Leveraging Enterprise Resource Planning Systems to Digitize Business Functions

2021 ◽  
pp. 165-190
Author(s):  
Jessy Nair ◽  
D. Bhanu Sree Reddy
Keyword(s):  
Conceptual Model ◽  
Enterprise Resource Planning ◽  
Large Scale ◽  
Business Processes ◽  
Resource Planning ◽  
Successful Implementation ◽  
Firm Level ◽  
System Perspective ◽  
Erp System ◽  
Internal Stakeholders

The successful implementation of Enterprise Resource Planning (ERP) system is a challenge to many organizations. Though an intervention, ERP brings in large scale tangible and intangible benefits to an organization. It poses significant intervention on firm level endogenous dimensions; internal stakeholders, internal organization, business processes and technology. Though literature recognizes that ERP intervention brings about technological change during ERP implementation, hardly any article has conceptualized these interventions in evaluating its performance. Drawing on the Socio Technical system perspective the objective of this article is to conceptualize the ERP intervention on the endogenous dimensions of the organization and develop a comprehensive conceptual model to assess the success or failure of ERP system implementation. The conceptual model, Process-Variance and Adapted Socio-Technical (PVAST), proposed in this article will enable decision makers and practitioners to measure ERP project performance at every stage of its life cycle in a coherent method and adopt corrective measures.

Leveraging Enterprise Resource Planning Systems to Digitize Business Functions

2017 ◽  
pp. 20-46
Author(s):  
Jessy Nair ◽  
D. Bhanu Sree Reddy
Keyword(s):  
Conceptual Model ◽  
Enterprise Resource Planning ◽  
Large Scale ◽  
Business Processes ◽  
Resource Planning ◽  
Successful Implementation ◽  
Firm Level ◽  
System Perspective ◽  
Erp System ◽  
Internal Stakeholders

The successful implementation of Enterprise Resource Planning (ERP) system is a challenge to many organizations. Though an intervention, ERP brings in large scale tangible and intangible benefits to an organization. It poses significant intervention on firm level endogenous dimensions; internal stakeholders, internal organization, business processes and technology. Though literature recognizes that ERP intervention brings about technological change during ERP implementation, hardly any article has conceptualized these interventions in evaluating its performance. Drawing on the Socio Technical system perspective the objective of this article is to conceptualize the ERP intervention on the endogenous dimensions of the organization and develop a comprehensive conceptual model to assess the success or failure of ERP system implementation. The conceptual model, Process-Variance and Adapted Socio-Technical (PVAST), proposed in this article will enable decision makers and practitioners to measure ERP project performance at every stage of its life cycle in a coherent method and adopt corrective measures.

Conceptualizing Dimensions of Enterprise Resource Planning Systems Success

2014 ◽  
Vol 10 (1) ◽  
pp. 53-75 ◽  
Author(s):  
Jessy Nair ◽  
D. Bhanu Sree Reddy ◽  
Anand A Samuel
Keyword(s):  
Conceptual Model ◽  
Enterprise Resource Planning ◽  
Large Scale ◽  
Business Processes ◽  
Resource Planning ◽  
System Implementation ◽  
Erp System ◽  
Enterprise Resource Planning Systems ◽  
Process Variance ◽  
Internal Stakeholders

The success of implementing Enterprise Resource Planning (ERP) system has substantial benefits to an organization due to its large scale tangible and intangible benefits. However, the failure of ERP system implementation is a considerable challenge since it poses significant intervention on internal stakeholders, internal organization, business processes and technology. Though literature recognizes that these interventions bring about technological change during ERP implementation, hardly any article has conceptualized these interventions in evaluating its performance. Drawing on the Process-Variance (PV) and Adapted Socio Technical (AST) system perspectives, the objective of this article is to conceptualize the interventions through socio-technical perspective and develop a comprehensive conceptual model to assess the success or failure of ERP system implementation. The conceptual model, Process-Variance and Adapted SocioTechnical (PVAST) proposed in this article will enable decision makers and practitioners to measure ERP project performance at every stage of its life cycle in a coherent method and adopt corrective measures.

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.

scholarly journals Enterprise Resource Planning of Procurement Process with SAP MM Module

2021 ◽  
Vol 5 (01) ◽  
pp. 55-64
Author(s):  
Dhuhadmya Anggiya Kirana ◽  
Muhardi Saputra ◽  
Warih Puspitasari
Keyword(s):  
Project Management ◽  
Conceptual Model ◽  
Enterprise Resource Planning ◽  
Business Processes ◽  
Resource Planning ◽  
Data Migration ◽  
Material Management ◽  
Procurement Process ◽  
Erp System ◽  
Mining Companies

PT XYZ is one of the mining companies in Indonesia that has many subsidiaries. From user interviews, there’s a problem in carrying out daily transactions in the procurement process. There is no integration between departments when using existing applications, lots of inappropriate data, and some documents with missing files. Thus causing data not on time and working time. The analysis was carried out using a conceptual model to see the problems and needs in PT XYZ. ERP system needs to be implemented, coordinating the company’s business processes and reset the company’s infrastructure and standardization. The ERP system in the material management module will be implemented using the ASAP method because this method is tailored to the company. The ASAP method can describe implementation activities to support project management and data migration faster than other implementation methods.

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

2019 ◽  
pp. 827-840
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 must enhance their firm-level resources to compete in the turbulent business environment. Strategic application systems, such as an enterprise resource planning (ERP) system, are 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 analyze ERP implementation. Socio-technical theory with Leavitt's diamond model were analyzed as most appropriate since they are based on the premises of organizational change at firm level. The socio-technical organizational change model will enable stakeholders to analyze resources required for core dimensions of the organization for ERP implementation.

scholarly journals Crystal Ball For Business

2007 ◽  
Vol 129 (03) ◽  
pp. 36-38
Author(s):  
Jean Thilmany
Keyword(s):  
Enterprise Resource Planning ◽  
Large Scale ◽  
Business Processes ◽  
Resource Planning ◽  
Erp Systems ◽  
Large Scale Systems ◽  
Erp System ◽  
Computer Center ◽  
Secure Network ◽  
A Company

This article focuses on developments in the enterprise resource planning (ERP) systems. The way companies acquire ERP services in the future will likely change radically, too. Midsize companies can expect to say goodbye to the large-scale systems and their steep training curves by letting someone else house the system and worry about maintenance. ERP systems link manufacturing with business processes like new orders, purchasing, credit, accounting, supply chain management, and planning. Vendors are looking to catch the attention of potential clients and get them back on board and away from the workaround. Businesse s looking for the capabilities that ERP can give them minus its headaches will more often turn to outside services. In an outsourcing scenario, a company uses some or all the modules in an ERP system over a secure network link to the service's computer center. Although ERP systems have been perceived as clunky and expensive of late, the industry is far from moribund. In fact, the applications are becoming nimbler and have the potential to become even more practical in the years ahead.

Smoothing Short Duration Capacity Problems in Enterprise Resource Planning (ERP) Systems: An Algorithmic Approach

2014 ◽  
Vol 933 ◽  
pp. 860-868
Author(s):  
Muneam Zamzeer Al-Magsoosi
Keyword(s):  
Short Duration ◽  
Enterprise Resource Planning ◽  
Lot Sizing ◽  
Environmental Parameters ◽  
Resource Planning ◽  
Successful Implementation ◽  
Erp Systems ◽  
Lot Size ◽  
Erp System ◽  
Order Release

Successful implementation of ERP systems should take full advantage of the access to information, but not be constrained by many of the deficiencies associated with infinite capacity scheduling methodologies. In this paper an algorithm is developed which improves the performance of the ERP system. Lot sizing decisions based on capacity availability are used as an instrument to integrate more effectively capacity requirements planning (CRP) and Material Requirements Planning (MRP). MRP is a planning tool for a sub-set of manufacturing system specially in hierarchal multi-product, multi-period and multi-stage production planning and inventory control system. The Vehicle used for this integration is planned order release (POR) quantity. The algorithm requires minimal deviation from the MRP logic. In this sequential process MRP first issues the action notices and then the algorithm analyses the capacity situation in the work centers. The algorithm scans all planned order release quantities of lower level items in the action bucket before orders are released to the shop. For each item a delta value is computed identifying the degree orders are contributing to capacity problems. This delta is specific to each POR. The POR causing the highest overload and the one passing through the lowest utilized work centers are selected for a lot size decrease, respectively, an increase. After identifying the candidates, a series of checks analyses the suitability of the candidates for that change. The planned order release quantities of more items can be performed. Projected capacity profile after iteration will be updated and capacity requirements over a short duration are smoothed. The experiments are performed with MAP/3000 as a simulation model for this study. The developed algorithm is added to MAP/3000 as additional subroutines. The design of the experiments consists of a base test identifying the significance of different environmental parameters of MRP systems and a main test which performs a detailed evaluation. The results are evaluated using analysis of variance techniques. Most ERP systems built on the historical development of MRP and CRP systems, and the assumption of infinite capacity is affecting the performance of those systems badly. This paper is presenting an algorithm to smooth capacity problems by using the existed capacity.

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).

The Factors Affecting Successful Implementation of ERP in Nanjing Manufacturing SMEs

2011 ◽  
Vol 2 (3) ◽  
pp. 15-26
Author(s):  
Xi Chen ◽  
Rapeepat Techakittiroj
Keyword(s):  
Enterprise Resource Planning ◽  
High Speed ◽  
Resource Planning ◽  
Management Model ◽  
Successful Implementation ◽  
Erp Implementation ◽  
Factors Affecting ◽  
Erp System ◽  
National Corporation ◽  
Implementation Factors

Enterprise Resource Planning (ERP) system in companies can be implemented to Multi National Corporation (MNC), Larger Enterprise, and Small & Medium-sized Enterprises (SMEs). In China, 99% of all companies can be categorized as SMEs. With a decade of high-speed economy development after entering the 21st century, traditional Chinese SMEs want to find a new management model to improve work efficiency and increase business opportunities. This study finds the factors affecting the diffusion and successful implementation of ERP in Chinese Nanjing manufacturing SMEs. It will lead to the conclusion that ERP investment and implementation, which could be used as project guideline by the management of SMEs or companies that adopt ERP in intend to implement them. The objective is to provide Nanjing’s SMEs implementing ERP with knowledge about ERP implementation factors.

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