Understanding Enterprise Resource Planning Reliability for Operational Excellence

2020 ◽  
pp. 119-139
Author(s):  
Julius Nyerere Odhiambo ◽  
Elyjoy Muthoni Micheni ◽  
Benard Muma
Keyword(s):  
Enterprise Resource Planning ◽  
Business Performance ◽  
Resource Planning ◽  
Business Environment ◽  
Integrated System ◽  
Sustainable Competitive Advantage ◽  
Erp System ◽  
Business Operations ◽  
Sales And Marketing ◽  
Operational Excellence

The quest for sustainable competitive advantage and the urge to adapt to a challenging business environment has made firms around the globe to adopt enterprise resource planning systems so as optimally leverage on the enterprise-wide resources and be more responsive to customer demands. Globally organizations seeking to enhance their competitiveness have utilized Enterprise Resource Planning (ERP) systems to enhance their operational efficiency. The ERP philosophy advocates for the incorporation of personnel, finance, manufacturing, distribution, sales, and marketing modules into a single integrated system and a central database, allowing an organization to efficiently and effectively utilize its resources. The planning and better management of organizational resources, improved business performance, and better integration of business operations can be facilitated by an ERP system to offer an avenue of excellence for a business. Despite the potential benefits an ERP system offers an organization, few studies have explored the ERP reliability in the context of competition driven business imperatives.

Socio-Technical Change Perspective for ERP Implementation in Large Scale Organizations

2018 ◽  
pp. 2975-2987 ◽  
Author(s):  
Jessy Nair ◽  
D. Bhanusree Reddy ◽  
Anand A. Samuel
Keyword(s):  
Organizational Change ◽  
Enterprise Resource Planning ◽  
Large Scale ◽  
Resource Planning ◽  
Business Environment ◽  
Erp Systems ◽  
Erp Implementation ◽  
Firm Level ◽  
Erp System ◽  
Technical Theory

Organizations require to enhance their firm level resources to compete in turbulent business environment. Strategic application systems, such as an Enterprise Resource Planning (ERP) System is one such resource technology that centralizes the database of the organization to enable a seamless view of the organization. However, implementation of ERP systems in organizations has not been a success story for many. ERP systems implementation brings about large scale organizational change and hence it becomes essential for stakeholders to have a reference framework for planning for various dimensions of the organization. Hence this chapter applies a General Morphological Analysis(GMA) to identify the most suitable theory to analyse ERP implementation. Socio technical theory with Leavitt's diamond model was analysed as most appropriate since they are based on the of premises organizational change at firm level. Socio technical organizational change model will enable stakeholders to analyse resources required for core dimensions of the organization for ERP implementation.

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).

Critical Success Factors of ERP Implementation

2005 ◽  
pp. 628-633 ◽  
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).

The Myth of Integration

2011 ◽  
pp. 17-42
Author(s):  
Rosio Alvarez
Keyword(s):  
Enterprise Resource Planning ◽  
Nonprofit Organization ◽  
Implementation Process ◽  
Resource Planning ◽  
Organizational Values ◽  
Integrated System ◽  
Erp System ◽  
Time Served ◽  
Organizational Reality

This research examines the implementation process of an enterprise resource planning (ERP) system and shows that implementation cannot be viewed solely in instrumental terms–that is, organizations do not simply select systems based on information requirements so that proper “fit” can be achieved. Instead, this research suggests that the activities of selecting and implementing a new ERP become the medium for (re-)constructing or (re-)constituting the organization’s values. Theorists have described such activities as a “mythmaking” process. A case study of an implementation at a large nonprofit organization is presented to demonstrate how myth-making served to construct an ERP system as an “integrated” system and at the same time served to elaborate existing organizational values. The myth functioned as a vehicle of consensual organizational reality, serving to align the acquisition of an ERP system with the organizational values, thereby garnering widespread support for a complex, expensive and relatively unknown technology.

FACTORS INFLUENCING THE ADOPTION AND IMPLEMENTATION OF ENTERPRISE RESOURCE PLANNING (ERP) SYSTEM IN THE SMES SECTOR

2017 ◽  
Vol 2 (1) ◽  
pp. 62 ◽  
Author(s):  
James Kiarie ◽  
Mr. Walter Wanyama
Keyword(s):  
Enterprise Resource Planning ◽  
Resource Planning ◽  
Target Population ◽  
Sustainable Competitive Advantage ◽  
Erp Systems ◽  
Internal Factors ◽  
Erp System ◽  
Factors Influencing ◽  
Adoption And Implementation ◽  
The Government

Purpose: The purpose of this study was to investigate the factors that influence ERP systems adoption and implementation in SMEs in Kenya.Methodology: The research adopted a descriptive design. The target population was 4560 SMEs in Kenya. A sample size of 87 SMEs was selected. The respondents were identified through probability sampling in the form of stratified sampling.  The collection of data was conducted through the use of questionnaires and thereafter data coding was done then followed by data presentation via graphs, tables as well as pie charts. These were then analyzed through both descriptive statistics (frequencies and means as well as inferential statistics (correlations).Results: The findings revealed that organization resources bring about success of ERP related organization change. The findings on the influence of internal factors on ERP system implementation revealed that indeed the internal factors influencing the adoption of ERPs in SMEs in Kenya include; the top management of SMEs, project team constitution as well as the above average knowledge requirements.Unique contribution to theory, practice and policy: The study recommends that SMEs in Kenya need to put into consideration, continuous introduction of ERP systems. Additionally, the study recommends that the government regulations as well as the other external factors should be aligned in a way that ensures that there is room for companies to explore means of adopting and implementing ERP systems so as to be able attain sustainable competitive advantage.

Using SAP for ERP Applications and Design

2011 ◽  
pp. 177-201
Author(s):  
Mahesh Sarma ◽  
David C. Yen
Keyword(s):  
Business Process ◽  
Enterprise Resource Planning ◽  
Value Added ◽  
Resource Planning ◽  
Business Environment ◽  
Erp System ◽  
Distribution Process ◽  
Basic Functions ◽  
To Come ◽  
Materials Requirements Planning

In order to become globally competitive in today’s dynamic business environment, organi-zations have to come closer to customers and deliver value added services and products in the shortest possible time. The primary business process through which this is achieved is the sales and distribution process. However, the sales and distribution process is just one part of an enterprise resource planning (ERP) system. This chapter will focus on the sales and distribution (SD) process of SAP’s ERP system. This chapter will assist in learning about the basic functions that make up this process and how it affects the other modules in the ERP system. This chapter will also look at the Purchasing process and the materials requirements planning (MRP) process and how all the three processes are linked together to form one complete business process.

scholarly journals ERP ADOPTION BY PUBLIC AND PRIVATE ORGANIZATIONS – A COMPARATIVE ANALYSIS OF SUCCESSFUL IMPLEMENTATIONS

2012 ◽  
Vol 14 (3) ◽  
pp. 500-519 ◽  
Author(s):  
Maria do Céu Alves ◽  
Sergio Ivo Amaral Matos
Keyword(s):  
Public Sector ◽  
Enterprise Resource Planning ◽  
Resource Planning ◽  
Business Environment ◽  
Adoption Process ◽  
Public And Private ◽  
Erp System ◽  
The Public ◽  
Private Organizations ◽  
Deployment Time

The business environment has changed dramatically in the last years. The organizations are now more complex in terms of their structure and geographical dispersion. Daily, great amounts of information are produced and, to surpass these problems, organizations have invested in Enterprise Resource Planning systems (ERP). The same trends can be detected within the public sector. The interest generated by the ERP phenomenon is growing and the particularities of the public sector make specific studies necessary. Accordingly, the aim of this paper is to examine the adoption process of ERP systems by public and private organizations. Which ERP modules are mostly adopted? Which reasons legitimate ERP adoption? Using a survey research methodology, this study reveals that the need to increase the demand for real-time information, to obtain information for decision-making and the integration of applications appear as main reasons to implement an ERP system. Although the reasons given are the same for public and private organizations, the results of this study also show that the modules implemented are slightly different; the importance or dominance of each module may differ; and the deployment time is shorter in the public sector. Since comparative studies are relatively scarce, our work helps to reduce this knowledge gap.

scholarly journals The Direct and Indirect Effect of Enterprise Resource Planning System Implementation on Firm Performance through the Organizational Capabilities as a Mediator

2019 ◽  
Vol 8 (5C) ◽  
pp. 588-597
Keyword(s):  
Firm Performance ◽  
Enterprise Resource Planning ◽  
Resource Planning ◽  
Business Environment ◽  
Organizational Capabilities ◽  
Planning System ◽  
Technological Advancement ◽  
Manufacturing Companies ◽  
System Implementation ◽  
Erp System

In the midst of rapidly changing business environment and technological advancement, ERP becomes the solution for companies to improve efficiency and effectiveness by integrating existing system thus that companies can increase their performance. Using RBV approach, companies can properly manage their resources through the organizational capabilities also play an important role in improving firm performance. This paper aims to examine the effect of ERP system implementation on firm performance both directly and indirectly through the organizational capabilities as intervening variable at manufacturing companies listed on Indonesia Stock Exchange period 2013-2017 which consists of 100 samples of ERP Adopters and Non-Adopters. The conceptual model in this study tested and analyzed using PLS-based SEM. The results showed that the implementation of ERP system has significant effect on firm performance and organizational capabilities. Organizational capabilities also have significant effect on firm performance. In addition, organizational capabilities have proven to mediate the relationship between ERP system and firm performance. This shows that the implementation of ERP system makes the information system to be integrated thus it enable companies to be more efficient and will affect the organizational capabilities in maximizing the utilization of company resources that ultimately can improve the firm performance.

The Myth of Integration

2011 ◽  
pp. 63-88 ◽  
Author(s):  
Rosio Alvarez
Keyword(s):  
Enterprise Resource Planning ◽  
Implementation Process ◽  
Resource Planning ◽  
Organizational Values ◽  
Integrated System ◽  
Non Profit ◽  
Erp System ◽  
Time Served ◽  
Organizational Reality

This research examines the implementation process of an Enterprise Resource Planning (ERP) system and shows that implementation cannot be viewed solely in instrumental terms—that is, organizations do not simply select systems based on information requirements so that proper “fit” can be achieved. Instead, this research suggests that the activities of selecting and implementing a new ERP become the medium for (re-)constructing or (re-)constituting the organization’s values. Theorists have described such activities as a “myth-making” process. A case study of an implementation at a large non-profit organization is presented to demonstrate how myth-making served to construct an ERP system as an “integrated” system and at the same time served to elaborate existing organizational values. The myth functioned as a vehicle of consensual organizational reality, serving to align the acquisition of an ERP system with the organizational values, thereby garnering widespread support for a complex, expensive and relatively unknown technology.

scholarly journals ERP SELECTION CRITERIA: THEORETICAL AND PRACTICAL VIEWS

Ekonomika ◽  
2012 ◽  
Vol 91 (2) ◽  
pp. 97-116 ◽  
Author(s):  
Donatas Ratkevičius ◽  
Česlovas Ratkevičius ◽  
Rimvydas Skyrius
Keyword(s):  
Enterprise Resource Planning ◽  
Selection Criteria ◽  
Selection Process ◽  
Selection Criterion ◽  
Resource Planning ◽  
Business Environment ◽  
Erp Implementation ◽  
Erp System ◽  
Selection Factors ◽  
System Selection

This article deals with the problems of Enterprise Resource Planning (ERP) system selection as the initial and vital phase of ERP system implementation.Firstly, the paper presents an analysis of different classifications of the fundamental criteria for the ERP system selection process, published in scholar sources, and defines two main groups – software-related, and implementation-related ERP selection criteria. Secondly, combining theoretical and practical approaches, the most significant ERP system selection criteria of both groups are identified and reviewed by analyzing and interpreting their definitions and differences. The study is complemented by adding practical/statistical findings produced by different consultancies.The paper concludes that there is no standard classification of ERP selection criteria. They are classified mostly on the basis of scientists’ research interests.The significance of ERP system functionality as the principal software-related ERP selection criterion is emphasized. Eleven other criteria were defined as important to consider, such as the total costs of the ERP implementation project, vendor reputation, ERP reliability, ease of integration with other systems, technology advance, scalability, upgrading ability, customization / parameterization possibilities; ease of use; flexibility and modularity.The importance of all-round knowledge for a successful ERP implementation is emphasized, including ERP software functionality, project and change management, business processes, organization of training etc. All these areas are closely connected with implementation-related ERP selection factors: organisational fit, end-user readiness, training, system support quality, and the overall ERP implementation success which is predefined by the complexity of business environment as well as the level of business transformation, defined by technological changes.Finally, it is stated that for creating a decision support system which would automate the ERP selection process, the quantitative analysis of ERP selection criteria would be required.

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