scholarly journals Vision 2030 of Cloud Enterprise Resource Planning Systems (CERPS) in the Kingdom of Saudi Arabia

2019 ◽  
Vol 4 (1) ◽  
pp. 1
Author(s):  
Nooradeen Adel AlGhazzawi ◽  
Nouf Essam Katooa
Keyword(s):  
Case Studies ◽  
Enterprise Resource Planning ◽  
Value Chain ◽  
Business Models ◽  
Resource Planning ◽  
Cloud Services ◽  
Value Chains ◽  
Data Systems ◽  
Online Data ◽  
New Business

Saudi businesses rely on effective data management to trade along their internal and external supply (value) chains and must continually monitor and upgrade legacy data systems. To understand these processes, this study explores the experiences of six diverse Saudi firms as case studies: an air transport data system, vertical integration of global firms' subsidiaries, a value chain system, and entrepreneurs taking advantage of cloud opportunities. Rather than following the literature in focusing on the decision making steps to upgrade organizational data-based resources, this research considers how the firms integrated cloud technologies with their existing or new business models. The case studies were conducted post-implementation of cloud data projects to qualitatively assess the expectations of owners and executives of firms from their initiatives.Overall, the findings were that firms' experiences when online resulted in better integration with upstream international suppliers, greater cost control, and adapted and new business model advantages. Of the cases, two retailers and an intermediary/retail stationer used their new cloud-based data resources by expanding to online sales platforms. The largest firm was able to use its industry leadership to develop online data integration with firms through its value chains. The remaining firms were more circumspect. The data infrastructure firm merely formed a cloud sibling company to enhance its core business. The airline's industry data provider moved all its clients to cloud services, and the wholesaler similarly agreed to contract with its value chain's digital provider.This paper is presented as an introduction including the purpose of the study, a short literature review, methodology, results, comparative analysis, and conclusions. There was insufficient opportunity to provide a detailed discussion placing the cases into previous findings, although this empirical study is focussed on cloud migration outcomes rather than change factors.

A Framework for Enabling Dynamic E-Business Strategies via new Enterprise Paradigms and ERP Solutions

2013 ◽  
pp. 1561-1595 ◽  
Author(s):  
Yi Wan ◽  
Ben Clegg ◽  
Prasanta Kumar Dey
Keyword(s):  
Enterprise Resource Planning ◽  
Value Chain ◽  
Business Models ◽  
Core Competency ◽  
Resource Planning ◽  
Organizational Structures ◽  
Business Strategies ◽  
Erp Systems ◽  
Innovative Thinking ◽  
Technological Platform

In the global Internet economy, e-business as a driving force to redefine business models and operational processes is posing new challenges for traditional organizational structures and information system (IS) architectures. These are showing promises of a renewed period of innovative thinking in e-business strategies with new enterprise paradigms and different Enterprise Resource Planning (ERP) systems. In this chapter, the authors consider and investigate how dynamic e-business strategies, as the next evolutionary generation of e-business, can be realized through newly diverse enterprise structures supported by ERP, ERPII and so-called “ERPIII” solutions relying on the virtual value chain concept. Exploratory inductive multi-case studies in manufacturing and printing industries have been conducted. Additionally, it proposes a conceptual framework to discuss the adoption and governance of ERP systems within the context of three enterprise forms for enabling dynamic and collaborative e-business strategies, and particularly demonstrate how an enterprise can dynamically migrate from its current position to the patterns it desires to occupy in the future – a migration that must and will include dynamic e-business as a core competency, but that also relies heavily on ERP-based backbone and other robust technological platform and applications.

Next-Generation Enterprise Systems

2010 ◽  
pp. 2821-2826 ◽  
Author(s):  
Charles Møller
Keyword(s):  
Enterprise Resource Planning ◽  
Value Chain ◽  
Enterprise Systems ◽  
Resource Planning ◽  
Global Market ◽  
Research Note ◽  
Next Generation ◽  
Erp Systems ◽  
Erp System ◽  
New Business

“ERP is dead - long live ERP II” was the title of a path breaking research note from Gartner Group (Bond, Genovese, Miklovic, Wood, Zrimsek, & Rayner, 2000). In this research note, Gartner Group envisions how the ERP vendors respond to market challenges and how ERP and ERP strategies evolved by 2005. Gartner Group defines ERP II as a transformation of ERP (Enterprise Resource Planning), and today the major vendors have adopted this concept in their contemporary ERP packages. ERP (Enterprise Resource Planning) is an important concept to industry. Enterprises are increasingly implementing packaged ERP systems. A recent study confirmed that over 90% of the 500 largest Danish enterprises have adopted one or more ERP system. Further, the study found the systems to be of an average age of 2.8 years and decreasing (Møller, 2005a). ERP is a standardized software package designed to integrate the internal value chain of an enterprise (Klaus, Rosemann, & Gable, 2000). In 2002, the five major ERP vendors were: (i) SAP; (ii) Oracle; (iii) Peoplesoft; (iv) SAGE; and (v) Microsoft Business Solutions. They controled almost 50% of the ERP market (c.f. Table 1) and consequently the corporate infrastructure is dominated by the design of these systems and the vendors. By 2006, the market is consolidated and many of the smaller vendors have been merged with larger vendors. Oracle acquired PeopleSoft and JD Edwards and the global market seems to be dominated by SAP, Oracle and Microsoft. According to Nah (2002) the American Production and Inventory Control Society (APICS) defines ERP as: “a method for the effective planning and controlling of all the resources needed to take, make, ship and account for customer orders in a manufacturing, distribution or service company.” This definition expresses ERP as a tool but ERP is also a management vision and an agency of change and ERP has been attributed to almost any good or bad that IT may bring about in business. In the late 1990s, the ERP hype was primarily motivated by companies rushing to prepare for Y2K (Calloway, 2000). Then, after a short recession the adoption of ERP has continued. Davenport’s sequel on enterprise systems (Davenport, 1998, 2000; Davenport & Brooks, 2004) illustrates the changing business perspective on ERP and the ERP hype. Davenport (1998) sums up the first wave of experiences from implementing ERP systems in a much cited paper on “putting the enterprise system into the enterprise,” and points to the new potential business impact of the ERP systems. The discussion evolved over the first enthusiastic expectations, continued over a growing number of horror stories about failed or out-of-control projects, toward a renewed hype of expectations on e-business and SCM. The ERP II concept is the software industry’s perception of the new business challenges and the vision addresses the issues of e-business integration in the supply chain. ERP II is the next-generation ERP concept and in a few years from now the ERP II vision is going to be institutionalized into the infrastructure of most enterprises. This article will portray the conceptual framework of ERP II.

Next-Generation Enterprise Systems

2010 ◽  
pp. 2126-2133
Author(s):  
Charles Møller
Keyword(s):  
Enterprise Resource Planning ◽  
Value Chain ◽  
Enterprise Systems ◽  
Resource Planning ◽  
Global Market ◽  
Research Note ◽  
Next Generation ◽  
Erp Systems ◽  
Erp System ◽  
New Business

“ERP is dead - long live ERP II” was the title of a path breaking research note from Gartner Group (Bond, Genovese, Miklovic, Wood, Zrimsek, & Rayner, 2000). In this research note, Gartner Group envisions how the ERP vendors respond to market challenges and how ERP and ERP strategies evolved by 2005. Gartner Group defines ERP II as a transformation of ERP (Enterprise Resource Planning), and today the major vendors have adopted this concept in their contemporary ERP packages. ERP (Enterprise Resource Planning) is an important concept to industry. Enterprises are increasingly implementing packaged ERP systems. A recent study confirmed that over 90% of the 500 largest Danish enterprises have adopted one or more ERP system. Further, the study found the systems to be of an average age of 2.8 years and decreasing (Møller, 2005a). ERP is a standardized software package designed to integrate the internal value chain of an enterprise (Klaus, Rosemann, & Gable, 2000). In 2002, the five major ERP vendors were: (i) SAP; (ii) Oracle; (iii) Peoplesoft; (iv) SAGE; and (v) Microsoft Business Solutions. They controled almost 50% of the ERP market (c.f. Table 1) and consequently the corporate infrastructure is dominated by the design of these systems and the vendors. By 2006, the market is consolidated and many of the smaller vendors have been merged with larger vendors. Oracle acquired PeopleSoft and JD Edwards and the global market seems to be dominated by SAP, Oracle and Microsoft. According to Nah (2002) the American Production and Inventory Control Society (APICS) defines ERP as: “a method for the effective planning and controlling of all the resources needed to take, make, ship and account for customer orders in a manufacturing, distribution or service company.” This definition expresses ERP as a tool but ERP is also a management vision and an agency of change and ERP has been attributed to almost any good or bad that IT may bring about in business. In the late 1990s, the ERP hype was primarily motivated by companies rushing to prepare for Y2K (Calloway, 2000). Then, after a short recession the adoption of ERP has continued. Davenport’s sequel on enterprise systems (Davenport, 1998, 2000; Davenport & Brooks, 2004) illustrates the changing business perspective on ERP and the ERP hype. Davenport (1998) sums up the first wave of experiences from implementing ERP systems in a much cited paper on “putting the enterprise system into the enterprise,” and points to the new potential business impact of the ERP systems. The discussion evolved over the first enthusiastic expectations, continued over a growing number of horror stories about failed or out-of-control projects, toward a renewed hype of expectations on e-business and SCM. The ERP II concept is the software industry’s perception of the new business challenges and the vision addresses the issues of e-business integration in the supply chain. ERP II is the next-generation ERP concept and in a few years from now the ERP II vision is going to be institutionalized into the infrastructure of most enterprises. This article will portray the conceptual framework of ERP II.

Next-Generation Enterprise Systems

2011 ◽  
pp. 1789-1796
Author(s):  
Charles Møller
Keyword(s):  
Enterprise Resource Planning ◽  
Value Chain ◽  
Enterprise Systems ◽  
Resource Planning ◽  
Global Market ◽  
Research Note ◽  
Next Generation ◽  
Erp Systems ◽  
Erp System ◽  
New Business

“ERP is dead - long live ERP II” was the title of a path breaking research note from Gartner Group (Bond, Genovese, Miklovic, Wood, Zrimsek, & Rayner, 2000). In this research note, Gartner Group envisions how the ERP vendors respond to market challenges and how ERP and ERP strategies evolved by 2005. Gartner Group defines ERP II as a transformation of ERP (Enterprise Resource Planning), and today the major vendors have adopted this concept in their contemporary ERP packages. ERP (Enterprise Resource Planning) is an important concept to industry. Enterprises are increasingly implementing packaged ERP systems. A recent study confirmed that over 90% of the 500 largest Danish enterprises have adopted one or more ERP system. Further, the study found the systems to be of an average age of 2.8 years and decreasing (Møller, 2005a). ERP is a standardized software package designed to integrate the internal value chain of an enterprise (Klaus, Rosemann, & Gable, 2000). In 2002, the five major ERP vendors were: (i) SAP; (ii) Oracle; (iii) Peoplesoft; (iv) SAGE; and (v) Microsoft Business Solutions. They controled almost 50% of the ERP market (c.f. Table 1) and consequently the corporate infrastructure is dominated by the design of these systems and the vendors. By 2006, the market is consolidated and many of the smaller vendors have been merged with larger vendors. Oracle acquired PeopleSoft and JD Edwards and the global market seems to be dominated by SAP, Oracle and Microsoft. According to Nah (2002) the American Production and Inventory Control Society (APICS) defines ERP as: “a method for the effective planning and controlling of all the resources needed to take, make, ship and account for customer orders in a manufacturing, distribution or service company.” This definition expresses ERP as a tool but ERP is also a management vision and an agency of change and ERP has been attributed to almost any good or bad that IT may bring about in business. In the late 1990s, the ERP hype was primarily motivated by companies rushing to prepare for Y2K (Calloway, 2000). Then, after a short recession the adoption of ERP has continued. Davenport’s sequel on enterprise systems (Davenport, 1998, 2000; Davenport & Brooks, 2004) illustrates the changing business perspective on ERP and the ERP hype. Davenport (1998) sums up the first wave of experiences from implementing ERP systems in a much cited paper on “putting the enterprise system into the enterprise,” and points to the new potential business impact of the ERP systems. The discussion evolved over the first enthusiastic expectations, continued over a growing number of horror stories about failed or out-of-control projects, toward a renewed hype of expectations on e-business and SCM. The ERP II concept is the software industry’s perception of the new business challenges and the vision addresses the issues of e-business integration in the supply chain. ERP II is the next-generation ERP concept and in a few years from now the ERP II vision is going to be institutionalized into the infrastructure of most enterprises. This article will portray the conceptual framework of ERP II.

A Framework for Enabling Dynamic E-Business Strategies via new Enterprise Paradigms and ERP Solutions

2012 ◽  
pp. 21-55
Author(s):  
Yi Wan ◽  
Ben Clegg ◽  
Prasanta Kumar Dey
Keyword(s):  
Enterprise Resource Planning ◽  
Value Chain ◽  
Business Models ◽  
Core Competency ◽  
Resource Planning ◽  
Organizational Structures ◽  
Business Strategies ◽  
Erp Systems ◽  
Innovative Thinking ◽  
Technological Platform

In the global Internet economy, e-business as a driving force to redefine business models and operational processes is posing new challenges for traditional organizational structures and information system (IS) architectures. These are showing promises of a renewed period of innovative thinking in e-business strategies with new enterprise paradigms and different Enterprise Resource Planning (ERP) systems. In this chapter, the authors consider and investigate how dynamic e-business strategies, as the next evolutionary generation of e-business, can be realized through newly diverse enterprise structures supported by ERP, ERPII and so-called “ERPIII” solutions relying on the virtual value chain concept. Exploratory inductive multi-case studies in manufacturing and printing industries have been conducted. Additionally, it proposes a conceptual framework to discuss the adoption and governance of ERP systems within the context of three enterprise forms for enabling dynamic and collaborative e-business strategies, and particularly demonstrate how an enterprise can dynamically migrate from its current position to the patterns it desires to occupy in the future – a migration that must and will include dynamic e-business as a core competency, but that also relies heavily on ERP-based backbone and other robust technological platform and applications.

Investigating a Process Approach on Business Cases

2013 ◽  
Vol 4 (2) ◽  
pp. 37-53 ◽  
Author(s):  
Kim Maes ◽  
Steven De Haes ◽  
Wim Van Grembergen
Keyword(s):  
Enterprise Resource Planning ◽  
Business Models ◽  
Resource Planning ◽  
Business Case ◽  
Successful Outcome ◽  
Exploratory Case Study ◽  
New Business ◽  
Business Cases ◽  
Investment Justification

Strategic information technology (IT) enabled investments are among other types of IT investments, characterised by the highest level of uncertainty and the highest potential for value creation. They are often associated with product/service innovation, new business models or an enterprise-wide transformation (e.g. Enterprise Resource Planning (ERP) investment). Although these may deliver operational excellence and a competitive advantage, it is a risky endeavour with high failure rates. One of the critical factors to achieve a successful outcome is to develop a sound business case. Many organisations perceive a business case as a valuable instrument for investment justification and decision-making, yet other organisations still do not develop a business case due to insufficient knowledge. In response to this knowledge gap, Ward, Daniel, and Peppard (2008) designed a business case development process that ends on investment approval. Others scholars however call for a continuous usage of business cases throughout the entire investment life cycle. The present research responds to this call with an exploratory case study in order to identify multiple business case tasks that complement the process of Ward et al. (2008). The paper starts with a description of background literature on what constitutes a business case whereof the authors derive a new definition. The authors then set the context and structure for an initial business case process based on the contribution by (Ward et al., 2008). The findings of the exploratory case study and the initial business case process are discussed.

scholarly journals An Autonomous Cybersecurity Framework for Next-generation Digital Service Chains

2021 ◽  
Vol 29 (4) ◽  
Author(s):  
Matteo Repetto ◽  
Domenico Striccoli ◽  
Giuseppe Piro ◽  
Alessandro Carrega ◽  
Gennaro Boggia ◽  
...  
Keyword(s):  
Business Models ◽  
Identity Management ◽  
Methodological Approach ◽  
Value Chains ◽  
Sensitive Data ◽  
Digital Service ◽  
Security Issues ◽  
Security Services ◽  
New Business ◽  
Access Control Management

AbstractToday, the digital economy is pushing new business models, based on the creation of value chains for data processing, through the interconnection of processes, products, services, software, and things across different domains and organizations. Despite the growing availability of communication infrastructures, computing paradigms, and software architectures that already effectively support the implementation of distributed multi-domain value chains, a comprehensive architecture is still missing that effectively fulfills all related security issues: mutual trustworthiness of entities in partially unknown topologies, identification and mitigation of advanced multi-vector threats, identity management and access control, management and propagation of sensitive data. In order to fill this gap, this work proposes a new methodological approach to design and implement heterogeneous security services for distributed systems that combine together digital resources and components from multiple domains. The framework is designed to support both existing and new security services, and focuses on three novel aspects: (i) full automation of the processes that manage the whole system, i.e., threat detection, collection of information and reaction to attacks and system anomalies; (ii) dynamic adaptation of operations and security tasks to newest attack patterns, and (iii) real-time adjustment of the level of detail of inspection and monitoring processes. The overall architecture as well as the functions and relationships of its logical components are described in detail, presenting also a concrete use case as an example of application of the proposed framework.

scholarly journals Performance Assessment of Product Service System from System Architecture Perspectives

2012 ◽  
Vol 2012 ◽  
pp. 1-19 ◽  
Author(s):  
John P. T. Mo
Keyword(s):  
Case Studies ◽  
Support Services ◽  
Business Models ◽  
Service System ◽  
Case Study Research ◽  
Product Service System ◽  
Engineering Product ◽  
Product Service ◽  
New Business ◽  
Complex Engineering

New business models in complex engineering products have favoured the integration of acquisition and sustainment phases in capability development. The product service system (PSS) concept enables manufacturers of complex engineering products to incorporate support services into the product’s manufacturing and sustainment lifecycle. However, the PSS design has imposed significant risks to the manufacturer not only in the manufacture of the product itself, but also in the provision of support services over long period of time at a predetermined price. This paper analysed three case studies using case study research design approach and mapped the service elements of the case studies to the generic complex engineering product service system (CEPSS) model. By establishing the concept of capability distribution for a PSS enterprise, the capability of the CEPSS can be overlaid on the performance-based reward scheme so that decision makers evaluate options related to the business opportunities presented to them.

Suppliers in the privatised UK wastewater market and their possible moves towards integrated solutions

Water Policy ◽  
2006 ◽  
Vol 8 (6) ◽  
pp. 559-572 ◽  
Author(s):  
Charlotta Windahl
Keyword(s):  
Value Chain ◽  
Support Services ◽  
System Integration ◽  
Business Models ◽  
Spare Parts ◽  
New Business ◽  
Water Companies ◽  
The Uk ◽  
New Business Models ◽  
New Strategies

An increasing number of companies in the capital goods industry are turning towards new strategies where the focus is to add value for customers by providing integrated solutions (combining products and services), instead of selling components, spare parts and support services. These new strategies represent moves in the value chain and create a need for new business models as well as new competencies. In this paper, the fairly new concept of integrated solutions is explored in the context of a privatised industry. The findings are based on empirical case studies carried out at two companies supplying products and services to the UK wastewater industry. In the UK, both water companies and their suppliers are influenced by economic and environmental regulations, an increased focus on cost, and outsourcing. On one hand, the two manufacturers have increased their competence with respect to system integration and operational services – competencies for supplying integrated solutions. On the other hand, a fragmented and vertically structured market with a multitude of different actors increases the distance between the water companies and the manufacturers. In addition, the division of the industry into a capital and operational side complicates the coordination between new sales and services.

The future of the Internet of Things: toward heterarchical ecosystems and service business models

2018 ◽  
Vol 33 (6) ◽  
pp. 749-767 ◽  
Author(s):  
Seppo Leminen ◽  
Mervi Rajahonka ◽  
Mika Westerlund ◽  
Robert Wendelin
Keyword(s):  
Internet Of Things ◽  
Business Model ◽  
Value Chain ◽  
Large Scale ◽  
Business Models ◽  
The Internet ◽  
Content Type ◽  
Industry Collaboration ◽  
New Business ◽  
The Internet Of Things

Purpose This study aims to understand their emergence and types of business models in the Internet of Things (IoT) ecosystems. Design/methodology/approach The paper builds upon a systematic literature review of IoT ecosystems and business models to construct a conceptual framework on IoT business models, and uses qualitative research methods to analyze seven industry cases. Findings The study identifies four types of IoT business models: value chain efficiency, industry collaboration, horizontal market and platform. Moreover, it discusses three evolutionary paths of new business model emergence: opening up the ecosystem for industry collaboration, replicating the solution in multiple services and return to closed ecosystem as technology matures. Research limitations/implications Identifying business models in rapidly evolving fields such as the IoT based on a small number of case studies may result in biased findings compared to large-scale surveys and globally distributed samples. However, it provides more thorough interpretations. Practical implications The study provides a framework for analyzing the types and emergence of IoT business models, and forwards the concept of “value design” as an ecosystem business model. Originality/value This paper identifies four archetypical IoT business models based on a novel framework that is independent of any specific industry, and argues that IoT business models follow an evolutionary path from closed to open, and reversely to closed ecosystems, and the value created in the networks of organizations and things will be shareable value rather than exchange value.

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