The Potential and Capabilities of NoSQL Databases for ERP Systems

2020 ◽  
pp. 147-168
Author(s):  
Gülay Ekren ◽  
Alptekin Erkollar
Keyword(s):  
Enterprise Resource Planning ◽  
Relational Databases ◽  
Rapid Change ◽  
Resource Planning ◽  
Management Systems ◽  
Erp Systems ◽  
Enterprise Information ◽  
Nosql Databases ◽  
Information Management Systems ◽  
Relational Database Management

Today, nearly all possible business activities or information systems in enterprises such as sales, marketing, accounting, finance, customer relations, and manufacturing are carried out through traditional relational database management systems. However, technological, social, and competitive pressures in enterprises coming together with the rapid change in technology and then the problems arising from traditional databases force enterprises to adopt new database technologies. This chapter aims to highlight the main differences between traditional relational databases and NoSQL databases and to present an overview of the concepts, features, potential, problems, benefits, and limitations of NoSQL databases for enterprise information management systems, for especially enterprise Resource Planning (ERP) systems, which have a significant role in digital transformation of enterprises.

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.

Semantically Modeled Databases in Integrated Enterprise Information Systems

2001 ◽  
pp. 279-302
Author(s):  
Cheryl L. Dunn ◽  
Severin V. Grabiski
Keyword(s):  
Information Systems ◽  
Enterprise Resource Planning ◽  
Resource Planning ◽  
Semantic Model ◽  
Erp Systems ◽  
Enterprise Information ◽  
Enterprise Information Systems ◽  
Data Interchange ◽  
Processing Information ◽  
Underlying Reality

In the past several years, huge investments have been made in enterprise resource planning (ERP) systems and related applications. While the integrated database and data warehouse in such systems provides value, more value could be realized if the databases could more semantically reflect the underlying reality of the organization. Inter-enterprise commerce can be facilitated with the use of ontologically based systems with common semantics (Geerts and McCarthy, 2000; Haugen and McCarthy, 2000) instead of reliance on electronic data interchange (EDI) standards. This chapter presents a normative semantic model for enterprise information systems that has its roots in transaction processing information systems. Empirical research on semantically modeled information systems is reviewed and an example company’s semantic model is provided as a proof of concept. This model is used as the basis for a discussion of its application to ERP systems and to inter-organizational systems. Future trends and research directions are also discussed.

Evaluating the Success of ERP Systems’ Implementation

2013 ◽  
pp. 1002-1018
Author(s):  
Ricardo Almeida ◽  
Miguel Nuno de Oliveira Teixeira
Keyword(s):  
Enterprise Resource Planning ◽  
Business Processes ◽  
Resource Planning ◽  
Web Survey ◽  
Business Organizations ◽  
Market Uncertainty ◽  
Erp Systems ◽  
Enterprise Information ◽  
Systems Implementation ◽  
Software Implementations

Information management has assumed an increasing importance at business organizations, over the last decades. Such trends lead companies to promote enormous efforts on organizing and optimizing their business processes, acquiring expensive enterprise information systems, aiming to promote an accurate answer to market uncertainty. Unfortunately, traditional software implementations have revealed low levels of satisfaction by Enterprise Resource Planning (ERP) systems’ customers. This study aims to evaluate the reasons for success and failure of ERP systems implemented in Portugal and the methodologies taken by consulting teams. To achieve such a goal, it has been submitted a web survey to Portuguese companies and consulting teams, in order to confirm major errors, ERP systems’ coverage and quality’s response for business processes, and assessment of engineering requirements as a major concern. This study is concluded with the presentation of the web survey results and some conclusions about ERP systems’ implementation at Portugal.

scholarly journals ERP SYSTEM IMPLEMENTATION IN LATVIAN MANUFACTURING AND CONSTRUCTION COMPANY

2012 ◽  
Vol 18 (1) ◽  
pp. 67-83 ◽  
Author(s):  
Andrejs Tambovcevs
Keyword(s):  
Enterprise Resource Planning ◽  
Business Processes ◽  
Construction Materials ◽  
Resource Planning ◽  
Erp Systems ◽  
Enterprise Information ◽  
Erp System ◽  
Construction Company ◽  
Software Market ◽  
Organization And Management

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. ERP systems have the potential to integrate seamlessly organizational processes using common shared information and data flows. Enterprises recently tend to implement their new enterprise information systems like ERP system in order to gain their competitive advantages and bring up their business efficiency, but the efficiency gained from this new implementation is not quite clear and is difficult to be identified. This paper presents a case study of ERP systems implementation in international construction materials procurement and purchasing company in Latvia. Specifically, this paper briefly described the business processes involved in the manufacturing and construction company and illustrated how ERP systems could be implemented and the efficiency of management system consequently enhanced. For an international company, the headquarters’ successful experience can provide a guideline to assist the local office to implement new system effectively and efficiently. ERP information system supports manufacturing process and construction object related information. This paper also argues that ERP systems are an increasingly important source of organizational change with major implications for the organization and management of work.

scholarly journals CONTRIBUTION OF INFORMATION MANAGEMENT SYSTEMS ERP AS A SUBSIDY FOR DECISION-MAKING

2019 ◽  
Vol 7 (5) ◽  
pp. 170-181
Author(s):  
Luiz Andre Megiolaro dos Santos ◽  
Elaine Cristina Lopes
Keyword(s):  
Decision Making ◽  
Information Management ◽  
Enterprise Resource Planning ◽  
Resource Planning ◽  
Management Systems ◽  
Enterprise Management ◽  
Current Phase ◽  
Communications Networks ◽  
Information Management Systems ◽  
Total Difference

In general, organizational environment has faced major changes in its management processes, especially in what concerns investment in technology. According to Davenport and Prusak (1998), "organizations invest heavily in technology - computers, communications networks and software - because they believe that technology itself overcomes every challenge”. However, information allied to technology can make a total difference in any company objective, whether for decision making or creating competitive advantage. Based on this, organizations are looking for technological tools to enhance their processes, among which are the integrated systems of enterprise management ERP (Enterprise Resource Planning), focus of the present work, which also aims to present the relevance of ERP business management systems, as well as its aspects from implementation to its current phase in the organization, advantages, disadvantages, and role in strategic information management.

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.

Enterprise Resource Planning and Knowledge Management Systems

2011 ◽  
pp. 153-171
Author(s):  
Jimmy C. Huang ◽  
Sue Newell ◽  
Robert D. Galliers ◽  
Shan-Ling Pan
Keyword(s):  
Knowledge Management ◽  
Enterprise Resource Planning ◽  
Resource Planning ◽  
Social Processes ◽  
Management Systems ◽  
Organizational Efficiency ◽  
Knowledge Management Systems ◽  
Erp Systems ◽  
Global Engineering ◽  
The Social

Enterprise resource planning (ERP) systems and knowledge management (KM) promise organizations the benefits of enhancing competitiveness and continuous revitalization. This chapter compares the characteristic differences and similarities between the two initiatives and examines how they influence organizational efficiency and flexibility when implemented within a global engineering firm. We suggest that the two initiatives are conceptually complementary but can only create a synergy when the design of organizational routines and practices fits into the metaroutines imposed by ERP and KM, and the social processes are nurtured within functions and cross-functionally.

scholarly journals Lies Your ERP System Tells You

2006 ◽  
Vol 128 (03) ◽  
pp. 36-39 ◽  
Author(s):  
Alan S. Brown
Keyword(s):  
Enterprise Resource Planning ◽  
Resource Planning ◽  
Management Systems ◽  
Software Management ◽  
Erp Systems ◽  
Erp System ◽  
Market Leader ◽  
Manufacturing Software ◽  
Flow Of Information ◽  
Over Time

This article focuses on the difficulties enterprise resource planning (ERP) faces in bridging gaps between businesses and vendors. Enterprise resource management systems promise to simplify business planning, but gaps remain in moving information to and from the factory floor. ERP vendors are making it easier to get that information. Market leader SAP, for example, is collaborating with companies that make manufacturing software. Management execution systems manage automated equipment, and moderate the flow of information to and from enterprise systems. Vendors have also rethought how ERP delivers value. Instead of emphasizing control, they talk increasingly must do it despite ongoing changes in models, specifications, and configurations. Data grow stale and corrupt over time, according to a consultant. Experts suggest that when operational personnel take as much responsibility for manufacturing data as they do for their pay checks, they will be able to count on their ERP systems to tell the truth.

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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