Research on Model Transformation Method Oriented to Model Driven ERP System

2013 ◽  
Vol 670 ◽  
pp. 208-215
Author(s):  
Ying Che ◽  
G. Wang ◽  
M. Lv ◽  
B.Y. Ren
Keyword(s):  
Enterprise Resource Planning ◽  
Model Transformation ◽  
Implementation Process ◽  
Resource Planning ◽  
Transformation Method ◽  
Erp System ◽  
Model Driven ◽  
Existing Problems ◽  
Mapping Rules ◽  
Independent Model

The model transformation from Computation Independent Model (CIM) to Platform Independent Model (PIM) level is one of the crucial and difficult points in the implementation process of model-driven Enterprise Resource Planning (ERP) system. For achieving the semantic conforming transformation between these two abstract modeling levels in Model Driven Architecture (MDA), a model transformation method based on ontology technology was proposed, which was a semi-automatic and general method. Firstly, the existing problems of model transformation from CIM level to PIM level in current studies were analyzed. Then, a model transformation framework based on ontology was built, the basic concepts relating to ontology were defined, and the whole architecture was described. After that, the transformation method was researched from two parts, the discovering of mapping rules and the occurrence of model transformation, which included the discovering technology of mapping rules based on similarity and the working principles of model transformation generator. Finally, a model transformation example was provided for validating the practicability and feasibility of proposed theories.

An Investigation of Enterprise Resource Planning Implementation in a Small Firm

2013 ◽  
pp. 57-80
Author(s):  
Magdy Abdel-Kader ◽  
Thu Phuong Nguyen
Keyword(s):  
Decision Making ◽  
Small Firm ◽  
Enterprise Resource Planning ◽  
Implementation Process ◽  
Resource Planning ◽  
Erp Systems ◽  
Erp Implementation ◽  
Erp System ◽  
Small Organizations ◽  
Selection Processes

Enterprise Resource Planning (ERP) systems have been recognized as complex and costly, which limited their implementation in large organizations. However, an increasing number of small organizations have recently gained interest in this system. This paper investigates the implementation process of ERP in a small firm. The investigation focused on two perspectives of ERP implementation: successes achieved and problems encountered. Despite many problems encountered in the firm, the ERP system still exists. This gives evidence that small organizations are more flexible and motivated to adapt to change and implement an ERP system. Most problems were encountered at early stages of implementation, which can be minimized if deliberate decision making of ERP implementation and proper selection processes were in place. Further, ERP is a good solution for small organizations if they are able to build a relevant in-house system.

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.

Selecting and Implementing an ERP System at Alimentos Peru

2011 ◽  
pp. 271-287
Author(s):  
J. Martin Santana ◽  
Jaime Serida-Nishimura ◽  
Eddie Morris-Abarca ◽  
Ricardo Diaz-Baron
Keyword(s):  
Enterprise Resource Planning ◽  
Business Processes ◽  
Implementation Process ◽  
Resource Planning ◽  
User Participation ◽  
Planning System ◽  
Accurate Information ◽  
Management Support ◽  
Erp System ◽  
Organizational Challenges

The case describes the implementation process of an ERP (enterprise resource planning) system at Alimentos Peru, one of the largest foods manufacturing companies in Peru. It discusses the organization’s major concerns during the mid-1990s, including increasing competition, inefficiency of business processes, and lack of timely and accurate information. To address these concerns Alimentos Peru launched several projects, one of which involved the implementation of an ERP system. The case explains the criteria used to evaluate and select the system, as well as the main issues and problems that arose during the implementation process. More specifically, the case focuses upon a set of implementation factors, such as top management support, user participation, and project management. Finally, the case concludes with a discussion of the benefits obtained from the introduction of the system as well as the new organizational challenges.

User perceptions towards an ERP system

2015 ◽  
Vol 28 (2) ◽  
pp. 243-259 ◽  
Author(s):  
Sue Abdinnour ◽  
Khawaja Saeed
Keyword(s):  
Enterprise Resource Planning ◽  
Repeated Measures ◽  
Implementation Process ◽  
Resource Planning ◽  
Future Research ◽  
Theoretical Understanding ◽  
Content Type ◽  
Implementation Phase ◽  
Erp System ◽  
Aircraft Manufacturing

Purpose – The purpose of this paper is to explore how key users’ perceptions (capability, value, timing, and acceptance) toward an Enterprise Resource Planning (ERP) system change from the pre-implementation to the post-implementation phase. The paper also examines how this change differs with varying levels of user involvement in the implementation process and users’ positions in the company. Design/methodology/approach – The authors survey the employees of a major aircraft manufacturing company in the Midwest and analyze the data using repeated measures ANOVA. The authors use time as a within-subject independent variable, and involvement/position at the company as between-subject independent variables. Findings – The results reveal a significant drop in users’ perceptions regarding the capability, value, and implementation timing of the ERP system. However, the perception of acceptance did not change significantly. Furthermore, there were more significant interactions of users’ perceptions with employee position than employee involvement in the implementation process. Research limitations/implications – The study offers a better theoretical understanding of how users’ perceptions regarding an ERP system evolve over time. The use of one company is a limitation of the study, so future research can focus on extending the study in different sectors. Practical implications – Management can design interventions to minimize users’ negative perceptions about the ERP system and increase usage in the post-implementation phase. For example, management can design training customized toward users’ positions in the company. Originality/value – Post-implementation research in the ERP field is rare. Conducting a survey of users’ perceptions allows the authors to take an in-depth look at attitudes toward an ERP system.

scholarly journals An Approach to Assessing Sustainability in the Development of a Manufacturing Company

2020 ◽  
Vol 12 (21) ◽  
pp. 8787
Author(s):  
Justyna Patalas-Maliszewska ◽  
Hanna Łosyk
Keyword(s):  
Sustainable Development ◽  
Enterprise Resource Planning ◽  
Implementation Process ◽  
Resource Planning ◽  
Theory And Practice ◽  
Planning System ◽  
Manufacturing Companies ◽  
Erp System ◽  
Manufacturing Company

In recent years, more reports and articles have been published on the necessity of implementing changes to manufacturing processes in the context of sustainable development (SD). The use of IT systems in manufacturing companies creates the opportunity to support changes implemented in the context of adaptation to the concept of SD. This paper proposes and explores a Sustainable Development Card (SDC) within an enterprise, the use of which will enable knowledge about the enterprise’s development level to be gained in the context of SD through the data and information collected from the information system, namely, the Enterprise Resource Planning system (ERP) implemented within a company. This research uses studies from the literature on the subject and also the case study in order to determine the SDC integrated with the ERP system. The Analytic Hierarchy Process (AHP) method is used, which uses validity indicators to allow a manufacturing company’s development to be evaluated within the context of SD. The results were verified by a real case study of a Polish manufacturing company. It was determined that the proposed approach allows SD to be assessed in a manufacturing company and enables the implementation process of SD strategy to be constantly monitored. This paper contributes to theory and practice at the interface of the development and sustainability of a manufacturing company, whereby assessing sustainability is associated with the development of strategy and information systems that are associated with the development of an organisation. The possibilities of using the results of research, in practice, are demonstrated convincingly.

Model-Driven Open Ecological Cloud Enterprise Resource Planning

2021 ◽  
Vol 18 (3) ◽  
pp. 82-99
Author(s):  
Yi Zhang ◽  
Bo Hu ◽  
YIwen Zhang
Keyword(s):  
Cloud Computing ◽  
Enterprise Resource Planning ◽  
Resource Planning ◽  
Reference Architecture ◽  
Enterprise Information System ◽  
Enterprise Information ◽  
Erp System ◽  
Model Driven ◽  
Development Approach ◽  
Faster Development

Cloud enterprise resource planning (Cloud ERP) is an internet- and cloud computing-based enterprise information system developed on the cloud platform. Cloud ERP has lower costs and shorter development time compared with traditional ERP system, but it remains in a state of information isolated island. To maximize the advantages of cloud computing and make up the deficiency of traditional ERP systems, it is necessary to break down the "wall" between enterprises, making cloud ERP enter a more open and interconnected ecological environment. The model-driven development approach contributes to a better resilient scheduling capability of ERP system, leading to faster development and deployment of it. In this article, the authors propose a “knowledge + data” model-driven open ecological cloud ERP and explain the definition and functions of each model layer. Finally, the effectiveness of model layers is demonstrated in the open ecological cloud ERP reference architecture.

scholarly journals ANALYSIS OF USER EXPERIENCE RESOURCE PLANNING WITH USER EXPERIENCE QUESTIONNAIRE FRAMEWORK (CASE STUDY: UNIVERSITAS MULTIMEDIA NUSANTARA)

2021 ◽  
Vol 1 (2) ◽  
pp. 42-61
Author(s):  
Andrei Ferdinan Bayu CK ◽  
Johan Setiawan
Keyword(s):  
User Experience ◽  
Enterprise Resource Planning ◽  
Educational Institution ◽  
Implementation Process ◽  
Resource Planning ◽  
Academic Advisement ◽  
Erp Implementation ◽  
Erp System ◽  
Data User ◽  
Experience Questionnaire

          ERP or Enterprise Resource Planning is a design that has been applied in an educational institution or company that can be used to organize, coordinate and manage the system resources in it to be more integrated. The refusal of system users to use the ERP system (new system) is one of the failure factors for ERP system implementation that should be considered by higher education companies. User's lack of understanding by users can cause users to simply be forced to use without being adapted to a qualified use of the ERP system. In addition to the importance of the ERP implementation process in a company or university, there is also an influence on the system's user experience as the key to the success of ERP implementation to minimize failures in the ERP system process.          This study uses the User Experience Questionnaire Framework to analyze, measure and find out significantly how much influence the user experience level has on the PeopleSoft Oracle Campus Solution ERP system using the six aspects contained in the framework UEQ on the modules Student Record, Academic Advisement, and Student Financial in the respective departments at UMN. The research was conducted quantitatively, namely the collection and collection of data to be carried out through the distribution of questionnaires online and carried out using SPSS software.   The results of the measurement level obtained based on the mean and benchmark data user experience from the six UEQ scales from the highest to the lowest value level are  Dependability is in the category (Excellent), Stimulation is in the category (Excellent), Novelty is in the category (Excellent), Perspicuity category is in the category (Good), Attractiveness is in the category (Good), and Efficiency is in the category (Good) and partially or completely can have a significant 61% influence on the use of modules in the ERP system at UMN.    Keywords: ERP (Enterprise Resource Planning), UEQ (User Experience Questionnaire), Quantitative, SPSS.

Selecting and Implementing an ERP System at Alimentos Peru

2011 ◽  
pp. 188-205
Author(s):  
J. Martin Santana ◽  
Jaime Serida-Nishimura ◽  
Eddie Morris-Abarca ◽  
Ricardo Diaz-Baron
Keyword(s):  
Enterprise Resource Planning ◽  
Business Processes ◽  
Implementation Process ◽  
Resource Planning ◽  
User Participation ◽  
Planning System ◽  
Accurate Information ◽  
Management Support ◽  
Erp System ◽  
Organizational Challenges

The case describes the implementation process of an ERP (enterprise resource planning) system at Alimentos Peru, one of the largest foods manufacturing companies in Peru. It discusses the organization’s major concerns during the mid-1990s, including increasing competition, inefficiency of business processes, and lack of timely and accurate information. To address these concerns Alimentos Peru launched several projects, one of which involved the implementation of an ERP system. The case explains the criteria used to evaluate and select the system, as well as the main issues and problems that arose during the implementation process. More specifically, the case focuses upon a set of implementation factors, such as top management support, user participation, and project management. Finally, the case concludes with a discussion of the benefits obtained from the introduction of the system as well as the new organizational challenges.

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.

Selecting and Implementing an ERP System at Alimentos Peru

2011 ◽  
pp. 357-372
Author(s):  
J. Martin Santana ◽  
Jamie Serida-Nishimura ◽  
Eddie Morris-Abarca ◽  
Ricardo Diaz-Baron
Keyword(s):  
Enterprise Resource Planning ◽  
Business Processes ◽  
Implementation Process ◽  
Resource Planning ◽  
User Participation ◽  
Planning System ◽  
Accurate Information ◽  
Management Support ◽  
Erp System ◽  
Organizational Challenges

The case describes the implementation process of an ERP (enterprise resource planning) system at Alimentos Peru, one of the largest foods manufacturing companies in Peru. It discusses the organization’s major concerns during the mid-1990s, including increasing competition, inefficiency of business processes, and lack of timely and accurate information. To address these concerns Alimentos Peru launched several projects, one of which involved the implementation of an ERP system. The case explains the criteria used to evaluate and select the system, as well as the main issues and problems that arose during the implementation process. More specifically, the case focuses upon a set of implementation factors, such as top management support, user participation, and project management. Finally, the case concludes with a discussion of the benefits obtained from the introduction of the system as well as the new organizational challenges.

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