Lessons from Enterprise Resource Planning Implementations in Ireland – Towards Smaller and Shorter ERP Projects

2000 ◽  
Vol 15 (4) ◽  
pp. 305-316 ◽  
Author(s):  
Frédéric Adam ◽  
Peter O'Doherty
Keyword(s):  
Enterprise Resource Planning ◽  
Small And Medium Enterprises ◽  
Resource Planning ◽  
Erp Systems ◽  
Software Market ◽  
Fast Pace ◽  
Erp Software ◽  
Media Reports ◽  
Average Size ◽  
Medium Enterprises

The enterprise resource planning (ERP) software market has been growing at a very fast pace over the last few years and has been predicted to keep growing rapidly in the long term. This has led to an abundance of media reports on the subject of ERP and to managers wondering whether their companies should implement ERP systems. In order to separate the reality of the ERP phenomenon from the hype that surrounds it, we studied 14 ERP implementation projects in Irish organizations and focused on the key relationships between organizations which attempt to implement ERP systems and their implementing partners. We found that the ERP implementations that are going on in Ireland at the moment are different to the projects that have been reported elsewhere in two key respects. Firstly, the organizations interested in ERP software are, on average, far smaller than the case studies reported in the literature and the majority of the cases we reviewed were small and medium enterprises (SMEs). Secondly, the durations of implementation were far shorter than reported elsewhere. These results are not surprising if one considers the smaller average size of Irish organizations, but they indicate that the ERP movement is truly ready for an extension towards the SME market. They also indicate that the duration of the implementation of ERP software may be related to the size and complexity of the client organization and that SMEs can expect to have an easier time implementing ERPs than the current literature suggests. We also found that software implementers play a key role, not only in technical terms, but also in managerial and political terms, because they can help their clients in correcting their expectations and perceptions of ERP systems and ERP implementations.

Do ERP Implementations Have to be Lengthy? Lessons from Irish SMEs

2011 ◽  
pp. 114-137
Author(s):  
Frédéric Adam ◽  
Peter O’Doherty
Keyword(s):  
Small And Medium Enterprises ◽  
Erp Systems ◽  
Software Market ◽  
Fast Pace ◽  
Erp Software ◽  
Media Reports ◽  
The Moment ◽  
Average Size ◽  
Medium Enterprises

The ERP software market has been growing at a very fast pace over recent years and has been predicted to keep growing rapidly in the long term. However, there is now clear evidence of a slow down in this market and some suppliers of ERP packages have reported poor results. Nevertheless, the abundance of media reports on the subject of ERP has led many managers to wonder whether their companies should implement ERP systems. In order to separate the reality of the ERP phenomenon from the hype that surrounds it, we studied 14 ERP implementation projects in Irish organizations and focused on the key relationships between organizations that attempt to implement ERP systems and their implementing partner. We found that the ERP implementations in Ireland at the moment are different to the projects that have been reported elsewhere in two key respects. Firstly, the organizations interested in ERP software are, on average, far smaller than the case studies reported in the literature and the majority of the cases we reviewed were small and medium enterprises (SMEs). Secondly, the durations of implementation were far shorter than reported elsewhere. These results are not surprising if one considers the smaller average size of Irish organizations, but they indicate that the ERP movement is truly ready for an extension towards the SME market. They also indicate that the duration of the implementation of ERP software may be related to the size and complexity of the client organization and that SMEs can expect to have an easier time implementing ERPs than the current literature suggests. We also found that software implementers play a key role not only in technical terms, but also in managerial and political terms because they can help their clients to correct their expectations and perceptions of ERP systems and ERP implementations.

scholarly journals Components and Analysis Method of Enterprise Resource Planning (ERP) Requirements in Small and Medium Enterprises (SMEs)

2016 ◽  
Vol 6 (2) ◽  
pp. 682
Author(s):  
Yousef Khaleel ◽  
Anmar Abuhamdah ◽  
Mutaz Abu Sara ◽  
Bassam Al-Tamimi
Keyword(s):  
Enterprise Resource Planning ◽  
Information Technologies ◽  
Small And Medium Enterprises ◽  
Process Analysis ◽  
Resource Planning ◽  
Analysis Method ◽  
Erp Systems ◽  
Erp System ◽  
Fast Development ◽  
Medium Enterprises

With the fast development of information technologies and enterprise software, Enterprise Resource Planning (ERP) systems are increasingly adopted by more small and medium enterprises (SMEs). Based on this trend, it is necessary to develop ERP systems in a manner that meets and fits the SMEs requirements and needs. This paper proposes conceptual components of ERP requirements that are required for generating ERP system functions. In addition, it proposes an ERP requirements analysis method for ERP system developments in order to produce the proper ERP system functions for SMEs. The advantage of this analysis method is that it is easy to analyze and integrate the special requirements of the ERP development for distinguishing a sub-sector of SMEs. In this paper, by analyzing the components of requirements and the relationship of the business process modelling, several basic concepts are given and the method of the process analysis and modelling is also expressed.

The Paradox of Complex ERP Systems Used In Simplified Organisations Such As Small And Medium Enterprises

2010 ◽  
pp. 18-28
Keyword(s):  
Enterprise Resource Planning ◽  
Business Processes ◽  
Small And Medium Enterprises ◽  
Resource Planning ◽  
Erp Systems ◽  
Enterprise Information ◽  
Management Tools ◽  
Erp System ◽  
Level Of Satisfaction ◽  
Medium Enterprises

This chapter further develops and generalises findings from the authors’ July 2008 paper in the International Journal of Enterprise Information Systems (IJEIS) by adding organisational issues such as business process reengineering (BPR). The authors argue that enterprise resource planning (ERP) systems are complex management tools that impose standard business processes from larger manufacturing firms. The authors test whether these systems can be adapted effectively to more simplified organisations such as small and medium enterprises (SMEs). The authors found that SMEs tend to have a high perceived level of satisfaction when using these complex tools, independent of size or sector. However, they cannot clearly establish that SMEs having applied BPR while implementing an ERP system are more satisfied than those that did not.

Contract Guidelines and Scope Building for Digital Transformation and ERP Projects

2021 ◽  
pp. 240-264
Author(s):  
Mohamed A. Raouf
Keyword(s):  
Information Technology ◽  
Enterprise Resource Planning ◽  
Small And Medium Enterprises ◽  
Resource Planning ◽  
Building Blocks ◽  
Digital Transformation ◽  
Limited Time ◽  
Erp Software ◽  
Medium Enterprises ◽  
Structured Planning

When an organization decides that it is time to invest in a digital transformation journey or even in an enterprise resource planning (ERP) software, it is going to make a big decision. This will significantly impact most elements that contribute to its success and growth. Organized and structured planning and preparation will be required from different aspects. This chapter describes the key success—or failure—factors in implementation focusing on small and medium enterprises (SMEs). SMEs usually have limited time, resources, skills, and budget compared to large firms. Throughout the journey of transformation, they need to focus on scoping and contracting phases distinguishing between digital transformation and regular information technology contracts. This chapter defines the building blocks to have a successful transformation. Contracting and scoping are considered at the heart of managing the complete digital transformation journey.

A Review of Cloud-Based ERP Systems in SMEs

2020 ◽  
Vol 12 (7) ◽  
Author(s):  
Siti Aisyah Salim ◽  
◽  
Syammon Jaffar ◽  
Keyword(s):  
Enterprise Resource Planning ◽  
Small And Medium Enterprises ◽  
Resource Planning ◽  
External Pressure ◽  
Theoretical Background ◽  
External Support ◽  
Erp Systems ◽  
Erp System ◽  
Demand Pull ◽  
Medium Enterprises

The adoption of Enterprise Resource Planning (ERP) system in small and medium enterprises (SMEs) could offer significant benefits in terms of managing the resources and support business function. However, the traditional ERP systems are quite expensive and have complex procedures for the adoption especially for SMEs. With the introduction of cloud-based ERP systems that have similar functionalities with traditional ERP, SMEs are now able to adopt this system. However, the adoption of cloud ERP remains low and question arise on how to encourage SMEs to adopt this system. Drawing from management and Information Systems literature, this study proposes and conceptual framework for cloud ERP adoption among SMEs. Using archival analysis approach and technology-push and demand-pull as the theoretical background, this research has come out with six main themes namely: firm qualities, internal pressure, external pressure, technology features, organizational readiness and external support. This paper will give significant benefits to ERP vendors to understand their potential buyer’s behaviour towards the adoption of cloud ERP.

Components and Analysis Method of Enterprise Resource Planning (ERP) Requirements in Small and Medium Enterprises (SMEs)

2016 ◽  
Vol 6 (2) ◽  
pp. 682
Author(s):  
Yousef Khaleel ◽  
Anmar Abuhamdah ◽  
Mutaz Abu Sara ◽  
Bassam Al-Tamimi
Keyword(s):  
Enterprise Resource Planning ◽  
Information Technologies ◽  
Small And Medium Enterprises ◽  
Process Analysis ◽  
Resource Planning ◽  
Analysis Method ◽  
Erp Systems ◽  
Erp System ◽  
Fast Development ◽  
Medium Enterprises

With the fast development of information technologies and enterprise software, Enterprise Resource Planning (ERP) systems are increasingly adopted by more small and medium enterprises (SMEs). Based on this trend, it is necessary to develop ERP systems in a manner that meets and fits the SMEs requirements and needs. This paper proposes conceptual components of ERP requirements that are required for generating ERP system functions. In addition, it proposes an ERP requirements analysis method for ERP system developments in order to produce the proper ERP system functions for SMEs. The advantage of this analysis method is that it is easy to analyze and integrate the special requirements of the ERP development for distinguishing a sub-sector of SMEs. In this paper, by analyzing the components of requirements and the relationship of the business process modelling, several basic concepts are given and the method of the process analysis and modelling is also expressed.

ERP Systems Supporting Lean Manufacturing in SMEs

2010 ◽  
pp. 56-75 ◽  
Author(s):  
Pritish Halgeri ◽  
Roger McHaney ◽  
Z. J. Pei
Keyword(s):  
Enterprise Resource Planning ◽  
Lean Manufacturing ◽  
Global Economy ◽  
Production Control ◽  
Small And Medium Enterprises ◽  
Rapid Change ◽  
Resource Planning ◽  
Erp Systems ◽  
Software Modules ◽  
Medium Enterprises

Small and medium enterprises (SMEs), more than ever, are being forced to compete in a global economy with increasingly complex challenges. This new economy has forced SMEs to become more responsive and agile in operational, tactical and strategic areas while requiring thoughtful integration between business functions and manufacturing/ production/ service operations. Enterprise Resource Planning (ERP) and Lean manufacturing are two production control methodologies that have been implemented in various ways. In early incarnations, ERP systems were considered a hindrance to Lean manufacturing efforts and were criticized for encouraging large inventories and slower production. The explosive growth of e-business methodologies and the resulting pressure to become nimble and embrace rapid change forced many SMEs to rethink their production approaches, particularly in regard to where they stand in relation to these two methodologies. Over time, ERP vendors recognized the power and advantages of Lean manufacturing and developed ways to incorporate Lean-related features into their software. The main objective of this chapter is to explore how ERP and Lean methodologies can coexist in SMEs. The chapter discusses misconceptions about the fit between ERP and Lean then summarizes differences and synergies between the two methodologies. The chapter emphasizes how linking ERP and Lean methods can lead to competitive advantage then explores key Lean toolsets available in leading ERP systems used by SMEs. Further focus is provided with additional insight on several leading ERP vendors offering Lean-enabled software modules. These include Oracle, TTW WinMan and Pelion Systems.

ERP Systems Supporting Lean Manufacturing in SMEs

2011 ◽  
pp. 1121-1140 ◽  
Author(s):  
Pritish Halgeri ◽  
Roger McHaney ◽  
Z. J. Pei
Keyword(s):  
Enterprise Resource Planning ◽  
Lean Manufacturing ◽  
Global Economy ◽  
Production Control ◽  
Small And Medium Enterprises ◽  
Rapid Change ◽  
Resource Planning ◽  
Erp Systems ◽  
Software Modules ◽  
Medium Enterprises

Small and medium enterprises (SMEs), more than ever, are being forced to compete in a global economy with increasingly complex challenges. This new economy has forced SMEs to become more responsive and agile in operational, tactical and strategic areas while requiring thoughtful integration between business functions and manufacturing/ production/ service operations. Enterprise Resource Planning (ERP) and Lean manufacturing are two production control methodologies that have been implemented in various ways. In early incarnations, ERP systems were considered a hindrance to Lean manufacturing efforts and were criticized for encouraging large inventories and slower production. The explosive growth of e-business methodologies and the resulting pressure to become nimble and embrace rapid change forced many SMEs to rethink their production approaches, particularly in regard to where they stand in relation to these two methodologies. Over time, ERP vendors recognized the power and advantages of Lean manufacturing and developed ways to incorporate Lean-related features into their software. The main objective of this chapter is to explore how ERP and Lean methodologies can coexist in SMEs. The chapter discusses misconceptions about the fit between ERP and Lean then summarizes differences and synergies between the two methodologies. The chapter emphasizes how linking ERP and Lean methods can lead to competitive advantage then explores key Lean toolsets available in leading ERP systems used by SMEs. Further focus is provided with additional insight on several leading ERP vendors offering Lean-enabled software modules. These include Oracle, TTW WinMan and Pelion Systems.

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