Online procurement: implementation and managerial implications

2000 ◽  
Vol 19 (2) ◽  
pp. 105-110
Author(s):  
Binshan Lin ◽  
Chang-tseh Hsieh
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Enterprise Resource Planning ◽  
Implementation Process ◽  
Resource Planning ◽  
Major Purpose ◽  
Chain Management ◽  
Managerial Implications ◽  
The Impact

The major purpose of this paper is to address some online procurement implementation issues and provide managerial implications on leveraging enterprise resource planning (ERP) investment by extending the functionality into the supply chain. In this paper we discuss issues related to the benefits gained and caveats of effective online procurement, implementation process, managerial implications, and the impact of online procurement on supply chain management. These issues are explored in the paper using a case study.

scholarly journals Impact of Enhanced Enterprise Resource Planning (ERP) on Firm Performance through Green Supply Chain Management

2021 ◽  
Vol 13 (8) ◽  
pp. 4358
Author(s):  
Zeplin Jiwa Husada Tarigan ◽  
Hotlan Siagian ◽  
Ferry Jie
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Firm Performance ◽  
Enterprise Resource Planning ◽  
Resource Planning ◽  
Green Supply Chain Management ◽  
Green Supply Chain ◽  
Chain Management ◽  
Supplier Integration ◽  
Internal Integration

This study investigates the impact of enhanced enterprise resource planning (ERP) on firm performance through green supply chain management, supplier integration, and internal integration. The population is the manufacturer domiciled in East Java, Indonesia, which has implemented ERP and been certified by the International Organization for Standardization (ISO) in the environmental management system. Data collection used a questionnaire designed with the five-point Likert scale. Of 243 manufacturers, 150 questionnaires were distributed, and 135 questionnaires are considered valid for analysis. Data analysis used smart PLS software. The result indicated that all eight predetermined hypotheses were supported. Enhanced ERP affects supplier integration, internal integration, and green supply chain management. Internal integration affects green supply chain management and firm performance. Supplier integration affects green supply chain management and firm performance. Green supply chain management affects firm performance. An interesting finding is that green supply chain management, internal integration, and supplier integration mediate the effect of enhanced ERP on firm performance. This study’s novelty lies in the research model that analyzes the relationship between the four constructs simultaneously with the green supply chain management, internal integration, and supplier integration as a mediating variable. The research provides an insight for the manager on how to improve the firm performance in supply chain management. This study could also contribute to the current research in supply chain management.

scholarly journals Are ERP and Organization Capability can be Enablers of Green Supply Chain Management ? A viewpoint from employees’ perception

2019 ◽  
Vol 17 (2) ◽  
pp. 99
Author(s):  
Hasnawati Zainal ◽  
Milan Oresky
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Enterprise Resource Planning ◽  
Resource Planning ◽  
Green Supply Chain Management ◽  
Green Supply Chain ◽  
Organizational Capability ◽  
Erp Implementation ◽  
Chain Management ◽  
Green Purchasing

<p class="Imar-Abstract">The objectives of this research are to see the influence of Enterprise Resource Planning (ERP) implementation and organizational capability toward Green Supply Chain Management (GSCM) practices. GSCM practices are seen through green purchasing, cooperation with customers, and investment recovery practices. ERP implementation is measured using integration, configuration, and adaptation of the organization information system. Meanwhile, organization capabilities are measured by information access, product innovation, and flexibilities.</p><p class="Imar-Abstract">This research uses a convenience sampling technique by distributing questioner 60 respondents. They are employees who work in different types of companies. The results showed that ERP implementation influences the practice of cooperation with customers, while ERP practices do not influence green purchasing and investment recovery practices.  Organizational capabilities also do not influence the practice of GSCM.</p>

Supply Network Planning Models Using Enterprise Resource Planning Systems

2010 ◽  
pp. 605-620
Author(s):  
Sundar Srinivasan ◽  
Scott E. Grasman
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Enterprise Resource Planning ◽  
Transition Period ◽  
Resource Planning ◽  
Information Structures ◽  
Chain Management ◽  
Planning Models ◽  
Supply Chain Costs ◽  
Trading Partners

The advent of the Web as a major means of conducting business transactions and business-to-business communications, coupled with evolving Web-based supply chain management (SCM) technology, has resulted in a transition period from “linear” supply chain models to “networked” supply chain models. Various software industry studies indicate that over the next five to seven years, interenterprise business relationships, information structures, and processes will evolve dramatically. Enterprises will blend internal production and supply chain processes with those of their external trading partners. Currently, organizations are finding creative ways to mitigate supply chain costs while maintaining operational efficiency. New approaches, technologies, and methodologies are aiding with these cost-cutting measures to drastically reduce supply chain costs and increase customer satisfaction. This chapter discusses the background of supply chain planning and execution systems, their role in an organization, and how they are aiding in collaboration. The chapter concludes with a case study on how a supply chain management system could help an organization be more effective.

Implementation of Enterprise Resource Planning for the Supply Chain Management of the Food and Beverage Department at Macao Entertainment Corp

2014 ◽  
Vol 27 (1) ◽  
pp. 36-52 ◽  
Author(s):  
Fong Tou Vai ◽  
Leanda Lee ◽  
Joao Negreiros
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Enterprise Resource Planning ◽  
Resource Planning ◽  
Organizational Changes ◽  
Chain Management ◽  
Erp System ◽  
System A ◽  
Food And Beverage ◽  
Level Of Agreement

One of the six gaming concession holders in Macao, Macao Entertainment Corp (MEC)1, undertook to centralize three casino/entertainment properties through utilization of a centralized Enterprise Resource Planning (ERP) in April 2010. The Supply Chain (SC) department was the first to apply the ERP in this centralization process. After rolling-out the new ERP system, a number of problems arose due to the organizational changes required. To identify the problems, information was collected through questionnaires and interviews in order to determine the level of agreement by staff regarding the existence of issues typical to such organizational change. The present paper aims to determine what problems and challenges occurred in this initial implementation to assist in developing recommendations to mitigate those effects in subsequent rollouts.

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