Dynamic Planning Models for E-Business Strategy

2011 ◽  
pp. 854-862
Author(s):  
Janice M. Burn ◽  
Colin G. Ash
Keyword(s):  
Enterprise Resource Planning ◽  
Business Strategy ◽  
Business Processes ◽  
Value Added ◽  
Resource Planning ◽  
Theoretical Models ◽  
Dynamic Planning ◽  
Planning Models ◽  
New Business ◽  
Staged Model

Much has been written about e-business and how this concept will transform industries into virtual networks of customers and suppliers working together to create value-added processes (Fahey, Srivastava, Sharon, & Smith, 2001). Typically, successful organisations will have embraced enterprise resource planning (ERP) systems to integrate e-business processes within the organisation and to underpin the creation of integrated interorganisational systems. This frequently results in new business processes, organisational structures, human resource skill requirements, management roles, and knowledge management systems (Robey et al., 2002). To be successful in this new climate, however, organisations have to learn new approaches to strategy and planning for collaborative systems and to manage e-business enabled cycles of innovation (Wheeler, 2002; Zahra & George, 2002). Few studies have explored the dynamics of e-business strategic planning and little information is available on how to implement new paradigms successfully and how to ensure more effective e-business performance as a result (Damanpour, 2001; Kallio, Saarinen, & Tannila, 2002). This article reports on the findings from multiple case studies of e-business projects in ERP-enabled organisations. Each organisation was investigated in a three stage study over 4 years, using three theoretical models of e-business implementations to assess success. The key findings from each case study were captured into a staged model for e-business transformation and related to a dynamic planning model that can be applied across all stages of growth of the extended enterprise.

Dynamic Planning Models for E-Business Strategy

2011 ◽  
pp. 240-246
Author(s):  
Janice M. Burn ◽  
Colin G. Ash
Keyword(s):  
Enterprise Resource Planning ◽  
Business Strategy ◽  
Business Processes ◽  
Value Added ◽  
Resource Planning ◽  
Theoretical Models ◽  
Dynamic Planning ◽  
Planning Models ◽  
New Business ◽  
Staged Model

Much has been written about e-business and how this concept will transform industries into virtual networks of customers and suppliers working together to create value-added processes (Fahey, Srivastava, Sharon, & Smith, 2001). Typically, successful organisations will have embraced enterprise resource planning (ERP) systems to integrate e-business processes within the organisation and to underpin the creation of integrated interorganisational systems. This frequently results in new business processes, organisational structures, human resource skill requirements, management roles, and knowledge management systems (Robey et al., 2002). To be successful in this new climate, however, organisations have to learn new approaches to strategy and planning for collaborative systems and to manage e-business enabled cycles of innovation (Wheeler, 2002; Zahra & George, 2002). Few studies have explored the dynamics of e-business strategic planning and little information is available on how to implement new paradigms successfully and how to ensure more effective e-business performance as a result (Damanpour, 2001; Kallio, Saarinen, & Tannila, 2002). This article reports on the findings from multiple case studies of e-business projects in ERP-enabled organisations. Each organisation was investigated in a three stage study over 4 years, using three theoretical models of e-business implementations to assess success. The key findings from each case study were captured into a staged model for e-business transformation and related to a dynamic planning model that can be applied across all stages of growth of the extended enterprise.

Life Cycle of ERP Systems

2005 ◽  
pp. 1844-1849
Author(s):  
Cesar Alexandre de Souza ◽  
Ronaldo Zwicker
Keyword(s):  
Life Cycle ◽  
Enterprise Resource Planning ◽  
Multinational Firms ◽  
Business Processes ◽  
Resource Planning ◽  
Integrated Systems ◽  
Erp Systems ◽  
Erp System ◽  
New Business ◽  
Business Requirements

The 90’s witnessed an impressive growth of Enterprise Resource Planning (ERP) systems in the market of corporate IT solutions. For instance, O´Leary (2000) reports that a single ERP system (SAP´s R/3) is used by more than 60% of the multinational firms. Among the explanations for this phenomenon are the competitive pressures suffered by the companies that have forced them to seek alternatives for cost reduction, differentiation of products and services and integration of their business processes. The ERP systems evolved exploiting the need for quick deployment of integrated systems to meet these new business requirements, while companies were (and still are) under pressure to outsource all the activities that are not embraced by their core business.

scholarly journals THE BENEFITS OF INFORMATION SYSTEMS IN THE MANAGEMENT OF INDUSTRIAL ENTERPRISES

2021 ◽  
Vol 2021 (4) ◽  
pp. 4743-4748
Author(s):  
VANESSA PRAJOVA ◽  
◽  
PETER KOSTAL ◽  
STANISLAW LEGUTKO ◽  
STEFAN VACLAV ◽  
...  
Keyword(s):  
Information Systems ◽  
Information And Communication Technologies ◽  
Enterprise Resource Planning ◽  
Business Processes ◽  
Rapid Development ◽  
Resource Planning ◽  
Vital Role ◽  
Enterprise Information ◽  
Industrial Enterprises ◽  
New Business

The ability to make good decisions on the deployment and use of information and communication technologies has become part of successful governance. The convergence of information, communication and multimedia technologies has created new business opportunities that will play a vital role in the economy and public life over the coming decades. On enterprises development in recent years has been dramatically influenced by the rapid development of technologies for processing and organizing them. These technologies share the role of an information integrator to support decision-making at all levels of the manufacturing enterprise. Enterprise resource planning is a key transactional application of enterprise information systems. Its main features include the ability to automate and integrate key business processes, functions and data across the enterprise.

Measurement of Readiness Levels for Adoption of Enterprise Resource Planning Clouds in Small Medium Enterprise with Net Ready Model

2019 ◽  
Vol 16 (12) ◽  
pp. 5396-5407
Author(s):  
Agung Terminanto ◽  
Achmad Nizar Hidayanto ◽  
Wahyu Nugroho
Keyword(s):  
Economic Growth ◽  
Enterprise Resource Planning ◽  
Business Processes ◽  
Small And Medium Enterprises ◽  
Resource Planning ◽  
Business Strategies ◽  
A Value ◽  
Rapid Economic Growth ◽  
New Business ◽  
Medium Enterprises

Industry 4.0 has changed the way we live, work and interact, creating new opportunities and challenges. To deal with these challenges, SMEs need an application that can integrate and automate SME business processes. Small and Medium Enterprises are very important for Indonesia’s economic growth. The 2016 economic census conducted by the Central Bureau of Statistics stated the rapid economic growth among MSMEs. The more rapid growth of the market, the greater the competition in the market coupled with the current digital era. The study was conducted to measure the readiness of small and medium enterprises in the Bogor area that are engaged in fashion for Cloud ERP adoption. Readiness measurement is done by the Net Ready method which has four variables, namely: Leadership, Governance, Competencies, Technology. The Net Ready method further assesses the readiness to the level of the organization and the results of measurements which each have different value contributions. Governance provides the biggest contribution in the assessment of Net Ready which has a score of 1.06. Competencies provide the second largest contribution which has a score of 0.77. Technology provides the third largest contribution which has a value of 0.72. Leadership makes the smallest contribution in this study which has a score of 0.58, lack of management awareness of integrated information systems to make new business strategies. The total score obtained from the summary of each variable total score produces a value of 3.12. The total score can be categorized as Bogor region SMEs engaged in fashion, quite ready to adopt Cloud ERP.

Enterprise Resource Planning Module for Textile Industry

2021 ◽  
pp. 421-425
Author(s):  
Devendra Wankhede ◽  
Shreya Khobragade ◽  
Pranali Jangle ◽  
Karishma Bondre ◽  
Prof. Akhil Anjikar
Keyword(s):  
Enterprise Resource Planning ◽  
Business Strategy ◽  
Textile Industry ◽  
Business Processes ◽  
Resource Planning ◽  
Business Decisions ◽  
Business Partners ◽  
Operational Risks ◽  
Solid Foundation ◽  
The Right

In Textile Industries, several entities and departments are present. If all these departments are not maintained properly then it is very difficult to handle the textile organization. For maintaining textile industry (ERP) solution can help, making your textile company more profitable by strengthening the collaboration within the organization and increasing its efficiency and adaptability. The ERP solution lays a solid foundation for textile companies to continuously review, benchmark, and optimize their business processes based on their corporate business strategy making the right business decisions becoming easier. A comprehensive ERP solution also makes it easier for a textile organization’s business partners to engage productively within the company. The main objective of this application is that there are several textile organizations where this system is a must to be used because with the help of this system textile companies can provide outstanding service to customers, maximize their return on investments in assets, optimize enterprise processes, mitigate operational risks, facilitate environmental compliance, and streamline the merger and acquisitions process.

scholarly journals PETA RENCANA (ROADMAP) RISET ENTERPRISE RESOURCE PLANNING (ERP) DENGAN FOKUS RISET PADA USAHA KECIL DAN MENENGAH (UKM) DI INDONESIA

2012 ◽  
Vol 6 (2) ◽  
pp. 140
Author(s):  
Putu Wuri Handayani ◽  
J.W. Saputro ◽  
Achmad Nizar Hidayanto ◽  
Indra Budi
Keyword(s):  
Enterprise Resource Planning ◽  
Business Processes ◽  
Small And Medium Enterprises ◽  
Resource Planning ◽  
Fast Response ◽  
National Data ◽  
Critical Issues ◽  
The Republic ◽  
Medium Enterprises

Usaha Kecil dan Menengah (UKM) di Indonesia telah dapat berkontribusi terhadap PDB (Produk Domestik Bruto) nasional sebesar 55.56% berdasarkan data Biro Perencanaan Kementerian Negara Koperasi dan UKM Republik Indonesia, pada tahun 2008. Untuk memperluas pangsa pasar dan meningkatkan daya saing UKM, UKM membutuhkan suatu aplikasi yang dapat mengintegrasikan dan mengotomatisasi proses bisnis UKM. Aplikasi ERP dapat menjadi salah satu solusi untuk UKM dikarenakan keuntungan yang dapat diberikan seperti memberikan informasi dengan waktu respon yang cepat, meningkatkan interaksi antar bagian dalam suatu organisasi, meningkatkan pengelolaan siklus pemesanan barang, dsb. Beberapa isu kritis yang dihadapi oleh UKM adalah terbatasnya dana dan kapabilitas teknologi informasi yang dimiliki. Dalam memahami kebutuhan layanan yang diperlukan oleh UKM untuk aplikasi ERP dan untuk menyediakan arahan bagi UKM serta menanggapi kurangnya riset ERP di Indonesia maka riset ini bertujuan untuk menggambarkan peta rencana jangka panjang dari agenda riset ERP yang akan dilakukan untuk UKM di Indonesia. Small and Medium Enterprises (SMEs) in Indonesia has been able to contribute to the GDP (Gross Domestic Product) of 55.56% based on national data Planning Bureau of the Ministry of Cooperatives and SMEs of the Republic of Indonesia, in 2008. To expand market share and improve the competitiveness of SMEs, SMEs need an application that can integrate and automate business processes of SMEs. ERP applications can be one solution for SMEs because of the advantages that can be provided such as providing information with fast response time, increase the interaction between the departments of an organization, improving the management of ordering goods cycle, etc. Some of the critical issues faced by SMEs are the limited funds and information technology capabilities they have. In understanding the needs of the services required by SMEs for ERP applications and to provide guidance for SMEs and response to the lack of research about ERP in Indonesia, this research aims to describe the long-term plan maps of the ERP's research agenda that will be made for SMEs in Indonesia.

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.

ERP Promises in the United Arab Emirates Educational Sector

2013 ◽  
pp. 45-56
Author(s):  
Rima Shishakly
Keyword(s):  
United Arab Emirates ◽  
Enterprise Resource Planning ◽  
Business Processes ◽  
Resource Planning ◽  
School Management ◽  
Complete Analysis ◽  
Educational Institutions ◽  
Government Schools ◽  
Educational Management ◽  
School Activities

Implementing Enterprise Resource Planning (ERP) is one of the major IT innovations in this decade. ERP solutions seek to integrate and modernize business processes and their associated information and work flows. Nonetheless, ERP usage in educational management is still new. Educational institutions for various appropriate factors have begun to implement this technology. The school ERP enterprise solution system offers complete school management software, which covers all the functions related to the smooth functioning of school activities. This chapter provides a complete analysis of ERP solutions in the educational sectors and focuses on ERP usage and utilization in the United Arab Emirates (UAE) public (government) schools.

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.

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.

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