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The use of ERP has become the standard. Producers, who hope to succeed in an increasingly competitive market, should actively use the ERP just to meet the operational efficiency of competitors.
ERP defined production rules. Also, as an amateur or professional football team know that the outcome of the game will depend on success on the field, as manufacturers know that the fundamental standards for production could lead to a predictable, efficient operations. But if everyone uses the same rules of the game, enough for their confidence in success? Are there enough of ERP? If victory means that the methods found successful competition, the winner needs a new game and new rules.
More and more manufacturers are introducing systems ERP, and as consumers demand more, it is clear that twenty-five rules of ERP do not give a clear and lasting competitive advantage. Performance is still required, but it is not enough.
As shown in Figure A use of ERP has always focused exclusively on internal processes. ERP optimizes the receipt of orders, production planning, purchasing, production, delivery and management – that is, all internal operations. But if the competitive advantage in the next decade will be determined by the creation and delivery of consumer value, the current model of ERP is not enough. Manufacturers need to expand the rules to include a new player – the buyer.
The most powerful tools of production management in this decade will be those that will be built on a solid foundation model ERP, and will focus on integration with customers. The planning system is the production of this decade will have two focuses – on production efficiency and to create consumer value. This new paradigm of planning and a resource planning, synchronized with the buyer – CSRP. CSRP – synchronize the buyer with the internal planning and production
This booklet begins with several business-critical questions: “What products will require a buyer within six months?” and “What kind of product development will create a competitive difference?”
If the preferences of consumers are changing at an unprecedented rate, then how is it possible to obtain critical information about the market? The answer is simple – to integrate customers with business planning and enforcement system.
CSRP uses proven, integrated functionality of the ERP and redirects the production planning of the production further, to the buyer. CSRP provides effective methods and applications to create products with higher value for the buyer.
For the implementation of CSRP should:
- Optimize production activities (operations), building an efficient infrastructure based on the methodology and tools for ERP;
- Integrate customer and focus on the customer units of an organization, with major planning and production units;
- Implement open technologies to create a technological infrastructure that can support the integration of customers, suppliers and manufacturing applications.
Streamline operations
CSRP begins with a performance element. Production efficiency and enterprise operations are still needed. Great ideas for new products and promises to buyers who do not pass the quality and do not occur in the products and remain ideas and promises. CSRP begins with effective use of proven practices of enterprise resource planning.
The first step in the CSRP – to achieve operational efficiency through the introduction of manufacturing technology in order adopted in the ERP. Why apply twenty-five methods? Why have not abandoned the practice of ERP for the sake of new business methods? There are two reasons.