The computing power in the few micro processors that are now in a Ford Motor Car is much more than all the computing power that was put in the space vehicle that landed the first men on the moon and brought them back. In today's do-more-with-less business environment, with increasing demands from customers, shareholders, and regulators, the IT organization is not only asked to work harder and smarter, but is being asked to take on the role of assuring the business.

Humanity has progressed from agricultural revolution to the industrial revolution and is now moving to an information revolution. It is this awesome computing power at continuously falling prices and the computers being networked over global telecom highways that is leading to the use of Information Technology in every sector of human activity be it communication, banking, trading, learning and teaching, entertainment, socializing, government, management and librarying. Just as machines have extended man's mechanical power and his convenience and comfort, Information Technology as commonly picturized by computers, is extending man's mind or brain or intellectual power. The term information technology has ballooned to encompass many aspects of computing and technology, and the term is more recognizable than ever before.

An ERP system is our information backbone and reaches into all areas of our business and value-chain. Replacing it can open unlimited business opportunities. The cornerstone of this effort is finding the right partner and specialist. Our long-term business strategy will form the basis of the criteria for our selection of an ERP system replacement. Our ERP provider must be part of our vision. It is the duty of a software provider to help us to get there by doing their part to make sure our next system will be our last ERP system replacement. Some of the criteria that allow us to identify and select the solution that will meet these expectations.

In this paper we describe and explain the Minimum Spanning Tree (MST) generation algorithms of a weighted graph with renovated idea. Here, we used a new cycle testing algorithm for testing cycles, if required, in generation of Minimum Spanning Tree. The reason behind this is to optimize the execution time for cycle testing. Also, we describe some Minimum Spanning Tree algorithms for weighted graph with a renovated idea. We applied here new concept for explanation of minimum Spanning tree with better time complexity.

The failure to plan will lead to results that fall short of expectations. The same thing can be said of companies and their search for a new Enterprise Resource Planning (ERP) system. All companies undertake the search for a new system because they believe there is an opportunity to improve the organization, either by improving the revenue, decreasing costs or both.

But far too often, companies undertake this effort without having a plan on how to select a new ERP system. They fall victim selecting the product with the best sales presentation or the best cost proposal. There is not quantitative evidence that this new system will actually achieve the goals of improving the revenue or decreasing the cost.

So put an evaluation plan in place. No two plans will be the same but all should have the same basic concepts.

Most systems have their heritage in the Material Requirements Planning (MRP) philosophy developed in the 1960s. This concept utilized computer power to calculate time-phased material requirements. It later evolved into MRPII promoted by APICS and Ollie Wight during the 1980s, and further evolved to the Enterprise Resource Planning (ERP) systems available today.

The original premise of all of these systems is that material planning is the center of the universe. The typical manufacturing system was designed with an MRP process at the heart of the system. The emphasis of such systems is on standard bills and routings and standard costs.

Companies in the ETO world have different requirements. Designing and building complex products to exact customer specifications frequently involves long lead times and heavy engineering content. To win business, you must provide accurate estimates and quotations to a demanding customer base. Unlike the majority of manufacturers, capital equipment manufacturers typically purchase material to a specific project or job. You need to do progress billing and collect actual costs to projects. Often, you will not receive payment for a project until it is installed and operating at a customer's site. So, cash management is of vital importance. And after the sale, you need to track warranty information and provide aftermarket services, including the sale of spare parts that may constitute a significant share of your company's business.