scholarly journals Customer requirements based ERP customization using AHP technique

2014 ◽  
Vol 20 (5) ◽  
pp. 730-751 ◽  
Author(s):  
Sudhaman Parthasarathy ◽  
Maya Daneva
Keyword(s):  
Enterprise Resource Planning ◽  
Case Study Research ◽  
Real Life ◽  
Resource Planning ◽  
Empirical Literature ◽  
Erp Implementation ◽  
Content Type ◽  
Real Life Setting ◽  
Hierarchy Process

Purpose – Customization is a difficult task for many organizations implementing enterprise resource planning (ERP) systems. The purpose of this paper is to develop a new framework based on customers’ requirements to examine the ERP customization choices for the enterprise. The analytical hierarchy process (AHP) technique has been applied complementarily with this framework to prioritize ERP customization choices. Design/methodology/approach – Based on empirical literature, the paper proposed an ERP customization framework anchored on the customer's requirements. A case study research method was used to evaluate the applicability of the framework in a real-life setting. In a case study with 15 practitioners working on the vendor's and the client's sides in an ERP implementation, the paper applied the framework jointly with the AHP technique to prioritize the feasible customization choices for ERP implementation. Findings – The paper demonstrates the applicability of the framework in identifying the various feasible choices for the client organization to consider when they decide to customize their selected ERP product. Research limitations/implications – Further case studies need to be carried out in various contexts to acquire knowledge about the generalizability of the observations. This will also contribute to refining the proposed ERP customization framework. Practical implications – Very few literature sources suggest methods for exploring and evaluating customization options in ERP projects from requirements engineering perspective. The proposed framework helps practitioners and consultants anchor the customization decisions on the customer's requirements and use a well-established prioritization technique, AHP, to identify the feasible customization choices for the implementing enterprise. Originality/value – No previously published research studies provide an approach to prioritize customization choices for ERP anchored on the customer's requirements.

Organization development through ad hoc problem solving

2013 ◽  
Vol 7 (1) ◽  
pp. 23-42 ◽  
Author(s):  
Davar Rezania ◽  
Noufou Ouedraogo
Keyword(s):  
Problem Solving ◽  
Knowledge Transfer ◽  
Enterprise Resource Planning ◽  
Ad Hoc ◽  
Resource Planning ◽  
Erp Implementation ◽  
Content Type ◽  
Knowledge Resources ◽  
Practical Implications

Purpose – The purpose of this research is to study the ad hoc problem of developing capabilities for knowledge transfer between various constituencies of an enterprise resource planning (ERP) implementation project. The paper studies how an ERP project develops ability to network, link, and integrate its various knowledge resources over time. Design/methodology/approach – The paper conducted a case study of an ERP project, from its initiation in 2008 to its completion in 2011. Findings – The case demonstrates the dynamics of development of knowledge transfer capacities through ad hoc problem solving. The paper identifies five mechanisms used in this case for the development of knowledge transfer capacities. Practical implications – Ad hoc problem solving mechanisms demonstrated in this paper can be intentionally planned and utilized in similar projects to enable interaction, integration, and institutionalization. Originality/value – Even though ad hoc problem solving as a model for change is prevalent in many organizations, studies of ad hoc problem solving capabilities as a mechanism for change are not extensive. This case describes ad hoc mechanisms that foster change and development of knowledge transfer capacities during large IT project implementations.

Meeting halfway

2017 ◽  
Vol 23 (5) ◽  
pp. 936-956 ◽  
Author(s):  
Pamella Drummond ◽  
Fernando Araujo ◽  
Renata Borges
Keyword(s):  
Latin America ◽  
Conceptual Framework ◽  
Enterprise Resource Planning ◽  
Leadership Behavior ◽  
Resource Planning ◽  
End Users ◽  
Erp Implementation ◽  
Content Type ◽  
Depth Analysis

Purpose The purpose of this paper is to investigate the large case of enterprise resource planning (ERP) system implementation in Latin America, performed between 2011 and 2015 in a Brazilian, multinational, publicly traded company. Using the organizational change literature as background, this research analyzes the barriers and factors of success by comparing the perspectives of ERP implementers and end-users, identifying success factors and barriers of this project. A conceptual framework is developed. Design/methodology/approach The case study method was used to conduct an in-depth analysis of the interviews that captured the complexity of this process. The change management project team had exactly 11 implementers, of whom ten were interviewed, and 45 end-users, of whom 20 were interviewed. Findings The results suggest that end-users and implementers have opposite perceptions regarding the role of previous experience, organizational processes, capacity for change, leadership behavior, and the interaction of business units. In general, implementers presented a more critical perception of the change processes. Conversely, implementers and end-users agreed that business needs and cultural values facilitated the ERP implementation, whereas organizational structure and geographic dispersion constrain it. Research limitations/implications This research could have analyzed the results by region or by production line. Originality/value The major contribution of this research is to offer a conceptual framework to analyze different views about the same project. This study deepens the understanding of ERP implementations by adding studies from other countries and different cultures. For practitioners, this case study aims to offer the experiences and perceptions that implementers and end-users had about the largest ERP implementation system in Latin America.

Implementation of cloud ERP in the SME: evidence from UAE

2020 ◽  
Vol 27 (2) ◽  
pp. 299-327
Author(s):  
Nizar Mohammad Alsharari ◽  
Mohammad Al-Shboul ◽  
Salem Alteneiji
Keyword(s):  
Case Studies ◽  
Enterprise Resource Planning ◽  
Small And Medium Enterprises ◽  
Real Life ◽  
Resource Planning ◽  
Decision Makers ◽  
Erp Implementation ◽  
Content Type ◽  
Erp System ◽  
Technological Management

PurposeThis study aims to explain the implementation of Cloud enterprise resource planning (ERP) system and underlying factors and challenges that might be practiced by the users. It also provides a comparison between traditional and Cloud ERP systems.Design/methodology/approachThe study uses qualitative case study and analyzes the primary evidences from in-depth interviews. It conducts a thematic analysis of the interviews' findings. Furthermore, the current study uses three groups of factors (technological, management and environmental) that are expected to be best determinants of the Cloud ERP implementation.FindingsThe findings provide an evidence that using the Cloud EPR system, as alternative to on premise traditional ERP system, is constructive to the success of organizations and improve the quality of their decision-making process. The findings also reveal that effectiveness of implementing Cloud ERP is reliable on the provider's professionalism; hence resulting in issues related to minimize organizational independence.Research limitations/implicationsThis paper is subjected to case studies limitations, as it lacks rigor and generalization. The paper has important implications for practitioners and decision-makers alike as it presents real-life example about Cloud ERP implementation. It thus enhances decision-makers' ability to make a relevant reporting process in the small and medium enterprises (SMEs).Originality/valueThis study can be considered as a one of very few case studies that discusses Cloud ERP implementation in UAE organizations particularly SMEs. It also provides three groups of factors (technological, management and environmental) that are influenced by the Cloud ERP implementation.

Integration as unrealised ideal of ERP systems

2019 ◽  
Vol 16 (1) ◽  
pp. 2-34
Author(s):  
Henk-Jan van Roekel ◽  
Martijn van der Steen
Keyword(s):  
Enterprise Resource Planning ◽  
Design Methodology ◽  
Resource Planning ◽  
Erp Systems ◽  
Single Object ◽  
Erp Implementation ◽  
Content Type ◽  
Erp System ◽  
The Ideal

PurposeThis paper aims to uncover how implementation practices affect the unfolding of integration as the ideal of an enterprise resource planning (ERP) system. In this way, the authors aim to provide a better understanding of the ways in which the ideal of integration affects the complexity of ERP systems.Design/methodology/approachThis paper interprets a case study of the implementation of an ERP system in a Dutch company.FindingsThe paper highlights how different variations of an object of integration were enacted during an ERP implementation. The authors observe how the interests of the various actors were not always served by the variations of integration in circulation. They illustrate how this resulted in a failure of the network to be folded into a taken-for-granted configuration of constituent parts. Consequentially, having multiple variations of integration contributed to increased complexity of the system.Originality/valueThe paper highlights how multiple variations of a single object of integration are brought into circulation. Such perspective enables a better understanding of some of the complexities associated with ERP implementations.

Project management: a case study of a successful ERP implementation

2008 ◽  
Vol 1 (1) ◽  
pp. 106-124 ◽  
Author(s):  
Fergal Carton ◽  
Frederic Adam ◽  
David Sammon
Keyword(s):  
Project Management ◽  
Success Rate ◽  
Enterprise Resource Planning ◽  
Research Work ◽  
Resource Planning ◽  
Project Managers ◽  
Erp Implementation ◽  
Content Type ◽  
Key Aspects

PurposeThe success rate of enterprise resource planning (ERP) implementations is not high in view of the sums invested by organisations in these applications. It has often been indicated that a combination of inadequate preparedness and inappropriate project management have been responsible for the low‐success rate of ERP implementations. The purpose of this paper is to present a case study of a successful ERP implementation.Design/methodology/approachIn this paper, the authors use a case study of a very successful roll out of an ERP application in the Irish subsidiary of a UK multinational to investigate the validity of one of the most commonly cited project management frameworks, the project management body of knowledge (PMBOK), to ERP projects. Discussing each category of the framework in turn, the case data to illustrate where the PMBOK framework is a good fit or needs refining for ERP projects is used.FindingsIt is found that, by and large, PMBOK, because it is a very broad framework, can shed light on most of the key aspects of an ERP project. However, the specificities of this type of project require a different emphasis on some of the factors, as discussed in the authors conclusions. The case analysis also raised some interesting insights into how companies evaluate the success of such highly complex change management initiatives.Research limitations/implicationsThis research work will need to be extended to cover other case studies of ERP implementation across other industries and organisational contexts; for example in less tightly regulated industries and smaller organisations.Practical implicationsThis discussion will be of great value to ERP project managers who are in the early stages of a project and need to understand and anticipate the areas which will require specific attention on their part, based on their knowledge of the specific circumstances within their organisational context.Originality/valueThis paper presents an investigation into the project management strategy adopted in the Pharma Inc. case and illustrates the mechanics of a successful ERP project implementation, categorised using the PMBOK framework.

scholarly journals Blockchain, Enterprise Resource Planning (ERP) and Accounting Information Systems (AIS): Research on e-Procurement and System Integration

2021 ◽  
Vol 11 (15) ◽  
pp. 6792
Author(s):  
Alessio Faccia ◽  
Pythagoras Petratos
Keyword(s):  
Information Systems ◽  
Enterprise Resource Planning ◽  
System Integration ◽  
Case Study Research ◽  
Accounting Information ◽  
Resource Planning ◽  
Security And Privacy ◽  
Accounting Information Systems ◽  
Erp System

Accounting information systems (AISs), the core module of any enterprise resource planning (ERP) system, are usually designed as centralised systems. Nowadays, the continuous development and applications of blockchain, or more broadly—distributed ledger technology (DLT), can change the architecture, overcome and improve some limitations of centralised systems, most notably security and privacy. An increasing number of authors are suggesting the application of blockchain technologies in management, accounting and ERPs. This paper aims to examine the emerging literature on this field, and an immediate result is that blockchain applications can have significant benefits. The paper’s innovative contribution and considerable objective are to examine if blockchain can be successfully integrated with AIS and ERPs. We find that blockchain can facilitate integration at multiple levels and better serve various purposes as auditing compliance. To demonstrate that, we analyse e-procurement systems and operations using case study research methodology. The findings suggest that DLT, decentralised finance (DeFI), and financial technology (FinTech) applications can facilitate integrating AISs and ERP systems and yield significant benefits for efficiency, productivity and security.

scholarly journals COMPARATIVE STUDY OF ERP IMPLEMENTATION METHODOLOGY CASE STUDY: ACCELERATED SAP VS DANTES & HASIBUAN METHODOLOGY

2013 ◽  
Vol 8 (1) ◽  
pp. 8
Author(s):  
Muhammad Hafizhuddin Hilman ◽  
Farisya Setiadi ◽  
Ika Sarika ◽  
Jarot Budiasto ◽  
Rakhmat Alfian
Keyword(s):  
Enterprise Resource Planning ◽  
System Development ◽  
Resource Planning ◽  
Application Development ◽  
Erp Implementation ◽  
Erp System ◽  
Whole Process ◽  
Implementation Methodology ◽  
Development Paradigm

Enterprise Resource Planning (ERP) system is a concept of enterprise system that describe the integration of the whole process in the organization. Study in this field mostly about external development paradigm on information system development. So, issue in ERP is all about how to adopt it in the organization, not about the application development. This paper reviews two methodology on ERP system implementation, one is vendor perspective methodology and new generic perspective methodology. Comparation of both methodology is done in this study by using Roger Sessions’ metric. Result is the vendor perspective slightly superior than the new generic perspective methodology.

Corporate survival in Industry 4.0 era: the enabling role of lean-digitized manufacturing

2019 ◽  
Vol 31 (1) ◽  
pp. 1-30 ◽  
Author(s):  
Morteza Ghobakhloo ◽  
Masood Fathi
Keyword(s):  
Enterprise Resource Planning ◽  
Industry 4.0 ◽  
Manufacturing System ◽  
Resource Planning ◽  
Security And Privacy ◽  
Social Implications ◽  
Future Research ◽  
Manufacturing Firm ◽  
Content Type

Purpose The purpose of this paper is to demonstrate how small manufacturing firms can leverage their Information Technology (IT) resources to develop the lean-digitized manufacturing system that offers sustained competitiveness in the Industry 4.0 era. Design/methodology/approach The study performs an in-depth five years case study of a manufacturing firm, and reports its journey from failure in the implementation of enterprise resource planning to its success in integrating IT-based technology trends of Industry 4.0 with the firm’s core capabilities and competencies while pursuing manufacturing digitization. Findings Industry 4.0 transition requires the organizational integration of many IT-based modern technologies and the digitization of entire value chains. However, Industry 4.0 transition for smaller manufacturers can begin with digitization of certain areas of operations in support of organizational core strategies. The development of lean-digitized manufacturing system is a viable business strategy for corporate survivability in the Industry 4.0 setting. Research limitations/implications Although the implementation of lean-digitized manufacturing system is costly and challenging, this manufacturing strategy offers superior corporate competitiveness in the long run. Since this finding is rather limited to the present case study, assessing the business value of lean-digitized manufacturing system in a larger scale research context would be an interesting avenue for future research. Practical implications Industry 4.0 transition for typical manufacturers should commensurate with their organizational, operational and technical particularities. Digitization of certain operations and processes, when aligned with the firm’s core strategies, capabilities and procedures, can offer superior competitiveness even in Industry 4.0 era, meaning that the strategic plan for successful Industry 4.0 transition is idiosyncratic to each particular manufacturer. Social implications Manufacturing digitization can have deep social implications as it alters inter- and intra-organizational relationships, causes unemployment among low-skilled workforce, and raises data security and privacy concerns. Manufacturers should take responsibility for their digitization process and steer it in a direction that simultaneously safeguards economic, social and environmental sustainability. Originality/value The strategic roadmap devised and employed by the case company for managing its digitization process can better reveal what manufacturing digitization, mandated by Industry 4.0, might require of typical manufacturers, and further enable them to better facilitate their digital transformation process.

scholarly journals How to Overcome Transformation Barriers in IT Departments of State-Owned Enterprises

2018 ◽  
Vol 8 (1) ◽  
pp. 86
Author(s):  
Christoph Ertl ◽  
Alexander Herzfeldt ◽  
Helmut Krcmar
Keyword(s):  
Organizational Change ◽  
Enterprise Resource Planning ◽  
Change Process ◽  
Business Processes ◽  
Organizational Transformation ◽  
Case Study Research ◽  
Resource Planning ◽  
Research Approach ◽  
It Departments

This paper develops a framework for analyzing organizational change in information technology (IT) departments of state-owned enterprises (SOEs) and applies that framework to a case study of a German airport that is majority-owned by the German federal government. Specifically, we derive a framework from literature to systematically identify transformation barriers for introducing new enterprise resource planning (ERP) systems and business processes in IT departments of SOEs. This framework is based on the punctuated equilibrium model and considers dynamic process incorporation, explicit stakeholder integration, a detailed representation of the change process, and characteristics of public employees as main factors. We then apply the framework in a case study research approach and show how the framework allows identification of transformation barriers hidden to management but involved in the organizational change process (e.g., required change of organizational structures, required change of service-level-agreements). The framework can be a valuable tool for both researchers and practitioners to actively shape the effects of organizational transformation in SOEs and to identify factors that influence the change process.

Insuring a Successful ERP Implementation

2011 ◽  
pp. 110-125
Author(s):  
Kimberly Furumo
Keyword(s):  
Enterprise Resource Planning ◽  
Resource Planning ◽  
Erp Implementation ◽  
Erp System ◽  
Roles And Responsibilities ◽  
Case Study Analysis ◽  
Governmental Agencies ◽  
Governmental Organizations ◽  
It Implementation

This chapter provides a case study of a failed enterprise resource planning (ERP) implementation at a public university. Public universities, like other governmental agencies, may have more dif?culty implementing information technology (IT) because of limited resources, increased organizational bureaucracy, and extensive statutory reporting requirements. This chapter begins by identifying what an ERP system is, the dif?culties of implementing ERP systems, and the added dif?culties related to implementing technology in governmental organizations. In this case study analysis, upper managers, IT staff, and functional department end users were asked to identify why the project failed. Several lessons were learned including the importance of allocating adequate ?nancial resources to IT projects and managing the change process. As organizations move from the centralized legacy system environment which was prevalent in the last half of the 20th century, to the new distributed ERP environment, roles and responsibilities are changing. Readers are provided with practical suggestions that will help improve IT implementation success in governmental agencies.

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