...COMPETITIVE. ENTERPRISE RESOURCE PLANNING (ERP) SYSTEM IS A BIG SYSTEM WHICH INTEGRATES, AND AUTOMATES ALL BUSINESS RELATED TO ASPECTS OF THE OPERATIONAL, PRODUCTION AND DISTRIBUTION IN A COMPANY. IN ORDER TO HANDLE ALL COMPLEX BUSINESS PROCESSES, COMPANIES START TO IMPLEMENT ERP SYSTEM TO THEIR SYSTEM (UMBLE, HAFT & UMBLE 2003). IN THE FACT THAT THE SUCCESSFUL IMPLEMENTATION OF ERP CAN BRING GREAT BENEFITS TO COMPANIES TO COMPETE EACH OTHER. THEREFORE, OWNERS SHOULD KNOW IN ADVANCE ABOUT THE CRITICAL SUCCESS FACTORS OF ERP SYSTEM BEFORE THEY APPLY ERP SYSTEM TO THEIR COMPANIES (BRADLEY 2008). THE PURPOSE OF THIS REPORT IS TO DESCRIBE CRITICAL SUCCESS FACTOR FOR ERP IMPLEMENTATIONS IN INDONESIA AND MEXICO SO THAT THE OWNERS KNOW HOW TO INTEGRATE ERP TO HANDLE COMPLEX BUSINESS PROCESSES IN THEIR COMPANIES. THE DISCUSSION PRESENTED ON THESE ISSUES SHOULD BE OF VALUE TO PRACTITIONERS WHO WANT TO IMPLEMENT ERP SYSTEM. THE REPORT STARTS WITH AN OVERVIEW OF ERP AND CRITICAL SUCCESS FACTORS FOR ERP IMPLEMENTATION. IT CONTINUES BY PRESENTING THE CASE STUDY ABOUT A COMPANY IN INDONESIA ,MEXICO; AND CONCLUDES WITH SOME RECOMMENDATIONS ABOUT IMPORTANT THINGS THAT THE OWNERS MUST KNOW BEFORE THEY RUN ERP SYSTEM IN THEIR COMPANIES. OVERVIEW OF ERP IN THE PAST, APPLICATION IN EACH DEPARTMENT FOCUSED ON ITS OWN SECTOR; AND CONSEQUENTLY, THE PROCESS TO ACHIEVE CORPORATE OBJECTIVES HAS BECOME OBSTRUCTED. BUT WITH THE ERP APPLICATION, DIFFERENT DEPARTMENT CAN BE...
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...How to Avoid SAP ERP Implementation Failure 1. Introduction Any company which is implementing an ERP either a small scale or large organizations is taking huge risk as they have to invest a lot of money and it is a time taking process with risks involved. Risks and issues are part and parcel of every major IT transformation project. When we place this in point of large transformation projects like SAP or Oracle these risks and issues can be huge which can collapse the entire project if not managed and monitored periodically. SAP frameworks have executed effectively more then 40000+ clients on the planet and most extend disappointments are not identified with the item or programming however basically attached to extend execution and the product usage accomplice. As defined by Rowe ERP as “ERP systems represent the implementation of old managerial dream of unifying and centralizing all the information systems into a combined one”. The existing techniques or process which is being followed during the implementation have failed so we need to be innovative by following the standard process. In this paper we would discuss about the problems while implementing an ERP and how to overcome those to implement it successfully. 2. Statement of the problem In the late 1990-2005 most of the companies which invested in ERP 50-70% of them have faced a huge disappointment and huge losses. . In a survey it is found that 56% of implementation costs over budget, average of that over budget is...
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...COMPETITIVE. ENTERPRISE RESOURCE PLANNING (ERP) SYSTEM IS A BIG SYSTEM WHICH INTEGRATES, AND AUTOMATES ALL BUSINESS RELATED TO ASPECTS OF THE OPERATIONAL, PRODUCTION AND DISTRIBUTION IN A COMPANY. IN ORDER TO HANDLE ALL COMPLEX BUSINESS PROCESSES, COMPANIES START TO IMPLEMENT ERP SYSTEM TO THEIR SYSTEM (UMBLE, HAFT & UMBLE 2003). IN THE FACT THAT THE SUCCESSFUL IMPLEMENTATION OF ERP CAN BRING GREAT BENEFITS TO COMPANIES TO COMPETE EACH OTHER. THEREFORE, OWNERS SHOULD KNOW IN ADVANCE ABOUT THE CRITICAL SUCCESS FACTORS OF ERP SYSTEM BEFORE THEY APPLY ERP SYSTEM TO THEIR COMPANIES (BRADLEY 2008). THE PURPOSE OF THIS REPORT IS TO DESCRIBE CRITICAL SUCCESS FACTOR FOR ERP IMPLEMENTATIONS IN INDONESIA AND MEXICO SO THAT THE OWNERS KNOW HOW TO INTEGRATE ERP TO HANDLE COMPLEX BUSINESS PROCESSES IN THEIR COMPANIES. THE DISCUSSION PRESENTED ON THESE ISSUES SHOULD BE OF VALUE TO PRACTITIONERS WHO WANT TO IMPLEMENT ERP SYSTEM. THE REPORT STARTS WITH AN OVERVIEW OF ERP AND CRITICAL SUCCESS FACTORS FOR ERP IMPLEMENTATION. IT CONTINUES BY PRESENTING THE CASE STUDY ABOUT A COMPANY IN INDONESIA ,MEXICO; AND CONCLUDES WITH SOME RECOMMENDATIONS ABOUT IMPORTANT THINGS THAT THE OWNERS MUST KNOW BEFORE THEY RUN ERP SYSTEM IN THEIR COMPANIES. OVERVIEW OF ERP IN THE PAST, APPLICATION IN EACH DEPARTMENT FOCUSED ON ITS OWN SECTOR; AND CONSEQUENTLY, THE PROCESS TO ACHIEVE CORPORATE OBJECTIVES HAS BECOME OBSTRUCTED. BUT WITH THE ERP APPLICATION, DIFFERENT DEPARTMENT CAN BE...
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...INTERNATIONAL JOURNAL OF COMPUTERS Issue 4, Volume 6, 2012 Strategic and tactical success factors in ERP system implementation K. Curko1, D. Stepanic2, M. Varga3 Abstract— In order to successfully implement an ERP system it is necessary to properly balance critical success factors. By researching what the critical success factors in ERP implementation are, why they are critical, and to what extent they are relevant to users, consultants and suppliers, this paper seeks to identify critical success factors in ERP implementation and to understand the impact of each factor on the success of ERP system introduction. This paper lists ten critical success factors (CSF) providing two points of view: strategic and tactical. These are: top management support, a business plan and vision, top management support, change management program, project management, implementation strategies, project team, business process modeling and minimal customizations, monitoring and performance evaluation, software development, testing and troubleshooting, legacy systems. Keywords— ERP implementation, critical success factors, IT project, management I. INTRODUCTION Complex IT projects, such as developing and especially implementing ERP systems often fail. Many studies indicate a small success rate in terms of exceeding the time limit, budget and poor functionality of the new system. Successful ERP projects bring great benefits to the company, but can also be devastating to organizations...
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...ERP - Enterprise Resource Planning Liberty University Dr. Thomas Spotts Organizational Design and Structure ABSTRACT An Enterprise Resource Planning serves as a cross-functional enterprise backbone that integrates and automates many internal business processes and information systems within the manufacturing, logistics, distribution, accounting, finance, and human resource functions of a company. Large companies throughout the world began installing ERP systems in the 1990s as a conceptual framework for reengineering their business processes1. They have come to realize the importance of having such system in place to help them sustain their competitive advantage and to be ahead of other players in the market. It is true that the benefits that come with successful implementation are great but if not handled carefully, the risks involved are equally great. At present, most of the corporations can no longer disregard the significance of Information Technology in their organization to get competitive benefit. The companies are seriously depending on IT for processing their work because IT has supremacy to alter the whole organization such as size, net-profit, efficiency, human activity competence and customer contentment. A category III IS advancement, ERP (Enterprise resource planning system), has strategic application for the business since the incorporation of this system into all the major strategies or processes of the business can have a direct...
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...COMPETITIVE. ENTERPRISE RESOURCE PLANNING (ERP) SYSTEM IS A BIG SYSTEM WHICH INTEGRATES, AND AUTOMATES ALL BUSINESS RELATED TO ASPECTS OF THE OPERATIONAL, PRODUCTION AND DISTRIBUTION IN A COMPANY. IN ORDER TO HANDLE ALL COMPLEX BUSINESS PROCESSES, COMPANIES START TO IMPLEMENT ERP SYSTEM TO THEIR SYSTEM (UMBLE, HAFT & UMBLE 2003). IN THE FACT THAT THE SUCCESSFUL IMPLEMENTATION OF ERP CAN BRING GREAT BENEFITS TO COMPANIES TO COMPETE EACH OTHER. THEREFORE, OWNERS SHOULD KNOW IN ADVANCE ABOUT THE CRITICAL SUCCESS FACTORS OF ERP SYSTEM BEFORE THEY APPLY ERP SYSTEM TO THEIR COMPANIES (BRADLEY 2008). THE PURPOSE OF THIS REPORT IS TO DESCRIBE CRITICAL SUCCESS FACTOR FOR ERP IMPLEMENTATIONS IN INDONESIA AND MEXICO SO THAT THE OWNERS KNOW HOW TO INTEGRATE ERP TO HANDLE COMPLEX BUSINESS PROCESSES IN THEIR COMPANIES. THE DISCUSSION PRESENTED ON THESE ISSUES SHOULD BE OF VALUE TO PRACTITIONERS WHO WANT TO IMPLEMENT ERP SYSTEM. THE REPORT STARTS WITH AN OVERVIEW OF ERP AND CRITICAL SUCCESS FACTORS FOR ERP IMPLEMENTATION. IT CONTINUES BY PRESENTING THE CASE STUDY ABOUT A COMPANY IN INDONESIA ,MEXICO; AND CONCLUDES WITH SOME RECOMMENDATIONS ABOUT IMPORTANT THINGS THAT THE OWNERS MUST KNOW BEFORE THEY RUN ERP SYSTEM IN THEIR COMPANIES. OVERVIEW OF ERP IN THE PAST, APPLICATION IN EACH DEPARTMENT FOCUSED ON ITS OWN SECTOR; AND CONSEQUENTLY, THE PROCESS TO ACHIEVE CORPORATE OBJECTIVES HAS BECOME OBSTRUCTED. BUT WITH THE ERP APPLICATION, DIFFERENT DEPARTMENT CAN BE...
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...association of processes, its setting, contest, and IT. ERP systems have been often castigated for being rigid, overly complex, huge and therefore not easy to implement and control. Because of the integrated and ubiquitous nature, ERP requires adopters, implementers and users to define a common set of business rules, data standards, processes and procedures that span the entire organization (Alvarez et al. 2002, 10). Troubles in implementation have been portrayed as resembling “the prisoner escaping from an island prison” (Ross and Vitale 2000). Popularity and demand for ERP systems from organizations is increasing, but only this wish single-handedly is not sufficient, and it is evident from research that several key factors must be considered for the success of any ERP system. Petter, DeLone, and McLean (2008), describe ERP system as a tool that manages procedures and resources; therefore, it is imperative for organizations to have this tool to facilitate the...
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...Enterprise Resource Planning - Facts, Benefits and Critical Elements for a Successful Implementation in Small Manufacturing Company Azhanorhisam Che Din 1. Introduction Imagine a world without technology, and imagine a company without Enterprise Resources Planning (ERP). Perhaps we can still survive without technology, but without ERP, a company may fail to remain competitive as they fail to respond quickly to new practices and procedures. Indeed, a company who quest for competitive advantage in this era of intense competition where business entities compete for innovation, expanding customer’s expectation and internationalization of markets, a company regardless of their size must have a reliable ERP to support them. ERP has proven to be an effective tool for competitive advantage as ERP help to delivery products of the highest quality on time, as quickly as possible and at the best price. Davenport (1998, p.121) suggests that “ERP appear to be a dream comes true as these software promise the seamless integration of the information flowing through a company. Markus et al. (2000) defines ERP as commercial software package that enable the integration of transaction oriented data and business process throughout an organization. The purpose of this paper is to discuss facts about ERP, its benefits and the critical success factors in ERP implementation especially for small manufacturing companies, which is in this paper, will sometime refer to small and medium-sized enterprises...
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...executives on the success of implementation of enterprise resource planning (ERP) systems as well as the variables associated with ERP project success. Specifically, relationships between dependent variables cost and budget performance on the independent variable overall project success are studied. Variables influencing cost and time performance are also explored. Design/methodology/approach – An analysis of secondary data obtained from the 2003 financial executives international comprehensive survey-based research on technology issues for financial executives. Multiple regression analysis and other statistical methods are used. Findings – The findings indicate that ERP implementations are generally viewed as moderately successful by top financial executives. In addition, both cost and time were significantly correlated with an overall view of success with cost performance holding higher influence. Several variables were found to significantly correlate with cost and time performance. Research limitations/implications – The study can be used as a basis for further exploration on the influences on ERP success as well as serve as a preliminary model to analyze any IT project success. Practical implications – The findings can be used to guide management teams in emphasizing control of the important variables in implementing ERP that influence project success. Originality/value – The paper provides a large sample set which empirically reviews major ERP implementations and their success perception...
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...Enterprise Resource Planning (ERP) is a business management software that a company can use to collect, store, manage and interpret data from many business activities, including:-product planning, cost and development manufacturing or service delivery marketing and sales inventory management shipping and payment. ERP facilitates information sharing across organizational units and geographical locations.It enables decision-makers to have an enterprise-wide view of the information they need in a timely, reliable and consistent fashion.The major components of ERP are: financial management, manufacturing, human resource, materials management, production planning, plant maintenance, purchasing, marketing, sales and distribution. Successful implementation of ERP: Bradley Corporation implemented an ERP system and then they realized significant benefits which is lower inventory levels and warehouse space requirements, increased sales without added staff, decreased lead times and increased on-time deliveries. So Bradley changed their business process because of ERP and moved forward. Unsuccessful implementation of ERP: In 2000, Nike spent $400 million dollars to update their supply chain system and ERP implementation. But it caused 20% decreased in their stock. Because they did not test the new demand-planning software. And everything went wrong way and broke the supply chain. The most single important element in a successful ERP implementation is people. Which means a project manager...
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...Critical Success Factors for ERP implementation: The Critical Success Factors (CSF) in implementing an ERP system, that enables the Organisation or an Industry has been very challenging; in terms of integrating all the business processes within the Industry, to stay competitive and ahead of other players in the market. In order to increase efficiency and improve productivity the successful implementation of the ERP system would pave way for faster productivity and competitive advantage. Generally, ERP can be defined as enterprise wide IS (Information System) that amalgamates and controls all of the business processes in the organisation intact. According to Nah and Lau (2001) ERP is “a packaged business software system that enables a company to manage the efficient and effective (materials, human resources, finance etc.,) by providing a total, integrated solution for the organisation’s information-processing needs”. If ERP is implemented proper and efficient, the flow of information across the organisation is integrated into single common database. This allows easy and immediate access to information regarding inventory, product or customer data, and prior history information (Shehab et al., 2004). The CSF can also be influenced by the best practices adopted by the organisation. Please see the diagram below for success factor category deriving best practices. The main facets discussed below are the most prominent in the organisation for best implementation practices: Strategic...
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...Change Management: Best Practice Strategies for ERP Implementation By: Andrew Handoko 1601226176 LC11-LEC BINUS UNIVERSITY 2015 ABSTRACT The implementation of Enterprise Resource Planning (ERP) systems, have become more complex and crucial in information systems infrastructure within large organizations. However, most of these large companies deal with common people issues. Their potential users across different departments of organization resist the implementation process for some reasons. Enterprise units are being lack of communication from top management to functional units within implementation project. As a result, companies are struggle for ERP systems practice as well as to get rid of worker’s social problem and infrastructure’s transitions from old system to a new system. Ultimately, a successful ERP implementation projects are less about technology and more focus on people and process. Change Management is the best practice for “critical success factor” in ERP implementation literature. The purpose of this research is to have a better understanding about how change management is essential to be a part of ERP implementation process. This paper describes the main success factor of Change Management in order to create a successful ERP implementation and how should organizational change be managed. KEYWORDS Change Strategies, Enterprise Resource Planning, Resistance, Organizational Change, ERP, Implementation Strategies, Business Process, Change Management ...
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...china established in 1992 by Lu Qin. Since its inception Keda has been a growing leader in its industry and has seen exponential growth till the mid-2000s where they felt the internal and external pressure to implement a new ERP system. Need of being on board to be ahead As a growing established company Keda faced many issues which provoked them to look for a new ERP solution. I see five main reasons for Keda’s motivation to implement a new ERP system. * Making the decision making process more effective and efficient was a must do. With the new competitors making their way into the market Keda realized that they were falling back. Not been able to determine the cost of production, delaying important decision because of data not been readily available was some of the main reason they were falling behind the competitors which derived them to implement a new ERP. * At this time being one of the most innovative companies was rewarded by the Chines government. It was also an unofficial call by the government to all the big cooperation’s as a strategy to keep up with the international competition. * As the company was growing so did its inventory the number of where houses and also the number of inventory that is wasted and not managed properly. The ERP system was thought as a solution for this problem. * Keda was one of the most resourceful organization but the resources was not utilized properly. Compared to Japanese 90% utilization rate Keda’s was 24.6%. * Manufacturing...
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...concerning ERP implementation problems during implementation phases and causes of ERP implementation failure. A multiple case study research methodology was adopted to understand “why” and “how” these ERP systems could not be implemented successfully. Different stakeholders (including top management, project manager, project team members and ERP consultants) from these case studies were interviewed, and ERP implementation documents were reviewed for triangulation. An ERP life cycle framework was applied to study the ERP implementation process and the associated problems in each phase of ERP implementation. Fourteen critical failure factors were identified and analyzed, and three common critical failure factors (poor consultant effectiveness, project management effectiveness and poo555îr quality of business process re-engineering) were examined and discussed. Future research on ERP implementation and critical failure factors is discussed. It is hoped that this research will help to bridge the current literature gap and provide practical advice for both academics and practitioners. Keywords: Critical Failure Factors, ERP Implementation, ERP Life Cycle. 1. Introduction An ERP system is an integrated software solution, typically offered by a vendor as a package that supports the seamless integration of all the information flowing through a company, such as financial, accounting, human resources, supply chain, and customer information (Davenport, 1998). ERP implementation is a lengthy...
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...RO T E U L D GE · r & Fr a nci s G ro Risk factors in enterprise-wide/ERP projects M ARY SUM NER School of Business, Southern Illinois University, Campus Box 1106, Edwardsville, IL 62026, USA The purpose of this study was to identify the risk factors in implementing traditional management information systems projects, describe the risk factors associated with enterprise-wide/ERP (enterprise resource planning) projects and identify the risk factors in ERP projects which are unique to these projects. Some of the unique challenges in managing enterprise-wide projects which were highlighted through the ndings included the challenge of re-engineering business processes to ‘ t’ the process which the ERP software supports, investment in recruiting and reskilling technology professionals, the challenge of using external consultants and integrating their application-speci c knowledge and technical expertise with existing teams, the risk of technological bottlenecks through client-server implementation and the challenge of recruiting and retaining business analysts who combine technology and business skills. Introduction In the past few years many organizations have initiated enterprise-wide/ERP (enterprise resource planning) projects using such packages as SAP, Peoplesoft and Oracle. These projects often represent the single largest investment in an information systems (IS) project in the histories of these companies and, in many cases, the largest single investment...
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