Oracle has announced the provision of new software modules for the Hyperion line. Applications have expanded capabilities with new analytical solutions for the finance and accounting. Extensions is scheduled to premiere in April. The modules support tasks such as financial reporting, settlement and periodic planning and budgeting in the public sector.

New applications can be use in  accounting and finance departments in companies from the banking and finance sector. For sure will be useful also for the larger organization. Implementation of new modules will make shorter and simplify the collection and consolidation of financial information. Software make more simply the planning tasks associated with accounting services. Developers Extensions said that the new modules will be part of a set of analytic applications Oracle Enterprise Performance Management in version 11.1.2. According to information provided by theme, new applications  can be integrated with corporate ERP system or platform used in the analysis of Oracle’s Hyperion. Oracle Enterprise Performance Management 11.1.2 will  be complemented with improvements to other analytical applications. Oracle gives as an example among others, changes in the system of information sharing and the possibility of closer integration of Hyperion Planning software from Microsoft Office applications.

Representatives of Magna Automotive Poland signed an agreement on the implementation of the new ERP system created by QAD. The company developed a QAD Enterprise Applications system whose primary target is to improved the action of companies in the range of logistics and planning purchases.
This system also improve the sales department out by dint of Electronic Document Exchange (EDI). In addition, it have very effective accounting module. The QAD ERP system have efficient financial management in compliance with accounting, law and industry requirement . Important target of QAD Enterprise Applications is to reduce the risk of delays in deliveries to the customer. The Magna Automotive Poland will try to attain this goal by implementing a new way of planning purchases. The entire system work will be based on defining a new model predictions, and frequently updated, three-week schedule for the customer, while maintaining compliance with Sarbanes-Oxley Act. Creators of this system expanded monitoring and reporting tools, allowing its users are not forced to access external tools. QAD’s ERP system is equipped with a module of tools for easy and safe adapt the system to the specyfic, individual clients. It is anticipated that project will be finished in May 2010. This implementation will take 3 months

To return to one of the aspects mentioned above, namely choosing the ERP system with a view to the company’s future development, a fully justified question comes to mind: how can one predict the future of the company, say, three years in advance? Although it is relatively easy to foresee how the company will do throughout the next year, a three year forecast may be doubtful, especially due to the economic crisis. Numerous companies have experienced such a dynamic development within only a few years that very soon their ERP systems have become incapable of handling the processes within the company. The best, and least costly, way out of this predicament is to modify and extend the existing ERP system so as to make it work with higher speed and efficiency. The point is to avoid replacing the system with a newer version due to the enormous costs this would involve. Such a solution leaves a lot to be desired, though. First of all, these rough-and-ready solutions cope only with current problems which are bound to be followed by new ones. If one continues making the system a patchwork, users themselves become totally lost in the labyrinth of additional functions and modules improvised to make the system more effective, whereas in fact the efficiency falls rapidly. Secondly, the ERP user cannot draw on the most recent technologies and IT solutions offered, for instance, by the provider from whom the ERP system was purchased. Thirdly, the maintenance costs rise and the company may be forced to rely heavily on the programmers who have been adapting the system to the ever-changing current needs. These are blind alleys which can be avoided if one applies appropriate criteria when choosing the ERP system.

There is only one “but”. The investment in ERP systems will be profitable and will yield return on condition that a detailed analysis precedes the choice of the ERP system. Only then will it be able to perform its function effectively and bring considerable financial benefits. Therefore, a number of aspects related to the features of the ERP system should be considered prior to the purchase. When the company’s expectations are specified beforehand, it is much easier to communicate with ERP providers as to the type of system that the company actually requires. Firstly, the expectations with regard to the ERP system should be well-defined. Its profitability is taken for granted. The point is to go into details. One should consider the methods of competing with other companies, since that will be one of the crucial criteria for determining the features of the required system.
Secondly, one should obtain information regarding the clearing method of the entire project consisting of the purchase and implementation of the ERP system. It is a large investment, and so the completion of the project should guarantee that the system operates without flaws and that the first step towards concrete benefits has actually been taken. The providers should specify the offer and what it includes besides the installation itself. Do they provide personnel with training with regard to the operation of the system? Will they provide the technical support and for how long? What is the actual quality of that support?
Thirdly, implementation of ERP systems entails risks. One should have the risks specified beforehand along with the most effective method of their minimization. It is vital to ask the provider for detailed information concerning the risks taken, otherwise it may turn out that following the implementation the operating costs have increased and the investment yields no return whatsoever.
When choosing an ERP system in accordance with definite criteria, one should focus not only on the technical aspects, but also on the credibility of the provider and the exact terms of the contract.

For this reason, the selecting of a particular ERP system should be preceded with relevant consideration and preparation largely on the part of the company rather than the ERP provider.
Integrated ERP systems for enterprise management are appreciated by an increasing number of companies that decide to purchase and implement them. ERP systems address the needs of both small and large enterprises, allowing for full control over the processes and activities. Large companies, which cannot do without such systems, have been using them for a long time. Smaller enterprises, on the other hand, cannot afford to purchase an ERP systemy at the initial stage of their business activity. Therefore, they use simpler supporting solutions. Some companies have become accustomed to the older software and see no need for implementing new advanced systems. However, as time goes by, the technologies supporting older systems become outdated and impractical. They can hinder the development and smooth functioning of the enterprise. This is the moment when a company starts searching for an ERP system that will answer both to present and future needs and will be able to keep up with the dynamic development of the company. However, prior to the search the company should conduct a thorough analysis of its needs so as to be able to choose the best-suited system.

The following aspects are worth considering in particular:

• the implemented ERP system should increase the quality of actual functionalities. However, it is often the case that a new ERP system does not bring in anything new, and the offered functionalities are not actual improvements. Many ERP systems implemented in various companies are exact imitations of the former system with its processes and functions. What is the result? If the former planning of business processes was ineffective, the ERP system will continue the same processes but in an automated mode, which might have a negative impact upon the efficiency of the company.
• the ERP system should create new possibilities for the company’s development and open up new areas for its activities; it is not responsible solely for systematization of the present processes and activities. A wrong choice may result in the system imposing technical and functional limitations that will impede the development of the company. This might in turn require further investment in new systems when the recently implemented system still has not yielded as much as it cost.
• the third aspect involves training in operating the ERP system. If the ERP software provider conducts thorough training, company personnel will be able to learn how the new system can facilitate their work. It is often the case that employees are not enthusiastic about advanced solutions because they have become accustomed to older systems. Therefore, they need to be convinced that the new software is a crucial step forward and not just a technical state-of-the-art curiosity.

One must bear in mind that the preliminary analysis and detailed specification of the company’s expectations are absolutely necessary for the ERP system to be implemented and activated. Who should undertake the task of preparing the analysis? It is recommended that they be employees of the particular departments that will be subjected to informatization and connected to the ERP system. They need not be IT specialists fully aware of technical solutions. The sole purpose of the initial research is to define the goals and tasks that the ERP system must support in order to enhance the functioning of the given department within the company. The employees who carry out the work on a daily basis will know best. They are familiar with all the ‘ins and outs’ and can easily specify what they need for the work to run more smoothly and for the company to become more effective. The selection of the project team and, more importantly, the project manager is a crucial moment in preparing the preliminary analysis. The project manager will be responsible for collection and systematization of the information that will be the basis for decisions regarding the system. The realization of such a project qualifies as an additional task since it is a one-time event and at the same time it requires skill and responsibility for preparing the analysis. For this reason, it seems fair that the president of the company should reward the employees assigned to the task of preparing the ERP analysis with a bonus. It will motivate the involved personnel to put more effort into the work and will definitely improve the process of selecting and implementing the business software such as the ERP systems.