ISOM 5720 ERP & Enterprise Systems Management

Winter 2025

Department of Information Systems, Business Statistics & Operations Management

COURSE: ISOM 5720 ERP and Enterprise Systems Management (2-0-0:2)

Concepts and practices of enterprise resource management; enterprise

resource planning systems and applications, integrated systems approach to

managing major business processes, business information reports and analyses.

Winter 2025

Saturday (9:30-12:50pm and 2:00-5:20pm), January 4, 11, 18

Wednesday (6:00-9:20pm), January 8, 15 Venue: LSK-1003 (Case classroom)

TEXTBOOK You will receive a complimentary copy of the instructor’s text book, Enterprise

Systems for Digital Transformation. Other learning materials will be posted on Canvas.

GRADING POLICY: Final course grade will be determined by the following criteria and point distribution.

Class participation 10

Case analyses 20

Lab exercises 10

ERP simulation games 20

Final exam 40

Total 100

Case analysis will be due before class on the date the case is discussed in class. There will be a total of 2 case submissions. Format of the case analysis and the   discussion questions can be found later in the syllabus.

Final exam consists of short answer questions, quantitative problems, and critical thinking (essay) questions. Use of SAP is not needed during the exam.  A study   guide will be provided to help you prepare for the exam.

COURSE INTENDED LEARNING OUTCOMES:

1.    Compare the strategic values and limitations of enterprise systems

2.    Discuss the basic concepts and practices of process-oriented management in a global, competitive environment

3.    Define the skills and knowledge to successfully implement an enterprise system in organizations

4.     Identify the new development of ERP software and applications for facilitating e-business

5.    Demonstrate examples of business process integration through the use of ERP core applications and modules

6.     Identify the tangible benefits of enterprise integration for decision making using ERP in a simulated environment

SPECIFIC KNOWLEDGE AND SKILLS DEVELOPED:

By completing this course, you should be able to:

1.     Describe the information systems evolution and its impacts on the

development of ERP systems in global businesses as well as local small businesses.

2.     Differentiate a business process from a business function.

3.     Identify the kinds of data and information that each major functional area produces and needs.

4.     Describe the benefits and limitations of system integration.

5.    Compare and contrast different ERP architectures (including three-tier, web- based, and service oriented).

6.     Explain why ERP system implementations often incorporate process redesign and industry best practices.

7.    Compare and contrast different enterprise system implementation strategies and processes.

8.     Determine and analyze the total cost of ownership and vendor selection

based on financial criteria such as net present value (NPV) and internal rate of return (IRR).

9.     Describe how open source, SOA and SaaS will impact the future development of enterprise systems.

10.   Describe the major functions and benefits of customer relationship

management (CRM) and supply chain management (SCM) software, as an extension of ERP software.

11.  Solve a material requirements planning (MRP) problem by determining the timing and quantity requirements for each material.

12.   Perform proficiently an integrated business process involving sales and distribution, production planning and control, purchasing, warehouse management, and financial transactions using SAP.

13.   Define the security, ethical, and legal issues related to ERP systems and their implementation.

14.   Use basic reporting and analytical tools to analyze multidimensional data.

15.   Demonstrate essential decision-making skills in an ERP simulation game.

ACADEMIC Students at HKUST are expected to observe the Academic Honor Code at all times

INTEGRITY: (https://acadreg.ust.hk/generalreg.html for more information). Zero tolerance is

shown to those who are caught cheating on any form of assessment and a zero mark will be given. In particular, any act of cheating on exam will automatically result in an   F grade for this course.  All written assignment will be screened by Turnitin for plagiarism and points will be deducted when the similarity index is considered high (e.g., more than 25%).

COURSE OUTLINE

CASE DISCUSSION ASSIGNMENTS

General information:

While here is no page limit for the case analysis, it should be one to two pages long, single spaced between lines but double spaced between paragraphs. Please note that all written assignments will be checked by Turnitin for plagiarism. Penalty will be imposed for any submission with a high similarity score. To avoid receiving a high similarity score, please do not copy and paste the case assignment questions or extensive use of exact wordings in the case.

For each case, a list of suggested questions is given (below) but you don't need to follow them exactly. You can organize your answer any way you think best. Make sure your analysis is concise (use of bullet points for the answers is allowed) and avoids repeating information that already given in the case. A submission link is provided in Canvas for you to upload the analysis. Late assignment will not be accepted unless it is accompanied by a valid (e.g., medical) excuse.

Cathay Pacific: Implementing an integrated e-freight solution

For class discussion only

(a) How crucial was an integrated process and information sharing to Cathay Pacific’s cargo operations?

(b) What were the major roles of Cathay Pacific in introducing the e-freight process?  How to overcome the challenges when implementing it?

(c) Describe how Cathay Pacific’s ultimate success in its air cargo business depended on an alignment of people, process, and technology.

Assignment 1. Lenovo: Digital transformation for supply chain intelligence

Due before class

(a) How did the COVID-19 pandemic disrupt Lenovo’s global supply chain?

(b) How could digital transformation help Lenovo achieve its higher performance targets even in the face of global supply chain disruptions?

(c) What organizational and technical challenges should Lenovo focus on and overcome for a successful implementation of the SCI framework across its supply chain?

Assignment 2. Bloom & Grow Asia (I): ERP strategy and planning

Due before class

(a) For Bloom & Grow Asia, what specific reasons were presented to justify the first ERP implementation project? Did these reasons warrant an ERP implementation project?

(b) What prompted the consideration of a second ERP implementation? Should Bloom & Grow upgrade its existing xTuple system or replace it with a new one?

(c) What other recommendations would you give Peter Deacon to ensure a successful implementation and deployment of ERP in the future? What were the major lessons learned in the previous two implementations?