Essence and implementation of enterprise resource planning in the textile industry: Critical success factor

An Enterprise Resource Planning (ERP) system implementation is a complex information technology project that integrates organization-wide operations. Prior surveys have reported perceptions about factors which are critical to ERP implementation success. There are only a few prior researches that have empirically tested the ERP implementation success factors in Saudi Arabia in both public and private organizations. This paper reports the result of literature review on critical success factor (CSF) for ERP implementations. It has been found that project champions can to be added to Technological dimension of the Technological, Organizational and Environmental (TOE) theory.

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Business Process Modelling as a Critical Success Factor in Implementing an ERP System

South East European Journal of Economics and Business ◽

10.2478/v10033-009-0014-3 ◽

2009 ◽

Vol 4 (2) ◽

pp. 89-96 ◽

Cited By ~ 1

Author(s):

Mojca Štemberger ◽

Vesna Vukšić ◽

Andrej Kovačič

Keyword(s):

Business Process ◽

Resource Planning ◽

Process Modelling ◽

Success Factor ◽

Critical Success Factor ◽

Erp Systems ◽

Erp Implementation ◽

Business Process Modelling ◽

Erp System ◽

Critical Success

Business Process Modelling as a Critical Success Factor in Implementing an ERP SystemMany enterprises are adopting enterprise resource planning (ERP) systems for improving their efficiency and productivity. Although there are tremendous benefits to implementing an ERP system, there are just as many risks. The problem is that many projects of this type are unsuccessful, mostly due to their complexity being underestimated. The purpose of the paper is twofold: (1) to analyse the critical success factors (CFSs) of ERP implementation projects and (2) to propose a framework based on a composite approach to ERP systems implementation. A special emphasis is given to business process modelling, because the key to the successful choice, implementation and usage of an ERP system is the fit of planned processes in an organisation with processes implemented in the solution. The paper also presents some results of empirical investigation in the field of ERP implementation.

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Requirements Elicitation for Personalized ERP Systems

Organizational Advancements through Enterprise Information Systems ◽

10.4018/978-1-60566-968-7.ch004 ◽

2010 ◽

pp. 46-56

Keyword(s):

Focus Group ◽

Enterprise Resource Planning ◽

Business Processes ◽

Resource Planning ◽

Success Factor ◽

Erp Systems ◽

User Input ◽

Erp System ◽

Critical Success ◽

The Individual

For small and medium-sized companies the fit between their business processes and their Enterprise Resource Planning (ERP) system is a critical success factor. The functions and features for essential tasks must be geared to the demands and skills of the individual users. This paper reports on the usefulness of several methods for eliciting user input which served as a basis for requirements for a personalized ERP system. It describes the yield of heuristic evaluations, both by experts and by developers, and a focus group with six users representing the main user types. The focus group consisted of an identification of the most important functions, task demonstrations, and a mini design workshop. As a demonstration of the results of the various user-focused methods, some noteworthy findings on the personalization of ERP systems are presented.

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Reengineering for Enterprise Resource Planning (ERP) Systems Implementation

Industrial Engineering ◽

10.4018/978-1-4666-1945-6.ch044 ◽

2012 ◽

pp. 791-806

Author(s):

C. Annamalai ◽

T. Ramayah

Keyword(s):

Enterprise Resource Planning ◽

Success Factors ◽

Joint Venture ◽

Manufacturing Sector ◽

Resource Planning ◽

Success Factor ◽

Management Support ◽

Erp Implementation ◽

Erp System ◽

Critical Success

Reengineering is a concept that is applicable to all industries, particularly information and communication technology (ICT) projects regardless of organizational type, size, culture, or location. The enterprise resource planning (ERP) system frequently requires organizations to change their existing business processes to harmonize them its functional activities. 72% of the ERP implementation failures reported worldwide (Eric, 2010) because of the various critical success factors (CSFs). A Critical Success Factor (CSF) is defined as a factor needed to implement ERP system successfully. Assessing the importance of CSFs of Enterprise Resource Planning systems has always remained an important concern for academicians and researchers. This study explores and assesses the CSFs affecting the ERP implementation success. Long term Top management Support (LTS), Perceived ERP benefits (PEB), ERP in-house Training (EIT), Project Tracking (PTG), Visible Project Phases (VPP), Project Phase Update (PPU), Interdepartmental Cooperation (IDP), Strategic IT planning (STP), ERP vendor Support (EVS), and Data Analysis and Conversion (DAC) were found dominant critical factors for the success of the ERP implementation in the manufacturing sector. This study investigates how many CSFs are strongly correlated with each other for the success of ERP projects in the manufacturing sector. Furthermore, this study also tests empirically using the Statistical Package for Social Science Analysis of Moment on Structures (SPSS AMOS 18.0) to justify the level of CSFs among the local and joint-venture companies using a t-test analysis.

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Reengineering for Enterprise Resource Planning (ERP) Systems Implementation

Information Systems Reengineering for Modern Business Systems ◽

10.4018/978-1-4666-0155-0.ch009 ◽

2012 ◽

pp. 185-200

Author(s):

C. Annamalai ◽

T. Ramayah

Keyword(s):

Enterprise Resource Planning ◽

Success Factors ◽

Joint Venture ◽

Manufacturing Sector ◽

Resource Planning ◽

Success Factor ◽

Management Support ◽

Erp Implementation ◽

Erp System ◽

Critical Success

Reengineering is a concept that is applicable to all industries, particularly information and communication technology (ICT) projects regardless of organizational type, size, culture, or location. The enterprise resource planning (ERP) system frequently requires organizations to change their existing business processes to harmonize them its functional activities. 72% of the ERP implementation failures reported worldwide (Eric, 2010) because of the various critical success factors (CSFs). A Critical Success Factor (CSF) is defined as a factor needed to implement ERP system successfully. Assessing the importance of CSFs of Enterprise Resource Planning systems has always remained an important concern for academicians and researchers. This study explores and assesses the CSFs affecting the ERP implementation success. Long term Top management Support (LTS), Perceived ERP benefits (PEB), ERP in-house Training (EIT), Project Tracking (PTG), Visible Project Phases (VPP), Project Phase Update (PPU), Interdepartmental Cooperation (IDP), Strategic IT planning (STP), ERP vendor Support (EVS), and Data Analysis and Conversion (DAC) were found dominant critical factors for the success of the ERP implementation in the manufacturing sector. This study investigates how many CSFs are strongly correlated with each other for the success of ERP projects in the manufacturing sector. Furthermore, this study also tests empirically using the Statistical Package for Social Science Analysis of Moment on Structures (SPSS AMOS 18.0) to justify the level of CSFs among the local and joint-venture companies using a t-test analysis.

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Analyzing the critical success factor of CSR for the Chinese textile industry

Journal of Cleaner Production ◽

10.1016/j.jclepro.2020.120878 ◽

2020 ◽

Vol 260 ◽

pp. 120878 ◽

Cited By ~ 2

Author(s):

Yongbo Li ◽

Mark Christhian Barrueta Pinto ◽

Ali Diabat

Keyword(s):

Textile Industry ◽

Success Factor ◽

Critical Success Factor ◽

Critical Success

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Leveraging Customer Data Integration for Effective E-CRM Analytics

Encyclopedia of E-Commerce, E-Government, and Mobile Commerce ◽

10.4018/978-1-59140-799-7.ch113 ◽

2011 ◽

pp. 703-708

Author(s):

Thomas P. Van Dyke ◽

Hamid R. Nemati ◽

Christopher D. Barko

Keyword(s):

Enterprise Resource Planning ◽

Customer Loyalty ◽

Resource Planning ◽

Customer Relationships ◽

Customer Relationship ◽

Success Factor ◽

Holistic View ◽

Customer Data ◽

Customer Information ◽

Critical Success

A holistic view of the customer is a desirable resource in many organizations today. The findings from a recent DMG Consulting study confirm this reality—possessing integrated customer information is a critical success factor in 11 of the 12 business challenges facing organizations (Kharbanda & Dasgupta, 2001). To achieve a single customer view in today’s marketplace often characterized by increasing global competition, shrinking product lifecycles, and decreasing customer loyalty, companies are considering customer analytical technologies to uncover previously unknown and valuable insights. These insights strengthen customer relationships through greater responsiveness and customization, thereby boosting customer loyalty. Many organizations now believe one of the fundamental instruments for creating competitive advantage is deploying information technology that supports and fosters one-to-one relationships with customers (Shoemaker, 2001). This type of customized service can be achieved through customer relationship management (CRM) and electronic CRM (e-CRM) technologies, which enable organizations to maximize their customer relationships and increase profits by leveraging people, processes, and technology for more effective acquisition, retention, and cross-selling/up-selling opportunities. However, a holistic and integrated customer view remains elusive within most companies. Many businesses still struggle with a basic understanding of who their customers are, what they want, and what they contribute to or cost the company. This is due to the myriad of systems typically found in organizations that contain some form of customer data—CRM and database marketing, legacy and ERP (enterprise resource planning), customer service, order management, financial, call center, and sales force automation systems. In addition, integration complexity grows as organizations add external sources such as customer survey, demographic, credit, and lifestyle data. Integrating relevant data to enable a holistic view of the customer requires overcoming many obstacles, which typically encompass duplicate data, incompatible and conflicting definitions, and ownership/political battles.

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Concepts Underlying an Academic ERP Curriculum

International Journal of Strategic Information Technology and Applications ◽

10.4018/jsita.2010070101 ◽

2010 ◽

Vol 1 (3) ◽

pp. 1-9

Author(s):

Ben Martz ◽

Vijay Raghavan ◽

Xiaoni Zhang ◽

Gail Corbitt

Keyword(s):

Enterprise Resource Planning ◽

Success Factors ◽

Resource Planning ◽

Process Reengineering ◽

Success Factor ◽

Business World ◽

Critical Success ◽

Starting Point ◽

Management Commitment ◽

Business Curricula

The introduction of Enterprise Resource Planning (ERP) systems in the “real world” has been studied in information system literature. Critical success factors like management commitment and process reengineering have been identified with the eventual success of the ERP’s implementation. As the implementation and use of ERPs has grown in the business world, so has the desire to include ERPs and the concepts surrounding them into business curricula. This paper takes a key critical success factor and decomposes it into a set of underlying concepts necessary to create a workable ERP curriculum. Ideas for including the concepts into a program are included. The factors and concepts operate as a starting point for those looking to start an ERP program.

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The Impact of Managers on Successful ERP Implementation

Organizacija ◽

10.2478/v10051-010-0018-x ◽

2010 ◽

Vol 43 (4) ◽

pp. 186-196 ◽

Cited By ~ 2

Author(s):

Franc Ravnikar

Keyword(s):

Enterprise Resource Planning ◽

Critical Success Factors ◽

Success Factors ◽

Business Processes ◽

Resource Planning ◽

Success Factor ◽

Management Support ◽

Erp Implementation ◽

Critical Success ◽

The Impact

The Impact of Managers on Successful ERP ImplementationLately, Enterprise Resource Planning (ERP) has been implemented in public organizations and organizations without competition in the marketplace. It is the ERP system that is almost as badly needed for the competitiveness and success of those organizations in the marketplace. The main reason lies in the fact that operating costs have to be reduced and the optimization of business processes is an option which nowadays is normally implemented together with new ERP. The success rate of ERP implementation remains very low with up to a 90% failure rate, as it is quoted in a lot of researches. Critical success factors (CSF) which influence successful ERP implementation are identical in all organizations. The main goal of this research is to find out the managers' impact on the critical success factors and thus their impact on the successful ERP implementation. Top management support is the most important critical success factor for successful ERP implementation, regardless of the fact whether the organization is on the market or not.

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