8534K-4 The complete business and implementation guide to SAP(TM) R/3(TM)! In order to gain the maximum value from SAP(TM) R/3(TM), you need to understand the rich business framework embedded in R/3(TM) and know how to implement it within your unique organization. The revision of this best-selling classic does both: documenting the deep process knowledge built into R/3(TM), helping decision-makers understand its benefits and offering start-to-finish guidance for R/3(TM) implementers organization-wide. Newly updated to reflect R/3(TM) Release 4.5, this book delivers: Detailed coverage of finance, human resources, production, purchasing, sales, and service management with SAP(TM) R/3(TM) Key business-process scenarios, presented in common business terms An overview of the IT infrastructure provided by SAP(TM) for e-commerce and supply chain management Analysis of R/3(TM) middleware transaction management and application distribution Practical coverage of the R/3(TM) Repository, SAP(TM) Business Framework, and R/3(TM) Business Objecs Updates on the latest methodologies for R/3(TM) evaluation and the tools for R/3(TM) implementation A view of SAP(TM) R/3(TM) beyond Y2K and the challenges for the next generation enterprise using the Internet You won't find a clearer guide to SAP(TM) R/3(TM). You'll discover how key components of R/3(TM) link together, how they integrate the entire enterprise, and how to keep deriving business benefits from R/3(TM) long after it's been installed. And to help you derive benefits from this book long after you've purchased and read it, go to the PrenticeHall PTR ERP Series Companion Website-designed to keep you up-to-date with the latest tools, techniques, information, and data on Enterprise Resource Planning technologies. You'll find this Companion Website one of the best ERP i

Introduction "Business engineering is the rethinking of business processes to improve and accelerate the output of processes, materials or services." (Philip Morris, Lausanne, Switzerland) "It's the search for an optimal flow in a company." (Messerli AF, Switzerland) "It's the streamlining of business processes to have maximum effect with minimum resources in supporting company goals." (Ernst & Young, South Africa) "Generally, it's a customer focus. It's also the designing of new processes using new information technology to create an efficient business network that involves creative staff in the process redesign." (Fahrzeugausrustung Berlin GmbH, Germany)Companies from around the world are taking advantage of information technology (IT) to radically alter how they conduct business. In the past, IT was used simply to automate existing business functions, but now IT can improve or completely change how businesses operate. This approach is called Business Engineering, which has been the logical next step in the business-process reengineering revolution.Unlike business-process reengineering (BPR), which used IT mainly to automate certain functions performed in individual organizations -- such as manufacturing, finance, or production -- Business Engineering (BE) utilizes IT for designing or redesigning processes, the set of connected steps or "chains" performed in a business. In this way, BE takes advantage of information technology to support the redesign of organizations. By using BE to engineer entire process chains that span functional or organizational boundaries, companies can integrate all their critical business activities. Moreover, they can do so much earlier in an IT implementation than if using the older, function-centric approach of early BPR strategies. Completing process chains rapidly and efficiently is of great added value to both the company and its customers. It makes such core processes as production and finance more efficient and can bring competitive advantages through reduced costs, faster time-to-market, and improved responsiveness to customers.Business engineering arose out of the need created by BPR for software systems that could adequately support changing business processes. Although companies have gained a great deal from improving their business processes, many also have encountered problems with their business-process reengineering. After examining existing business processes, many companies completely dispensed with them, creating new process designs instead. Too often they miscalculated the risks and costs not only of reinventing new processes but of finding a software solution to match the new process design. After various trials and tribulations with poor software tools and systems, many companies have had to do away with their process design work simply because their information system software could not support the new design.In Business Engineering, IT is used both to create and support new process designs. Software can describe, simulate, or model organizations. It can also show how changes made to the organizations will affect processes. BE is not limited to describing processes, however. A model or business-process diagram illustrates not only a company's tasks and organizational structure but also how the company gets things done. A company's information model usually includes descriptions of aspects such as data, function, organization, information, and communication flow. A well-integrated information system not only improves overall business operation but makes it easier for the company to identify areas for further improvement. With prefabricated models of business applications, companies can reduce their risks while taking advantage of best-business procedures for business process engineering.As is the case in all engineering efforts, a good blueprint will map out th