Measuring the Impact of SAP R/3 Implementation to Efficiency of Process Business on the Paper Manufacturing Industry

Measuring the Impact of SAP R/3 Implementation to Efficiency of Process Business on the Paper Manufacturing Industry

Ford Lumban Gaol, Yosef Yosef, Tanty Oktavia, Tokuro Matsuo
Copyright: © 2021 |Pages: 11
DOI: 10.4018/978-1-7998-0361-4.ch010
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Abstract

This study aims to improve the sales business processes of paper manufacturing industry. While manual systems are still used in the company operations utilized today, this study would enhance the business process with the ERP system approach. This analysis uses methods of exploration, interviews, and literature reviews on business process growth. The findings of this study include a new design of business processes and suggestions for business processes that meet the needs of the paper manufacturing ERP system.
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2 Paper Manufacture Industry

The commercial activities of the companies began in 1989, using Paper Machine 2 (PM2) to manufacture linerboards. Paper Machine 1 (PM1) started producing coated duplex boards in 1990, and a third paper machine (PM3) started manufacturing corrugated media in 1995 (Flisberg et al., 2002; Forsberg et al., 2005; Frisk et al., 2006; Goulimis, 1990). The company built its first power station (Cogen1) with a capacity of 32,5 megawatts in the same year. A fourth paper machine, PM7, was completed in 2006 and updated in 2012, manufacturing containerboard (corrugated medium and linerboard). A second power plant (Cogen2) was installed with a 35 MW capacity. In December 2010, a fifth paper computer (PM5) praised the activities (Gunasekaran & Ngai, 2004; Gunasekaran & Ngai, 2005; Gunnarsson et al., 2006a; Gunnarsson et al., 2006b).

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