Once again, despite my love of British history, the only thing that I seem to remember from my school days about King Alfred is that he was holed up somewhere in some sort of boggy terrain following a lengthy battle and, due to exhaustion had fallen asleep by a fire and managed to burn some cakes!

During my second year of college, I met a young lady named Cassie who asked me to join a club that convened on-campus. Their activities were not sanctioned by the University, but they managed to reserve a small room in the Student Union to conduct their meetings. The group professed to study paranormal activities and other events that could not be explained. Cassie bumped into me several times on campus and, apparently realizing I was a sucker for a pretty face, she eventually coerced me into attending a gathering she described as a “fun group of cool people investigating weird phenomena.”

ERP is just for Manufacturing Organizations

This assumption is basically due to the way in which ERP was historically developed

from the methods of Material Requirement Planning (MRP) and Manufacturing

Resource Planning (MRP II), which are relevant to manufacturing organizations. In the

manufacturing industry, MRP became the fundamental concept of production

management and control in mid 1970s. At this stage BoM (Bill of Materials), which is

purchase order management that utilizes parts list management and parts

development, was the prevailing trend.