Transaction Processing

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Transaction Processing Enterprise Resource
Planning Systems

• Chapter 9

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Learning Objectives

• Identify basic activities objectives common to
  all transaction processing systems.
• Describe inputs, processing outputs for the
  transaction processing system associated with
  order processing.
• Describe inputs, processing outputs for the
  transaction processing system associated with
  purchasing.
• Describe inputs, processing outputs for the
  transaction processing system associated with
  accounting business processes

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Learning Objectives

• Define the term enterprise resource planning
• Discuss the pros and cons of implementing an
  enterprise resource planning system.

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An Overview of Transaction Processing Systems
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Traditional Transaction Processing Methods
Objectives

• Batch
• On-line
• Real-time
• Online transaction processing (OLTP)
• On-line entry with delayed processing

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Figure 9.2
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Objectives of a Transaction Processing System

• Process data generated for and about
  transactions.
• Maintain a high degree of accuracy and integrity.
• Produce timely documents reports

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Objectives of a Transaction Processing System

• Increase labor efficiency
• Help provide improved service
• Help build and maintain customer loyalty
• Achieve competitive advantage

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Table 9.1
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Fig 9.4
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Fig 9.5
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Control Management Issues

• Business resumption planning
• Disaster recovery
• Backups
• Hot sites
• Cold sites
• Backups

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Transaction Processing Audit

• Does the system meet its business requirements?
• Are there procedures and controls?
• Are the procedures controls properly used?

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Traditional Transaction Processing Applications
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Table 9.2
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Fig 9.7
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Fig 9.8
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Fig 9.7
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Fig 9.9
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Fig 9.10
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Fig 9.11
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Fig 9.12
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Fig 9.13
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Fig 9.14
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Fig 9.15
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Fig 9.16
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Fig 9.17
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Fig 9.18
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Fig 9.19
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Fig 9.20
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Fig 9.21
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Table 9.3
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Enterprise Resource Planning
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Advantages of ERP

• Eliminates costly, inflexible legacy systems
• Improved technology infrastructure
• Improved work processes
• Increased data access for decision making

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Disadvantages of ERP

• Expense time
• Radical change
• Integrating with other systems
• One vendor risks

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Fig 9.22
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Fig 9.23