilang sedikit banyak, ya semu.. Bahagia tapi mikirin terus siang dan malam, tapi itulah hidup, dan banyak orang hidup di dalamnya.
Sampailah mereka ke suatu deklarasi Enterpreneurship ala Amerika, yang kira2 begini bunyinya :
1. Kebebasan dari kerja 80 jam/minggu. Bebas dari kerja yang mengikat, bebas dari kerja yang menekan, karena dengan menjadi enterpreneur, kita bebas menggunakan waktu kita.
2. Kebebasan untuk mengejar visimu. Memang, saya rasakan sendiri, sedikit banyak, pada saat jadi pekerja, saya hanya mengemban misi - tugas - tanggungjawab, begitu coba2 jadi enterpreneur, yang kelihatan dan terbayang2 adalah visi. Visi yang harus dikejar, visi yang ingin dicapai. Dan relatif tipis bedanya dengan mimpi, visi ini adalah sesuatu yang nyata, yang bisa kita kejar. Dengan menjabarkan visi, tidak hanya keinginan sendiri yang diakomodasi, tapi juga keinginan dan harapan orang lain yang sejalan dengan visi kita.
3. Kebebasan dari konsumen yang berkuasa. Seringkali memang kita hanya mengandalkan dari beberapa resources / konsumen untuk mempertahankan kerajaan bisnis kita, inilah yang harus kita rubah. Kita harus mengejar lebih banyak lagi konsumen dengan berbagai cara.
4. Kebebasan dari memilih vendor. Dengan menjadi enterpreneur, kita akan melihat dari titik pandang yang berbeda tentang berbagai resource. Kita akan lihat, ternyata banyak vendor lebih menguntungkan dibandingkan satu vendor. Kalo kerja kita hanya duduk di belakang meja dengan konsentrasi bekerjasama dengan satu vendor, kita tidak akan pernah cocok jadi enterpreneur. Enterpreneur harus kreatif, sedikit nekat dan berteman dengan banyak pihak.
5. Kebebasan untuk karyawan. Menjadi enterpreneur harus sensitif, termasuk juga membuat karyawan dan tim yang kerja bersama kita merasakan kebersamaan, betah dan ide-ide mereka diterima dengan baik. Harus diberikan kesempatan kepada karyawan dengan memberikan tanggungjawab, otoritas, berikan pelatihan yang cukup. Semua ini akan menjadikan kita lebih tangguh.
6. Kebebasan dari biaya bengkak. Menjalankan bisnis sendiri, seharusnya malah lebih berhati-hati dengan penggunaan biaya. Biaya yang bengkak dan besar akan menghabiskan modal dan kemampuan usaha. Oleh karena itu, pemilihan vendor, metode kerjasama dan outsourcing tetap menjadi kunci utama selain biaya operasional yang harus dicermati baik-baik.
7. Kebebasan dari birokrasi dan paperwork. Bila kita belum menjadi perusahaan besar yang sangat menguntungkan, jangan berlagak seperti itu. Berikan kemudahan dalam birokrasi, hindari paperwork yang rumit, tetapi tetap terlacak dengan dokumentasi yang baik. Dokumentasi ini tidak harus on-paper, tetapi juga bisa paperless. Dan ini sangat dimungkinkan.
8. Kebebasan dari lingkungan kerja yang menjemukan. Karena kita mulai sendiri, menjadi lebih mudah bagi kita untuk bekerja dengan maksimal, lingkungan kerja dapat kita buat sesuai dengan keinginan dan mood kita, tetapi jangan lupa, faktor sekitar kita dan orang lain yang harus kita perhatikan juga.
9. Kebebasan dari rasa tidak aman. Mungkin ini menarik buat saya. Dulu saya merasa lebih aman bekerja dalam perusahaan ternama dan besar, ternyata tidak. Dengan mudah, orang bisa dipecat dan digantikan orang lain, dan ini terjadi di depan mata saya. Beberapa kali, industri tempat saya bekerja goncang, dan menimbulkan perasaan tidak aman yang sangat luar biasa. Berhari2 kadang2 saya memikirkannya. Tetapi begitu memulai sendiri, saya bisa menggantungkan sepenuhnya jalannya perusahaan pada Tuhan YME, dan ini membuat saya semakin kuat dan merasakan aman. Aneh, tapi itulah yang terjadi. Dan tidak semua orang memiliki kesempatan bagus dalam hidupnya untuk memulai usaha. Ada yang hingga kuburnya masih saja bekerja untuk orang lain dalam suasana cemas dan kuatir.
10. Kebebasan untuk bersyukur. Wah, ini lah yang paling tepat. Setiap hari, sebagai pengusaha ataupun enterpreneur harus selalu bersyukur dengan apa yang kita hadapi dan kita miliki.
Dari semua kebebasan-kebebasan di atas, tentu saja ada faktor ke-tidak-bebasan yang harus dikontrol oleh enterpreneur sendiri, demi kesuksesannya. Salam Enterpreneur!
Tuesday, July 06, 2004
Run for your dream
Hari ini, saya kehilangan satu team lagi. Bukan karena ia tidak betah bekerja dengan saya, tetapi karena keinginannya yang begitu kuat untuk mandiri. Sedikit banyak saya terharu, karena sebenarnya itulah yang saya inginkan, melihat tim saya melepaskan diri dan berdiri di atas kaki nya sendiri.
Pengalaman 11 tahun saya bekerja, belum pupus dari ingatan saya, bagaimana rasanya bekerja dalam dunia TI dalam lingkungan bank. Lingkungan yang mapan, yang rasanya, pada saat dulu, perbankan Indonesia goyang, jutaan orang menganggur, saya merasa sangat beruntung, karena masih selamat dan dapat pekerjaan di bank lainnya. Pengalaman ini membuat saya ngeri untuk bermandiri. Dan saya lebih suka lingkungan yang aman.
Dalam beberapa tahun belakangan ini, saya berubah. Berusaha lebih mandiri dan mengembangkan diri dan ide sebanyak mungkin. Put ideas to work, itu kata2 yang selalu teringat di otak saya, dan mendorong saya untuk berpikir lebih keras lagi setiap harinya. Ide2 bergulir, semua saya catat dalam buku kecil saya, books of ideas. Sedikit-demi sedikit, saya lihat ide2 itu ada yang menjadi kenyataan dan dikerjakan oleh orang lain. Termasuk juga kenekatan yang sedang dan masih saya lakukan dengan berusaha bersama teman2. Kami mungkin orang kecil, tapi kami punya harapan besar. Harapan besar yang kami terus bagikan kepada tim kerja kami, kecil tapi solid. Dengan satu harapan, kita bisa mandiri. Dan terus terang, salah satu bukti dan hasilnya bisa saya lihat hari ini. Tim yang saya didik 2 tahun, pekerjaan siang malam, enggak kenal lelah dan mengeluh, akhirnya menyatakan akan menjadi marketing lepas perusahaan kami di suatu daerah. Perasaan bangga terbesit di hati saya, dan saya berjanji akan terus mendukung dia.
Run for your dream, man! Itulah kata2 yang bisa saya selalu sampaikan. Kita cuma butuh modal iman - pengharapan, jiwa enterpreneur, dan bisa jualan, tetapi tentu saja technical skill kita jangan dibuang. Go man!! Saya dukung kamu terus. Selamat berjuang, calon enterpreneur Indonesia !
Pengalaman 11 tahun saya bekerja, belum pupus dari ingatan saya, bagaimana rasanya bekerja dalam dunia TI dalam lingkungan bank. Lingkungan yang mapan, yang rasanya, pada saat dulu, perbankan Indonesia goyang, jutaan orang menganggur, saya merasa sangat beruntung, karena masih selamat dan dapat pekerjaan di bank lainnya. Pengalaman ini membuat saya ngeri untuk bermandiri. Dan saya lebih suka lingkungan yang aman.
Dalam beberapa tahun belakangan ini, saya berubah. Berusaha lebih mandiri dan mengembangkan diri dan ide sebanyak mungkin. Put ideas to work, itu kata2 yang selalu teringat di otak saya, dan mendorong saya untuk berpikir lebih keras lagi setiap harinya. Ide2 bergulir, semua saya catat dalam buku kecil saya, books of ideas. Sedikit-demi sedikit, saya lihat ide2 itu ada yang menjadi kenyataan dan dikerjakan oleh orang lain. Termasuk juga kenekatan yang sedang dan masih saya lakukan dengan berusaha bersama teman2. Kami mungkin orang kecil, tapi kami punya harapan besar. Harapan besar yang kami terus bagikan kepada tim kerja kami, kecil tapi solid. Dengan satu harapan, kita bisa mandiri. Dan terus terang, salah satu bukti dan hasilnya bisa saya lihat hari ini. Tim yang saya didik 2 tahun, pekerjaan siang malam, enggak kenal lelah dan mengeluh, akhirnya menyatakan akan menjadi marketing lepas perusahaan kami di suatu daerah. Perasaan bangga terbesit di hati saya, dan saya berjanji akan terus mendukung dia.
Run for your dream, man! Itulah kata2 yang bisa saya selalu sampaikan. Kita cuma butuh modal iman - pengharapan, jiwa enterpreneur, dan bisa jualan, tetapi tentu saja technical skill kita jangan dibuang. Go man!! Saya dukung kamu terus. Selamat berjuang, calon enterpreneur Indonesia !
Going Global
Pagi-pagi sekali saya sudah ditelepon oleh staf Call Center dari Oracle. Mereka melihat saya mengakses website mereka di minggu lalu, dan mereka mendapatkan informasi mengenai saya. Jadilah mereka menghubungi saya untuk menanyakan apa yang bisa mereka (Oracle) bantu. Terjadilah diskusi panjang. Dengan latar belakang pengembangan aplikasi yang selama ini saya lakukan di platform Microsoft, kita bersengit tentang banyak hal. Dari Oracle Database hingga tukar2-an email dan nomor telepon.
Tapi intinya, saya senang. Saya senang karena adanya perhatian lebih dari mereka. Mereka berusaha mencari tahu apa-apa yang saya butuhkan, dan mereka mencatat beberapa point yang saya sampaikan. Termasuk permintaan informasi mengenai bagaimana ber-partner dengan mereka. Akhirnya pembicaraan mengglobal ke hal-hal lain. Dan yang menarik, saya pikir dia ada di Jakarta, ternyata di Singapore. Dengan kualitas suara seperti itu, saya kira ia berkantor di kantor Rep di Jakarta. Alamak..
Singapore - Jakarta jarak yang sempit, tambah sempit pula dengan adanya teknologi informasi, dan customernya pun semakin mengglobal. Seringkali beberapa telepon saya terima dari Singapore dan mereka memfollow-up sesuatu setelah saya mengakses website mereka. Dan menarik memang, mereka membangun database customer itu dari bawah, dan mengaksesnya juga langsung ke bawah. Apa sich yang tidak dimiliki Oracle, perusahaan kelas dunia, tetapi tetap mereka berusaha membangun loyalitas customernya dengan cara turun gunung seperti tadi.
Membangun koneksi dan hubungan ke customer seperti ini yang sedikit banyak belum atau kurang dimiliki oleh kita. Kita masih mengandalkan koneksi. Kita masih mengandalkan kolusi dan sedikit korupsi. Pertemanan menjadi ujung tombak penjualan. Padahal, adalah lebih penting mengembangkan dan mendapat calon-calon customer baru, dibandingkan berkutat di customer lama, kecuali untuk customer setia kita. Inilah yang kita butuhkan. Tools IT untuk ini telah tersedia. Dikenal dengan Customer Relationship Management. Singkatnya CRM. Istilah ini semakin akrab di telinga kita, karena banyak perusahaan besar seperti Microsoft memfokuskan diri menyediakan software ini. Belum lagi perusahaan2 lain yang juga ikutan meramaikan pasar CRM.
Melihat peluang CRM ini, sebenarnya, kami juga memiliki solusi ini. Dari yang gratisan, seperti yang saya gunakan selama ini (GuanCRM) sampai yang bayarnya mahal. Semakin mahal seharusnya semakin kompleks pula kemampuan dan integrasinya dengan sistem lainnya. CRM ini ujung tombak. Dulu saya ingat, IBM mengeluarkan brosur khusus utk CRM nya, tapi dasar pasarnya belum siap, ya enggak menggigit utk customer. Sekarang ini beda, CRM sudah jadi kebutuhan. Sales-sales lapangan juga harus melek sistem ini. Dengan sistem ini diharapkan sales dan marketing yang merupakan ujung tombak perusahaan dapat berfungsi dengan efisien dan efektif. Metode lama tetap digunakan, tetapi tercatat dengan baik di CRM nya. Metode baru dengan pendekatan2 yang lebih pro-aktif diharapkan muncul dengan adanya sistem ini. Dan sedikit banyak, calon customer baru banyak yang terdekati.
Kami punya solusi CRM yang dibangun di atas SQL & VB, tetapi memang harus menjadi kesatuan utuh dengan paket ERP yang ditawarkan. Utk memecahnya, bisa saja, tetapi harus diperhatikan kemampuan dan integrasinya dengan lainnya. CRM memang sedang naik daun, dan ilmu-ilmu marketing baru terus berkembang dengan istilah yang macam2, tapi semuanya memiliki tujuan yang sama, yaitu bagaimana memperlakukan customer dan calon customer kita seperti raja..
benar khan..
Tapi intinya, saya senang. Saya senang karena adanya perhatian lebih dari mereka. Mereka berusaha mencari tahu apa-apa yang saya butuhkan, dan mereka mencatat beberapa point yang saya sampaikan. Termasuk permintaan informasi mengenai bagaimana ber-partner dengan mereka. Akhirnya pembicaraan mengglobal ke hal-hal lain. Dan yang menarik, saya pikir dia ada di Jakarta, ternyata di Singapore. Dengan kualitas suara seperti itu, saya kira ia berkantor di kantor Rep di Jakarta. Alamak..
Singapore - Jakarta jarak yang sempit, tambah sempit pula dengan adanya teknologi informasi, dan customernya pun semakin mengglobal. Seringkali beberapa telepon saya terima dari Singapore dan mereka memfollow-up sesuatu setelah saya mengakses website mereka. Dan menarik memang, mereka membangun database customer itu dari bawah, dan mengaksesnya juga langsung ke bawah. Apa sich yang tidak dimiliki Oracle, perusahaan kelas dunia, tetapi tetap mereka berusaha membangun loyalitas customernya dengan cara turun gunung seperti tadi.
Membangun koneksi dan hubungan ke customer seperti ini yang sedikit banyak belum atau kurang dimiliki oleh kita. Kita masih mengandalkan koneksi. Kita masih mengandalkan kolusi dan sedikit korupsi. Pertemanan menjadi ujung tombak penjualan. Padahal, adalah lebih penting mengembangkan dan mendapat calon-calon customer baru, dibandingkan berkutat di customer lama, kecuali untuk customer setia kita. Inilah yang kita butuhkan. Tools IT untuk ini telah tersedia. Dikenal dengan Customer Relationship Management. Singkatnya CRM. Istilah ini semakin akrab di telinga kita, karena banyak perusahaan besar seperti Microsoft memfokuskan diri menyediakan software ini. Belum lagi perusahaan2 lain yang juga ikutan meramaikan pasar CRM.
Melihat peluang CRM ini, sebenarnya, kami juga memiliki solusi ini. Dari yang gratisan, seperti yang saya gunakan selama ini (GuanCRM) sampai yang bayarnya mahal. Semakin mahal seharusnya semakin kompleks pula kemampuan dan integrasinya dengan sistem lainnya. CRM ini ujung tombak. Dulu saya ingat, IBM mengeluarkan brosur khusus utk CRM nya, tapi dasar pasarnya belum siap, ya enggak menggigit utk customer. Sekarang ini beda, CRM sudah jadi kebutuhan. Sales-sales lapangan juga harus melek sistem ini. Dengan sistem ini diharapkan sales dan marketing yang merupakan ujung tombak perusahaan dapat berfungsi dengan efisien dan efektif. Metode lama tetap digunakan, tetapi tercatat dengan baik di CRM nya. Metode baru dengan pendekatan2 yang lebih pro-aktif diharapkan muncul dengan adanya sistem ini. Dan sedikit banyak, calon customer baru banyak yang terdekati.
Kami punya solusi CRM yang dibangun di atas SQL & VB, tetapi memang harus menjadi kesatuan utuh dengan paket ERP yang ditawarkan. Utk memecahnya, bisa saja, tetapi harus diperhatikan kemampuan dan integrasinya dengan lainnya. CRM memang sedang naik daun, dan ilmu-ilmu marketing baru terus berkembang dengan istilah yang macam2, tapi semuanya memiliki tujuan yang sama, yaitu bagaimana memperlakukan customer dan calon customer kita seperti raja..
benar khan..
Friday, July 02, 2004
ERP Stories continued..
Pagi ini , saya punya kesempatan bagus lagi untuk mempresentasikan kembali software baru yang kami miliki.. Dalam kesempatan kali ini, rupanya, si client sudah pernah menggunakan software ERP package sebelumnya dan ERP ini datangnya dari luar Nusantara, dan sedikit banyak masalah yang dia hadapi sewaktu menggunakan software itu, saya dapatkan.
Pertama, bisnis proses. ERP Package telah memiliki standard business process, dan sedikit banyak cukup sulit untuk merubah ini. Tidak semua software dengan mudah dapat mengubah2 bisnis proses yang telah baku dalam program mereka. Seharusnya buat orang IT ini mudah, cuma perlu effort. Effort artinya biaya, dan ini dibebankan ke client. Diam-diam komplain lah manajemen.
Kedua, bahasa. Bahasa yang digunakan oleh ERP Package adalah bahasa Inggris, dengan istilah2 Inggris. Dasar orang Indonesia, seharusnya bisa going global, tapi ternyata implementasi ERP nya terganggu karena faktor bahasa. Simple but pain. Akhirnya, user harus mempelajari kembali semua istilah sesuai dengan istilah baku yang digunakan. Diam-diam komplain lah mereka.
Ketiga, technology. Ada yang berbasis Windows dengan menggunakan programming yang umum, maka ERP ini dengan mudah masuk. Tapi begitu menggunakan dan ada requirement khusus untuk memasangnya saja, sudah menimbulkan masalah kecil. Ada sedikit banyak pembelian hardware lagi. Diam-diam komplain lah bagian TI nya, sedikit banyak muncul extra-cost.
Keempat, lisensi. Software license memang menjadi senjata ampuh buat ERP Package utk menjual produk mereka. Bahkan sekarang pola pikir orang Indonesia, semuanya harus pakai Lisensi. Dari Lisensi inilah sedikit banyak R&D bagi pengembangan software berasal, selain tentu saja penjualan software yang bagus. Tapi tanpa penjualan software yang baik, darimana mereka mendapatkan extra uang. Dari lisensi, dari maintenance, dari remote support, dari apapun yang mereka bisa bebankan ke Client sebagai extra cost yang harus ditanggung, dalam kurun tertentu. Little nightmare buat client. Lisensi saja bisa sudah mencekik leher dan harus berpikir berulang kali, mahal sekali..
Kelima, support. ERP Package tetap butuh support. Support ini bisa remote support, local support ataupun maintenance contract. Support = cost. Buat client, ini jadi pertimbangan sendiri. Bagaimana mungkin untuk menyelesaikan suatu masalah saja, mereka harus SLI ke luarnegeri, berkirim email dan tidak jelas kapan mereka akan menjawab. Ping-pong sana sini terjadi, sedangkan problem tidak pernah selesai. Headache buat IT - user tidak peduli, error program dikejar terus. Artinya, si client harus memikirkan cara, bagaimana agar mereka aman disupport .. Dengan demikian si client pasti akan mengambil maintenance support, tapi yang datang, orang lokal, dengan content yang belum tentu sama dengan yang memasangnya dulu. Masalah lagi.
Wah, lima saja harusnya sudah cukup. Lima di atas membuktikan, ERP lokal masih bisa masuk dan bermain cantik dalam support pengembangan software di Indonesia. Siapkah kita ?
Pertama, bisnis proses. ERP Package telah memiliki standard business process, dan sedikit banyak cukup sulit untuk merubah ini. Tidak semua software dengan mudah dapat mengubah2 bisnis proses yang telah baku dalam program mereka. Seharusnya buat orang IT ini mudah, cuma perlu effort. Effort artinya biaya, dan ini dibebankan ke client. Diam-diam komplain lah manajemen.
Kedua, bahasa. Bahasa yang digunakan oleh ERP Package adalah bahasa Inggris, dengan istilah2 Inggris. Dasar orang Indonesia, seharusnya bisa going global, tapi ternyata implementasi ERP nya terganggu karena faktor bahasa. Simple but pain. Akhirnya, user harus mempelajari kembali semua istilah sesuai dengan istilah baku yang digunakan. Diam-diam komplain lah mereka.
Ketiga, technology. Ada yang berbasis Windows dengan menggunakan programming yang umum, maka ERP ini dengan mudah masuk. Tapi begitu menggunakan dan ada requirement khusus untuk memasangnya saja, sudah menimbulkan masalah kecil. Ada sedikit banyak pembelian hardware lagi. Diam-diam komplain lah bagian TI nya, sedikit banyak muncul extra-cost.
Keempat, lisensi. Software license memang menjadi senjata ampuh buat ERP Package utk menjual produk mereka. Bahkan sekarang pola pikir orang Indonesia, semuanya harus pakai Lisensi. Dari Lisensi inilah sedikit banyak R&D bagi pengembangan software berasal, selain tentu saja penjualan software yang bagus. Tapi tanpa penjualan software yang baik, darimana mereka mendapatkan extra uang. Dari lisensi, dari maintenance, dari remote support, dari apapun yang mereka bisa bebankan ke Client sebagai extra cost yang harus ditanggung, dalam kurun tertentu. Little nightmare buat client. Lisensi saja bisa sudah mencekik leher dan harus berpikir berulang kali, mahal sekali..
Kelima, support. ERP Package tetap butuh support. Support ini bisa remote support, local support ataupun maintenance contract. Support = cost. Buat client, ini jadi pertimbangan sendiri. Bagaimana mungkin untuk menyelesaikan suatu masalah saja, mereka harus SLI ke luarnegeri, berkirim email dan tidak jelas kapan mereka akan menjawab. Ping-pong sana sini terjadi, sedangkan problem tidak pernah selesai. Headache buat IT - user tidak peduli, error program dikejar terus. Artinya, si client harus memikirkan cara, bagaimana agar mereka aman disupport .. Dengan demikian si client pasti akan mengambil maintenance support, tapi yang datang, orang lokal, dengan content yang belum tentu sama dengan yang memasangnya dulu. Masalah lagi.
Wah, lima saja harusnya sudah cukup. Lima di atas membuktikan, ERP lokal masih bisa masuk dan bermain cantik dalam support pengembangan software di Indonesia. Siapkah kita ?
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