The Role of Reference, Imminent and Current Models in Enterprise Conceptual Modelling

2015 ◽  
pp. 121-134
Author(s):  
Thomas Schmidt ◽  
Stephan Hofmann
Keyword(s):  
Conceptual Model ◽  
Enterprise Resource Planning ◽  
Business Processes ◽  
Resource Planning ◽  
Process Models ◽  
Erp Systems ◽  
Current Reference ◽  
Strategic Goals ◽  
Freight Forwarder

Enterprise Resource Planning (ERP) systems constitute a prerequisite for successfully managing business in many industries, including the logistics industry. Since today's standard ERP systems determine a company's business down to the smallest detail, effectively aligning a company's strategy and business processes with software-given processes is imperative for maintaining a competitive advantage. This calls for defining an Enterprise Conceptual Model based on a sound derivation of imminent processes, either directed towards current, reference or ideal processes. The case study exemplifies that an Enterprise Conceptual Model has actually helped to translate strategic goals and operational needs into business processes and, thereby, align imminent and software-given processes. The application of current, reference and ideal process models for definition imminent processes is shown. Insight is drawn from a one-case case study of a medium-sized Namibian freight forwarder and logistics service provider.

Exploring An Alternative Method of Evaluating the Effects of Erp: A Multiple Case Study

2009 ◽  
Vol 24 (3) ◽  
pp. 251-268 ◽  
Author(s):  
Sylvestre Uwizeyemungu ◽  
Louis Raymond
Keyword(s):  
Organizational Performance ◽  
Enterprise Resource Planning ◽  
Organizational Context ◽  
Business Processes ◽  
Evaluation Method ◽  
Resource Planning ◽  
Point Of View ◽  
Erp Systems ◽  
Erp System

Previous research has already established that compared to other types of investments, information technology (IT) investments are insufficiently or not at all evaluated. This can be partly explained by the lack of adequate IT evaluation methods and tools. In the case of enterprise resource planning (ERP) systems whose effects on organizational processes and performance are intrinsically profound and wide-ranging compared to those of traditional IT limited to some spheres of organization, evaluation activities may be an issue of great concern. This study thus aims to propose and test an alternative evaluation method adaptable to the organizational context, making it possible to measure the contribution of an ERP system to organizational performance in all its aspects. Combining a process-based model and a scorecard model, the proposed method was first designed from a review of information systems evaluation literature. It has then been validated and refined through a multi-case study of manufacturing firms: an in-depth pilot case study was conducted, and thereafter the study was replicated on two other cases. Results show that the method proposed here enables organizations to determine the extent to which the firm's operational and overall performance has been impacted by the adoption and use of ERP systems, through the automational, informational, and transformational effects of ERP on their business processes. From a practical point of view, three contributions must be mentioned: the proposed method allows for a strong contextualization of its application, it is action-oriented, and it allows comparison across organizations even though organizational contexts may totally differ.

Benefits and Value of Investments in Information Systems

2017 ◽  
pp. 251-262
Author(s):  
Paula Serdeira Azevedo ◽  
Carlos Azevedo ◽  
Mário Romão
Keyword(s):  
Information Systems ◽  
Enterprise Resource Planning ◽  
Return On Investment ◽  
Hospitality Industry ◽  
Business Processes ◽  
Resource Planning ◽  
Erp Systems ◽  
Intangible Benefits ◽  
Expected Benefits

Organisations constantly have to address the problem of identifying tangible and intangible benefits that can be achieved in result of investments made in Information Systems/Information Technology (IS/IT). This paper has the objective of approaching the problem in the perspective and context of Enterprise Resource Planning (ERP) systems in the Hospitality Industry. It focuses on implementation project strategies, namely in the particular and relevant aspects of their return on investment as well as benefits expected and delivered. When an organisation is confronted with the question of knowing if a certain investment in IS/IT may obtain a considered positive financial revenue, and if that investment means valuable benefits for the business, the answer is often far from being conclusive. Projects are often implemented on-time, on-budget and are technically appropriate, nevertheless the expected benefits are not achieved. This paper seeks to answer these questions in the context of ERP systems, in particular in the sector of hospitality industry, through a case study developed in Portugal. The investigation was developed on a group of hotel units, held by a Portuguese company, for which ERP meant an opportunity to harmonize and improve business processes.

scholarly journals Extensible Portfolio of Forecasting Methods for ERP Systems: Integration Approach

2018 ◽  
Vol 21 ◽  
pp. 64-68
Author(s):  
Jānis Pekša
Keyword(s):  
Conceptual Model ◽  
Enterprise Resource Planning ◽  
Business Processes ◽  
Resource Planning ◽  
Erp Systems ◽  
General Process ◽  
Academic Literature ◽  
Forecasting Methods ◽  
Integration Approach ◽  
Enterprise Applications

Enterprise resource planning (ERP) systems are large, modular enterprise applications designed for most of the company’s business processes. They include a range of different forecasting methods. The paper analyses the existing forecasting methods in ERP systems and provides a comparison of forecasting methods in ERP systems. It considers the problem of prediction integration in ERP systems and describes the general process by a conceptual model based on academic literature from forecasting with ERP systems. The study provides an integration approach, which is the most suitable one for providing forecasting functions in ERP systems.

Information System Assurance for Enterprise Resource Planning Systems: Unique Risk Considerations

2002 ◽  
Vol 16 (s-1) ◽  
pp. 99-113 ◽  
Author(s):  
Sally Wright ◽  
Arnold M. Wright
Keyword(s):  
Enterprise Resource Planning ◽  
Relational Databases ◽  
Business Processes ◽  
Implementation Process ◽  
Resource Planning ◽  
Structured Interview ◽  
Process Reengineering ◽  
Erp Systems ◽  
Client Experiences ◽  
Implementation Problems

Enterprise Resource Planning (ERP) systems inherently present unique risks due to tightly linked interdependencies of business processes, relational databases, and process reengineering. Knowledge of such risks is important in planning and conducting assurance engagements of the reliability of these complex computer systems. Yet, there is little empirical evidence on this issue. To examine this topic, a semi-structured interview study was conducted with 30 experienced information systems auditors (from 3 of the Big 5 firms) who specialize in assessing risks for ERP systems. This approach allowed us to obtain detailed information about participants' views and client experiences. The results indicate that the implementation process of ERP systems has an important impact on system reliability. Further, interviewees identified a number of common implementation problems (e.g., improperly trained personnel and inadequate process reengineering efforts) that result in heightened risks. Interviewees also reported that ongoing risks differ across applications and across vendor packages. Finally, in providing assurance on ERP systems participants overwhelmingly indicate a focus on testing the process rather than system output.

The Core Critical Success Factors in Implementation of Enterprise Resource Planning Systems

2012 ◽  
pp. 86-113 ◽  
Author(s):  
Payam Hanafizadeh ◽  
Roya Gholami ◽  
Shabnam Dadbin ◽  
Nicholas Standage
Keyword(s):  
Conceptual Model ◽  
Enterprise Resource Planning ◽  
Critical Success Factors ◽  
Success Factors ◽  
Resource Planning ◽  
Project Managers ◽  
Entropy Method ◽  
Erp Systems ◽  
Critical Success ◽  
Enterprise Resource Planning Systems

The Implementation of Enterprise Resource Planning (ERP) systems require huge investments while ineffective implementations of such projects are commonly observed. A considerable number of these projects have been reported to fail or take longer than it was initially planned, while previous studies show that the aim of rapid implementation of such projects has not been successful and the failure of the fundamental goals in these projects have imposed huge amounts of costs on investors. Some of the major consequences are the reduction in demand for such products and the introduction of further skepticism to the managers and investors of ERP systems. In this regard, it is important to understand the factors determining success or failure of ERP implementation. The aim of this paper is to study the critical success factors (CSFs) in implementing ERP systems and to develop a conceptual model which can serve as a basis for ERP project managers. These critical success factors that are called “core critical success factors” are extracted from 62 published papers using the content analysis and the entropy method. The proposed conceptual model has been verified in the context of five multinational companies.

Open and Closed Practicals for Enterprise Resource Planning (ERP) Learning

2011 ◽  
pp. 138-152 ◽  
Keyword(s):  
Enterprise Resource Planning ◽  
Business Processes ◽  
Deep Understanding ◽  
Resource Planning ◽  
Erp Systems ◽  
Erp System ◽  
Technological Complexity ◽  
Functional Aspects ◽  
Business User ◽  
Teaching Learning

Enterprise Resource Planning (ERP) systems are implemented in companies to improve their business processes. An ERP system entails extensive functional and technological aspects during its implementation. Teaching ERP systems for computer science students implies addressing these two aspects: ERP functionality and technological features. It is a challenge for teachers to design practical experimentation that students can perform in the teaching environment, due to the prerequisite of a deep understanding of the business processes, business user requirements, and the technological complexity of ERP systems. In order to improve student skills in ERP systems, we encourage active learning among students. In this chapter, we present a methodology using open and closed practicals to learn about both technical and functional aspects of ERP systems. Using these practicals allows us to prepare and organize this teaching/ learning process.

Critical Success Factors of ERP Implementation

2011 ◽  
pp. 758-765
Author(s):  
Leopoldo E. Colmenares ◽  
Jim O. Otieno
Keyword(s):  
Enterprise Resource Planning ◽  
Success Factors ◽  
Business Processes ◽  
Resource Planning ◽  
Erp Systems ◽  
Erp System ◽  
Critical Success ◽  
Systems Implementation ◽  
Sales And Marketing ◽  
Share Data

An enterprise resource planning (ERP) system is an integrated set of programs that provides support for core organizational activities, such as manufacturing and logistics, finance and accounting, sales and marketing, and human resources. An ERP system helps the different parts of an organization share data and knowledge, reduce costs, and improve management of business processes. In spite of their benefits, many ERP systems fail (Stratman & Roth, 1999). Implementing an ERP system is a major undertaking. About 90% of ERP implementations are late or over budget (Martin, 1998), and the success rate of ERP systems implementation is only about 33% (Zhang et al., 2003).

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.

A Post-Implementation Case Study and Review of Enterprise Resource Planning (ERP) Implementations

2010 ◽  
pp. 1-20 ◽  
Author(s):  
Joseph R. Muscatello ◽  
Diane H. Parente
Keyword(s):  
Enterprise Resource Planning ◽  
Research Effort ◽  
Resource Planning ◽  
Research Review ◽  
Erp Systems ◽  
Case Study Methodology ◽  
Erp System ◽  
Qualitative Research Design ◽  
Study Methodology

Enterprise resource planning (ERP) systems, if implemented correctly, have shown that a firm can gain strategic and tactical advantages over their competition who do not implement such systems. However, with failure rates estimated to be as high as 50% of all ERP implementations, companies can be negatively impacted by a poorly performing ERP system. The research on ERP has focused on events leading to the selection, evaluation, and implementation of the ERP system. The intent of this updated research effort is to capture new theories that can help practitioners successfully manage ERP systems by performing a post-ERP implementation examination of eight corporations and a pertinent research review. This chapter is based on a qualitative research design involving case-study methodology. The propositions derived from the case study form a broad set of considerations that influence the success of an ERP system.

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