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Journal articles on the topic 'Enterprise resource planning (ERP)'
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McGaughey, Ronald E., and Angappa Gunasekaran. "Enterprise Resource Planning (ERP)." International Journal of Enterprise Information Systems 3, no. 3 (July 2007): 23–35. http://dx.doi.org/10.4018/jeis.2007070102.
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الهادی, محمد. "ERP - Enterprise resource planning." مجلة الجمعیة المصریة لنظم المعلومات وتکنولوجیا الحاسبات 20, no. 10 (December 1, 2017): 22–23. http://dx.doi.org/10.21608/jstc.2017.117550.
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Muscatello, Joseph R., and Diane H. Parente. "Enterprise Resource Planning (ERP)." Information Resources Management Journal 19, no. 3 (July 2006): 61–80. http://dx.doi.org/10.4018/irmj.2006070105.
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Park, Jonghyun, and Jin Park. "Enterprise resource planning and efficiency." Managerial Finance 41, no. 4 (April 13, 2015): 405–15. http://dx.doi.org/10.1108/mf-07-2014-0182.
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Purpose – The purpose of this paper is to investigate the efficiency of Korean insurers that have adopted enterprise resource planning (ERP) system to improve their efficiency. Design/methodology/approach – The study uses Data Envelopment Analysis (DEA) with several inputs and outputs to measure both technical and scale efficiency. With the efficiency measures and using the ordinary least square with the hetereoscedacity consistent standard errors, the study further investigates the factors affecting efficiency, and the association between ERP and efficiency. Findings – This study finds a strong positive association between ERP implementation and the insurers’ efficiency and profitability. However, firms may experience a decrease in efficiency and profitability during the first and second year after ERP implementation. Research limitations/implications – Although the findings of this study are consistent with extant studies, the study’s findings may lack generalizability because the samples are limited small Korean Property/Casualty (P/C) insurers. Originality/value – This study investigates the impact of ERP implementation on P/C insurers in an emerging market.
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Sundtoft Hald, Kim, and Jan Mouritsen. "Enterprise resource planning, operations and management." International Journal of Operations & Production Management 33, no. 8 (July 12, 2013): 1075–104. http://dx.doi.org/10.1108/ijopm-11-2011-0430.
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PurposeThis research aims to explore the enabling and constraining effects of enterprise resource planning (ERP) systems and speculate on how these can be linked to the four generic roles of operations management (OM) proposed by Slack et al.Design/methodology/approachThis research understands ERP as boundary objects characterised by modularity, abstraction, accommodation, and standardization. An in‐depth cross‐disciplinary literature review and role synthesis is conducted.FindingsFour enabling and three constraining effects of ERP are deduced from existing literature. ERP and OM are linked conceptually. Based on the identified effects of ERP, the paper speculates on the managerial tasks of the production and operations manager (POM) in an ERP environment and lists a set of central concerns of potential relevance to POM and to future research.Research limitations/implicationsThe identified roles of ERP and their implications could be empirically tested using case based and survey research.Practical implicationsThe results provide insights into how ERP has multiple and parallel roles, and how these roles are relevant to the function of OM. Such knowledge is valuable for practicing POMs in managing the implementation and design of ERP to support the different domains of OM.Originality/valueCurrent studies of the effects of ERP and their link to the practice of OM tend to focus on one or a few roles of the emerging system. Such studies do not properly take into account the modularised and pluralistic nature of ERP. This research provides a platform from where future research on the effects, managerial dilemmas and implications of ERP can be reconciled across research communities.
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Widyaningdyah, Agnes Utari, and Luandre Ezra. "Enterprise Resource Planning (ERP) Support For Internal Control Effectiveness." Jurnal Reviu Akuntansi dan Keuangan 10, no. 2 (July 30, 2020): 234. http://dx.doi.org/10.22219/jrak.v10i2.11507.
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EERP is a software package which already changed the way data is collected, disseminated, and used. ERP systems also have built-in control which in every transaction is supervised carefully. However, only a few findings in accounting empirical research reveal how the ERP systems support internal control effectiveness. In this paper, we investigate the effect of ERP systems on internal control effectiveness over financial statements. Using annual reports of listed firms in the Indonesia Stock Exchange and logistic regression technique, we find that firms with ERP reported fewer general internal control weaknesses than firms without ERP. Hence, ERP adoption and implementation in Indonesia’s firms cannot reduce internal control weaknesses, especially in a specific levels of financial statements because they have not fully utilized the ERP control features.
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Oliver, Dave, and Celia Romm. "Justifying Enterprise Resource Planning Adoption." Journal of Information Technology 17, no. 4 (December 2002): 199–213. http://dx.doi.org/10.1080/0268396022000017761.
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This paper presents a critical approach to the way organizations justify adopting enterprise resource planning (ERP) systems. An earlier critical theory provides a framework for exploring the themes of communication, rationality and domination. Technology, process and organization are forms of domination that may appear in the context of ERP adoption. The literature on the formal and informal (qualitative) justification of information technology investment is reviewed and assessed. The significance of ERP systems is examined and also motives for their adoption. The data used for the study are electronically mediated justifications of ERP adoption that were presented by universities. A content analysis is applied to these data. The paper concludes that, despite reservations about the sensitivity of domination and emancipation to identification and measurement, there is some evidence to suggest people are considered to occupy a subservient role to technology, process and organization.
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Koedijk, Aad H. C. "Extended Enterprise Resource Planning: Grenzen verlegd." Maandblad Voor Accountancy en Bedrijfseconomie 82, no. 1 (January 1, 2008): 51–61. http://dx.doi.org/10.5117/mab.82.10868.
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In dit artikel worden trends en ontwikkelingen besproken op het gebied van Enterprise Resource Planning (ERP): de ERP-software pakketten én de invloed ervan op organisaties en bedrijfsprocessen. Dit is geen artikel over IT, maar over de toepassing en de opbrengsten ervan. Er wordt ingegaan op de volgende onderwerpen: - de beloften en verwachtingen bij het ontstaan van ERPpakketten begin jaren negentig, - ontwikkelingen die zich nadien voordeden, zoals extended-ERP, - wat deze ontwikkelingen feitelijk hebben opgeleverd, - wat de beloften nu zijn en wat we er verder van mogen verwachten, - en, niet onbelangrijk: de rol van de ERP-gebruikende organisatie, want feitelijk bepaalt die de trends in ERP. ERP biedt onbegrensde en grensverleggende mogelijkheden. Maar software alleen zal het niet waarmaken. Dat zal de gebruikende organisatie zelf moeten doen. Het is vraaggedreven, niet aanbodgedreven.
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Zhang, Yi, Bo Hu, and YIwen Zhang. "Model-Driven Open Ecological Cloud Enterprise Resource Planning." International Journal of Web Services Research 18, no. 3 (July 2021): 82–99. http://dx.doi.org/10.4018/ijwsr.2021070105.
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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.
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Muscatello, Joseph R., and Injazz J. Chen. "Enterprise Resource Planning (ERP) Implementations." International Journal of Enterprise Information Systems 4, no. 1 (January 2008): 63–83. http://dx.doi.org/10.4018/jeis.2008010105.
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Rezaeian, Maryam, and Martin George Wynn. "Enterprise Resource Planning Systems in Iran." International Journal of Asian Business and Information Management 12, no. 3 (July 2021): 1–13. http://dx.doi.org/10.4018/ijabim.294094.
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Enterprise Resource Planning (ERP) software packages have been widely implemented in the developed world since they first appeared on the market in the late 1970s. In the developing world, however, the lack of the human and financial resources needed for such projects, and the non-availability of sales and support offices for western-based ERP vendors, has limited the uptake of ERP software. However, in Iran, there has been significant recent growth in the development of homegrown ERP software solutions. These products are usually more customizable than western-based ERP products and can thus be adapted more readily to specific user requirements. Using a case study approach, this article examines the origins and development of one of these companies – the Behko software company, and assesses its main product, and how it has been implemented in a typical end-user company. The article concludes that the homegrown ERP sector in Iran is making a significant contribution to the provision of information systems in the country, and is competing successfully with western-based alternatives.
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A Susanti, Rika, and Dini Wahjoe Hapsari. "ANALISIS KEBERHASILAN IMPLEMENTASI ENTERPRISE RESOURCE PLANNING." JAF- Journal of Accounting and Finance 1, no. 01 (September 15, 2017): 67. http://dx.doi.org/10.25124/jaf.v1i01.904.
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This study was designed to analyze the effect of top management support, business process reengineering, effective project management, change management, training and education to the successful implementation of ERP in PT. Telekomunikasi Indonesia Tbk Japati, Bandung. This research method using regression analysis with a survey technique in which the population of this study is on the Enterprise & Analytic Platform Development. Research hypothesis testing is done using the F test and t test and descriptive analysis. The data were obtained using a questionnaire research instruments that contain a list of statements to measure the respondents to the study variables.
The results from this research indicate that simultaneously successful implementation of ERP influenced by critical success factor with a value of r-square 79% and partially variable top management support, business process reengineering, effectiveness project management not associated with successful implementation of ERP and variable change management, training and education are significantly associated with successful implementation of ERP. Based on the research results, to improve the success of ERP implementation, Enterprise & Analytic Platform Development at Telkom should conduct change management and improving training and education to employees to enhance the ability of employees to use the ERP system
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Wijaya, Mahaning Indrawaty, Suzanna -, and Diana Utomo. "Enterprise Resource Planning Modification: A Literature Review." ComTech: Computer, Mathematics and Engineering Applications 12, no. 1 (May 24, 2021): 33–43. http://dx.doi.org/10.21512/comtech.v12i1.6610.
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The current low success level of Enterprise Resource Planning (ERP) implementation stimulates the rise of research to find the critical success factor of it. One of the challenges of ERP implementation is to find a ‘fit’ between business and system requirements. It is claimed that standardizing business processes to follow the ERP system will positively impact organizations to follow the best practice process. However, there is another challenge that organization should not reengineer their business process to fit the ERP system, but rather modify or customize the ERP system to match their business process. This belief argues that standardizing business processes is not the right solution that applies to every organization since it can degrade an organization’s competitive advantages. Based on the background, the research aimed to construct a comprehensive review to succeed in implementing an ERP system, particularly on ERP modification, using a systematic literature review method. It was done by collecting and analyzing scientific publications related to ERP critical success factors with special attention to system modification. The literature review results in a comprehensive explanation of ERP modification. It includes elaborating on different types of misfit and customization to cultivate the understanding of ERP modification, a flowchart to analyze misfit to help the organization to evaluate modification requests, and critical success factors of modified ERP implementation.
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Hermawan, Hermawan. "Successful Implementation of Enterprise Resource Planning." Winners 20, no. 1 (May 24, 2019): 19. http://dx.doi.org/10.21512/tw.v20i1.5359.
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The purpose of this research was to analyze factors that influence a successful implementation of Enterprise Resource Planning (ERP) at PT Agung Sedayu Group. Measuring the success of ERP implementation was needed to find out what success factors influence the implementation process. The DeLone and McLean success model was used as a measurement tool with employees who actively used the ERP system as respondents. The research method used was a descriptive quantitative method with questionnaires as data collection techniques with the indicators on DeLone and McLean model. Data taken from the questionnaire were 187 samples from 350 active user population systems at PT Agung Sedayu Group. Questionnaire data were processed using the SPSS application to test the validity and reliability; then linear regression analysis was performed to test the hypothesis. From the results of the research, it is known that all variables of system quality, information quality, service quality, usage, user satisfaction, and net benefits have an influence on the successful implementation of ERP at PT Agung Sedayu Group. The conclusion presents that the successful implementation of ERP is more influenced by user satisfaction supported by the level of use, system quality, information quality, and service quality.
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Birthare, Shailesh, and Surabhi Tripathi. "Business Role Security in Enterprise Resource Planning System." International Journal of Research in Engineering, Science and Management 3, no. 12 (December 6, 2020): 6–7. http://dx.doi.org/10.47607/ijresm.2020.394.
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Enterprise Resource Planning, a collective integrated approach for all business solutions, has been broadly accepted across various industries since 1990 as the upcoming generation of Manufacturing Business System and Manufacturing Resource Planning software. ERP can be taken as to be “the cost of entry for running and growing a business” (Kumar and van Hillegersberg, 2000). An ERP is an information system, which seamlessly integrated and configured for planning, execution and managing all the resources and their maximum use in the enterprise, and streamlines and incorporates the business threads within and across the functional or technical boundaries in the enterprises. With the use of such information system, an organization can automate its elementary business requirements by reducing the complexity and cost of the related integrations for its components. Enterprise may also apply business process reengineering for optimum utilization of its ERP system, and finally output as growth in business can be recorded. Thus, ERP Security plays major role in protecting an organization business data and their employee’s and customer information as well. Study of Access Control Model of ERP Security is very important to keep the enterprise IT environment safe and secure. This paper focuses on the Risk of Fraudulent behavior of user roles across in terms of usage of ERP system. The case study used the information and data based on questionnaire and various inputs from industry experts.
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Santi, Roro. "PERENCANAAN STRATEGIS IMPLEMENTASI ENTERPRISE RESOURCE PLANNING (ERP) DI INSTITUSI PENDIDIKAN." TEMATIK 5, no. 2 (December 20, 2018): 78–101. http://dx.doi.org/10.38204/tematik.v5i2.267.
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Rencana strategis dibuat untuk merencanakan masa depan melalui penyusunan program, penyiapan sumber daya, dan pengaturan agar tujuan tercapai. Pengembangan sistem informasi terintegrasi dengan sistem basis data terpusat merupakan salah satu rencana strategis yang kompetitif untuk peningkatan mutu pelayanan serta tata kelola informasi. ERP merupakan salah satu framework untuk membangun sistem informasi terintegrasi dengan satu database untuk semua departemen. ERP pada masa ke masanya terus mengalami perbaikan dan peningkatan kemampuan, dari mulai MRP, MRP II, ERP dan ERP II. Dengan adanya perbaikan dan peningkatan kemampuan, membuktikan ERP memiliki keunggulan. Sebuah penelitian menyebutkan bahwa penerapan ERP sukses di dunia industri, sedangkan implementasi di institusi pendidikan mengalami kegagalan. Institusi pendidikan dengan karakternya yang khusus, memerlukan perencanaan SI TI yang berbeda. Sebagai institusi yang menghasilkan produk berupa karakter manusia dengan keilmuan pendidikan tertentu, serta memiliki keragaman faktor lingkungan, ekonomi dan sosial budaya. Sehingga keunggulan kompetitif institusi pendidikan sangat erat kaitannya dengan pelayanan, kenyamanan, dan kemudahan yang diberikan institusi pendidikan kepada penggunanya. Penyusunan rencana strategis implementasi model ERP ini bertujuan untuk meningkatkan mutu pelayanan, yang memberikan kenyamanan dan kemudahan. Pada akhirnya bertujuan untuk meningkatkan mutu pendidikan dan kualitas lulusannya. Melalui usulan portofolio aplikasi mendatang, dengan dukungan model ERP, yaitu eERP (ERP II) untuk institusi pendidikan.
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Heryana, Toni, and Ano Sartono Rahman. "HUBUNGAN PENERAPAN ENTERPRISE RESOURCE PLANNING (ERP) DENGAN KUALITAS LAPORAN KEUANGAN." Jurnal Riset Akuntansi dan Keuangan 1, no. 2 (April 29, 2017): 122. http://dx.doi.org/10.17509/jrak.v1i2.6648.
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This study aims to find out (1) the implementation of ERP in seven state-owned enterprises in Bandung, (2) the quality of financial statements in seven state-owned enterprises in Bandung that have implemented ERP, and (3) how the relationship of ERP implementation with the quality of financial statements at seven state- Bandung. The variables tested were Enterprise Resource Planning (ERP) and quality of financial statements. This study uses primary data for both variables in the form of questionnaires to seven State-Owned Enterprises in Bandung.The method used in this research is descriptive method. Population in this research is 20 SOEs in Bandung that have implemented ERP. Sampling technique used is Convenience Sampling so taken 7 SOEs from the population as a sample. The unit of analysis in this study is the financial manager. The hypothesis proposed in this study is "There is a strong relationship between the implementation of Enterprise Resource Planning (ERP) with the quality of financial statements". This hypothesis was tested by using Spearman Rank correlation statistical analysis while the coefficient of determination used to know how big the influence.From the result of the research, it can be concluded that (1) ERP implementation in seven SOEs in Bandung has very good with score 32,7; (2) the quality of financial statements at seven SOEs in Bandung City which have implemented ERP is very good with score 30,3; And (3) ERP implementation has a strong relationship with the quality of financial statements with correlation coefficient value 0.697. Based on the calculation of determination coefficient obtained 48.58% results, which means 48.58% quality of financial statements in seven SOEs in Bandung affected by Enterprise Resource Planning (ERP) and the remaining 51.42% influenced by other factors.
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Shafiqa Rasulzade, Shafiqa Rasulzade. "POSSIBILITY AND APPLICATION OF RESOURCE PLANNING (ERP) SYSTEM IN ENTERPRISES." PAHTEI-Procedings of Azerbaijan High Technical Educational Institutions 13, no. 02 (March 1, 2022): 130. http://dx.doi.org/10.36962/pahtei13022022-130.
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In today's evolving business environment, large companies have no choice but to avoid media packages. The main goal is to provide mechanization of workflow and save money. Thus, ERP systems have the ability to limit or expand an organization's capabilities and pave the way for competitiveness. Work technology systems are developed by updating the company to the latest type of work, tracking enterprise capabilities and job changes, reflecting enterprise structure and employee relationships, and ultimately leading to a competitive advantage. For this reason, organizations that use ERP for competitiveness need to redirect Human Resources activities, as these activities are important in a competitive platform. A way to gain a competitive advantage in the enterprise while helping to link it to other key functions of the organization in the enterprise Resource Planning integration systems, which tend to focus on both the essential elements and the results of the task, together with all human resource roles mentioned in the literature. shows. The changes taking place in the world, taking into account the impact of new and professional people on domestic competition and socio-economic development, resulting in a high level of global migration, large-scale steps to shape the scientific community, exemplary measures to improve the quality of human resources requires a re-evaluation of all theoretical approaches. In the age of new technologies, new changes in society allow the growing demand for enterprise resource planning and a more detailed study of this area. All this determines the relevance of the current topic. As in an enterprise, there are issues that need to be addressed in the management of the company. Thus, the formation of the staff of the organization is to determine that the ERP system brings the common patterns recorded more quickly. Training of employees in enterprises, accurate placement of personnel, as well as maneuvering are of paramount importance. The main work in improving the quality of human resources activities is the proper organization of enterprise resources. Proper human resource management is a key part of the new ERP. In recent times, in order to increase human resources in the world, changing the quality indicators sought in people, the formation of the concept of "human capital", along with economic, administrative, psychological and social means in human resource management began to use modern new management. As we have mentioned, one of the most important issues in the management of any enterprise is the application of the enterprise resource system, which is a tool designed to accelerate the registration and management processes of enterprise resources in enterprises and organizations. At a time when foreign and domestic competition is strong, the development of leadership in production, services and other areas is purely about how to manage human resources. For this reason, states and large enterprises attach greater importance to the use of human resources, and in this regard, the role and use of enterprise asset planning (ERP) programs in improving quality are of particular importance. Enhancing competitive features is one of the main goals of ERP apps. For this reason, all the functions of the system are focused on that implementation. To achieve this, it is possible to build a transparent and clearer business process management system based on complete and accurate information about the enterprise. In the new era, changes in the quality indicators sought by people to increase human capacity in the world, the formation of "human investment", the use of modern new basic management in the management of human resources, along with the dual, administrative, psychological and social means. As in all areas of humanity, the human factor is currently very much in the country of Azerbaijan, but also in the field of enterprise planning (ERP) is being done to increase the quality of human resources activities. Our country's development in terms of joining and growing global competition, use of more modern technologies in the human and economic space, increase in demand for education and other points written at the top “Record of organizational resources in increasing the efficiency of human resources activities (ERP) application capabilities of programs as well as their role” emphasizes the importance of research in the theme. The opportunities and role of human resource development programs have been the focus of more researchers and researchers on quality improvement, development, its aspects, the impact of increasing the rate of money development, and the use of enterprise capacity planning programs. Keywords: ERP, Enterprise Resource Planning, ERP applications, Human resources
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Novikov, Alexander, and Marina V. Sazonova. "Algorithm of Choosing the Enterprise Resource Planning System for Enterprises." International Journal of Enterprise Information Systems 16, no. 4 (October 2020): 146–60. http://dx.doi.org/10.4018/ijeis.2020100107.
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The article is dedicated to pointing out the main principles of choosing modern enterprise resource planning (ERP) system for highly technological domestic enterprises. The article provides criteria for choosing ERP system and the risk group for their implementation. The close dependence of the success of the implementation of ERP systems on the proportion of projects for which the budget has not been exceeded has been revealed; the share of projects for which the excess of the actual period over the planned period of the project occurred and the share of implementation of solutions of the “box” type. The authors conclude that it is necessary to develop an information system that meets the specifics of a particular enterprise, as well as careful planning for the timing and cost of implementing this system.
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Hapsari, Dyas Putri. "Pengaruh Enterprise Resource Planning terhadap Kinerja Keuangan Perusahaan." Owner 3, no. 2 (August 6, 2019): 108. http://dx.doi.org/10.33395/owner.v3i2.175.
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Enterprise Resource Planning (ERP) merupakan sebuah sistem yang dapat membantu perusahaan dalam meningkatkan inovasi dan kualitas bisnis mereka. Penelitian ini bertujuan untuk membuktikan secara empiris dampak dari implementasi ERP terhadap kinerja keuangan perusahaan. Sampel yang digunakan dalam penelitian ini adalah 163 perusahaan manufaktur yang terdaftar di Bursa Efek Indonesia (BEI) pada tahun 2012 sampai dengan 2016. Hasil penelitian menunjukkan bahwa ERP berpengaruh positif terhadap profitabilitas yang diproksikan dengan ROA (Return on Assets). Namun, berbanding terbalik dengan ERP yang berpengaruh negatif terhadap solvabilitas yang diproksikan dengan DAR (Debt to Total Asset Ratio). Hal ini menunjukkan bahwa perusahaan yang menggunakan ERP memiliki kinerja yang lebih baik daripada perusahaan yang tidak menggunakan ERP.
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Ashari Imamuddin and Herlina Supandi Putri. "Faktor-Faktor Motivasi Adopsi Sistem Enterprise Resource Planning." INFOTECH : Jurnal Informatika & Teknologi 2, no. 2 (December 31, 2021): 85–94. http://dx.doi.org/10.37373/infotech.v2i2.188.
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Proses adopsi sistem enterprise resource planning (ERP) merupakan hal yang sangat krusial dalam sebuah organisasi karena melibatkan hampir seluruh proses bisnis, dana besar, dan dukungan sumber daya manusia yang banyak. Penelitian ini ditujukan untuk mengkaji faktor-faktor yang memotivasi perusahaan dalam mengadopsi sistem ERP. Penelitian ini dilakukan dengan melakukan survei kepada 21 orang yang bekerja di 17 perusahaan yang mengadopsi sistem ERP dalam operasional bisnis mereka. Penelitian ini menemukan bahwa motivasi adopsi sistem ERP adalah sistem lama mempunyai kualitas rendah dan harapan kualitas produk/layanan perusahaan menjadi lebih baik setelah implementasi ERP. Hal lain yang menjadi motivasi adalah agar integrasi sistem menjadi lebih baik, keamanan data lebih terjamin, dan peningkatan kualitas layanan kepada pelanggan. Dukungan yang paling penting dalam adopsi sistem ERP adalah dukungan manajemen, dukungan penyedia layanan ERP sebesar, dan dukungan pengguna sistem. Hasil penelitian ini juga menunjukkan setelah implementasi sistem ERP: kualitas seluruh sistem perusahaan, proses monitoring operasional dan sumber daya, peningkatan kualitas manajemen, perubahan waktu penjualan produk ke pasar, dan pengurangan biaya pengembangan produk menjadi lebih baik.
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Markus, M. Lynne, Cornelis Tanis, and Paul C. van Fenema. "Enterprise resource planning: multisite ERP implementations." Communications of the ACM 43, no. 4 (April 2000): 42–46. http://dx.doi.org/10.1145/332051.332068.
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Kremers, Mark, and Han van Dissel. "Enterprise resource planning: ERP system migrations." Communications of the ACM 43, no. 4 (April 2000): 53–56. http://dx.doi.org/10.1145/332051.332072.
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Saade, Raafat George, and Harshjot Nijher. "Critical success factors in enterprise resource planning implementation." Journal of Enterprise Information Management 29, no. 1 (February 8, 2016): 72–96. http://dx.doi.org/10.1108/jeim-03-2014-0028.
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Purpose – The purpose of this paper is to consolidate the critical success factors (CSFs) as published in enterprise resource planning (ERP) implementation case studies. The authors perform the analysis and propose the final CSFs based on the reported ERP implementation process stages. Design/methodology/approach – The paper follows the eight category coding steps proposed by Carley (1993) and utilizes only ERP implementation case studies to identify a distinct set of critical success factors. The 37 case studies used in this paper provide a reasonable sample from different countries and contexts. Two methodologies were followed, one for the literature review process and the other for the analysis and synthesis. Findings – Out of 64 reported CSFs that were extracted from the literature and subsequent detailed analysis and synthesis the authors found a total of 22 factors that are distinct. These factors which encompass change management, are proposed with five ERP implementation stages. Research limitations/implications – The final set of success factors proposed in this study gives a consolidated and unified view of the significant variables to be considered during all the stages of ERP implementation. The research is limited to case study literature and does not account for ERP implementation models and frameworks. Another limitation would be the scope of the literature searched which is that of the Management Information Community. Practical implications – The proposed CSFs can be used by practitioners in five ways: assess implementation of an ERP; ex-ante assessment; comparative analysis with other implementation experiences; utilize CSFs from model as part of key performance indicators; and utilize the model to establish a concise strategy to project management process for the ERP implementation. Social implications – ERP implementation is complex. The promise has not yet been fully realized. An ERP-enabled organization entails primarily strategy and change management. To that effect, all stakeholders are impacted by ERP implementation. This paper, identified CSFs extracted from cases of ERP implementation and proposes a model to support its project management, user satisfaction and sustainability. The results aim at reducing costs, maintaining timeline, reducing employee anxieties and with a successful implementation, better service to customer base. Originality/value – This paper is the first attempt to present a consolidated list of CSFs and mapping them to the stages of an ERP implementation as reported from the industry. It originality is its focus on utilizing rigorous published case studies with the hope that future case studies would utilize the work to report on the same factors. The value is that as the case studies are increased, comparison and differentiation between is enhanced.
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Ruivo, Pedro, Tiago Oliveira, and André Mestre. "Enterprise resource planning and customer relationship management value." Industrial Management & Data Systems 117, no. 8 (September 11, 2017): 1612–31. http://dx.doi.org/10.1108/imds-08-2016-0340.
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Purpose The purpose of this paper is to develop and test a theoretical model to measure the impact of enterprise resource planning (ERP) and customer relationship management (CRM) systems and moderating relationships of system and process integration on business value. Design/methodology/approach ERP and CRM systems are analysed with the resource-based view theory and measured by their impact on business value, having in consideration the moderation of system and process integration. The model was tested and analysed with data collected by Microsoft, from firms that have adopted both ERP and CRM systems in their organisation. Findings ERP system is found to be an important asset to business value, but CRM systems’ impact on business value is found to be not significant. System integration as moderator of ERP or CRM system is found to be not significant but has a positive and significant impact on business value. For process integration, the study finds that it is significant only when moderating the CRM system variable. Research limitations/implications The model shows that the moderating effects of system and process integration are important variables for understanding the joint business value of ERP and CRM. Practical implications Adopting an ERP system and ensuring system integration provides a direct impact on business value. In order for a CRM system to have a positive impact on business value, process integration with ERP system must be ensured. Originality/value This study provides new knowledge on how ERP and CRM systems used together may positively influence value from IT investments, and how systems integration and process integration provide business value.
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Kocakulah, Mehmet C., and Dana R. Willett. "Enterprise Resource Planning (ERP) System Implementation: Promise and Problems." Review of Business Information Systems (RBIS) 7, no. 3 (July 1, 2003): 35–44. http://dx.doi.org/10.19030/rbis.v7i3.4522.
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The experiences of the two businesses presented here correlate well with the success factors iden-tified in the literature related to implementation of enterprise resource planning systems. The im-portance of successful ERP system planning and deployment becomes evident when con-sideration is given to the resources companies devote to these projects and the advantages promised and often realized as a result of business process improvement through ERP. As enterprise resource planning continues to evolve, its importance seems likely to grow. This evolution will allow ERP to expand to serve smaller and smaller businesses and businesses with more specialized enterprise resource planning needs. To truly serve these institutions, ERP deployments must become more reliable through the further refinement of success factor analysis.
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Ho, Thanh Trung, Thy Thi Phuong Ho, Trang Thi Le, Van Thi Hoai Quach, Khang Phuoc Hoang Le, and Nga Thi Thuy Tran. "Cloud ERP, a new approach for enterprise resources planning." Science and Technology Development Journal 19, no. 1 (March 31, 2016): 111–28. http://dx.doi.org/10.32508/stdj.v19i1.532.
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The combination between Enterprise Resource Planning (ERP) system and Cloud Computing technology is a new trend in information technology and communication. These are two different arrays of information system in modern business. However, when the advantages of ERP and the outstanding features of Cloud Computing technology are integrated, they not only can bring more benefits to the enterprises, but also help them to develop sustainably in the the dynamic economic market. Cloud ERP (Cloud - Based ERP) has been popularly applied in organizations worldwide but not received much attention from Vietnamese enterprises. Therefore, the study on Cloud - Based ERP can create a new ERP approach for the Vietnamese enterprises. In particular, it can help them understand Cloud ERP technology solution and the practical benefits that it brings. The study only proposes the its application based on the class of service models of Cloud Computing for the enterprises. From the successful implementation of Cloud ERP technology solution based on PaaS model of Cloud Computing, the study provides enterprises with the installations, configure, and a knowledge of the application solution.
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Akrong, Godwin Banafo, Yunfei Shao, and Ebenezer Owusu. "Overcoming the Challenges of Enterprise Resource Planning (ERP)." International Journal of Enterprise Information Systems 18, no. 1 (January 1, 2022): 1–41. http://dx.doi.org/10.4018/ijeis.306242.
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The study presents the results of a comprehensive review conducted between 2005-2020 to identify Enterprise Resource Planning (ERP) challenges, discover the divisions in which these challenges can be clustered, and provide general strategies to resolve these challenges. The study also found 25 categories that can be classified into ERP challenges. 65 ERP challenges were identified based on the reviewed literature, of which 18 were not provided with adequate solutions as to how to resolve them, and the related solutions as mentioned in the reviewed literature are presented in-depth. The result will help both academics and practitioners involved with how to resolve ERP system challenges.
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Nair, Jessy, D. Bhanu Sree Reddy, and Anand A. Samuel. "Conceptualizing Dimensions of Enterprise Resource Planning Systems Success." International Journal of Enterprise Information Systems 10, no. 1 (January 2014): 53–75. http://dx.doi.org/10.4018/ijeis.2014010104.
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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.
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Temtim Assefa, Temtim Assefa. "User resistance in post enterprise resource planning implementation phase." SINET: Ethiopian Journal of Science 45, no. 1 (April 27, 2022): 48–60. http://dx.doi.org/10.4314/sinet.v45i1.4.
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User resistance in post Enterprise Resource Planning (erp) implementation phase is one of the main causes for failure of erp systems. Existing research identified different factors that cause erp failure in the post erp implementation phase. However, existing research is fragmented without strong theoretical base. The main objective of this study is to identify factors that cause user resistance in the post erp implementation phase using innovation resistance theory as a theoretical lens. The study used causal research design as a research method. Data was collected using Google’s online form. The empirical data from this research revealed that risk barriers and usability barriers as main factors that increase user resistance in the post erp implementation phase. The research also developed and validated data collection instruments to use innovation resistance theory for empirical investigation of user resistance in the post erp implementation phase for other researchers. It has also practical implication for managers what intervention to undertake so as to increase success of erp system implementation.
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Arab Khazaeli, Mohammad Mehdi, Ahmad Vedadi, and Farideh Haghshenas Kashani. "The study of critical success factors in implementation of Enterprise Resource Planning (ERP)." Journal of Management and Accounting Studies 3, no. 02 (July 18, 2019): 54–60. http://dx.doi.org/10.24200/jmas.vol3iss02pp54-60.
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Enterprise resource planning (ERP) is a managerial solution based on information technology which objective is integration and information circulation among all organization sections such as financial, manufacturing, human resources, supply chain, and customers, management that makes the facilitation of planning and rapid and on-time response into customers. So, the present research has been compiled with studying the critical factors of success in implementing enterprise resource planning (ERP) of enterprise (firms) of Mazandaran province. Methodology: The methodology is descriptive-survey and is conducted in field. Research statistical universe includes all managers, experts and specialists of IT systems and integration system in export enterprise of Mazandaran province (250 people) that 151 people were selected as sample based on Kokran formulation. Finally 132 questionnaires received. The realized questionnaire was used to evaluate the critical factors effective on implementing ERP from realized questionnaires. In order to test research hypothesis, Kolomogrov-Smirnov thatunit-sample t-test, binomial test and Fridman test in SPSS software were used. Results: Based on findings obtained of t-test, organizational culture (t=6.99, p=0.001), organizational structure (t=4.54, p=0.001), MA (t=6.87, p=0.001), project management (t=5.75, p=0.001) and project team (t=6.17, p=0.001) are critical factors of success in implementing ERP in enterprises in Mazandaran. Conclusion: Similarly, results of binomial test showed that advisors (p=0.021), experts (p=0.000), hardware (p=0.000), software (p=0.000), web and internet (p=0.000) are also critical factors of success in implementing ERP in enterprises in Mazandaran. But users (p=0.082) of success in implementing ERP in enterprises in Mazandaran. So, it’s necessary that managers of enterprises of the province pay attention into aforementioned factors to attain objectives of integration of human resource and organization success.
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Chofreh, Abdoulmohammad Gholamzadeh, Feybi Ariani Goni, and Mahdieh Gholamzadeh Jofreh. "Enterprise Resource Planning (ERP) Implementation Process: Project Management Perspective." Advanced Materials Research 338 (September 2011): 152–55. http://dx.doi.org/10.4028/www.scientific.net/amr.338.152.
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Enterprise Resource Planning (ERP) system is an advanced manufacturing system that enables the integration of transactions-oriented data and business functions throughout an enterprise. ERP system holds the potential of greatly enhancing organizational performance and establishing competitive advantage. ERP project team can reduce their implementation costs by having a well thought out ERP implementation process. This research examines the ERP implementation process from the project management based perspective. The theoretical framework is developed to specify the ERP implementation process, which is categorized into five phases in project life cycle: initiating, planning, executing, controlling and closing. The research adopts the iterative triangulation as a methodology to establish this study, and one large company in Iran has been chosen by researchers to examine the proposed framework.
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Das Neves, D., D. Fenn, and P. Sulcas. "Selection of enterprise resource planning (ERP) systems." South African Journal of Business Management 35, no. 1 (March 31, 2004): 45–52. http://dx.doi.org/10.4102/sajbm.v35i1.651.
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In order to determine the process organisations go through in selecting an Enterprise Resource Planning (ERP) system, a field study was undertaken on eleven cases. Based on the findings a best practice selection process is proposed.A benchmark selection criteria checklist was drawn up as part of this investigation and each of the criteria listed should be considered prior to final selection.Other issues discussed in this article include the original motivation and justification for ERP purchase, change management, customisation of source code and the roles of the selection committee, consultants and vendors.
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Menon, Sreekumar A., Marc Muchnick, Clifford Butler, and Tony Pizur. "Critical Challenges in Enterprise Resource Planning (ERP) Implementation." International Journal of Business and Management 14, no. 7 (June 8, 2019): 54. http://dx.doi.org/10.5539/ijbm.v14n7p54.
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This research paper explores critical challenges in Enterprise Resource Planning (ERP) implementation based on insights from an exploratory qualitative single case study in the Canadian Oil and Gas Industry. The study was conducted in a Canadian case organization using twenty interviews from members of four project role groups of senior leaders, project managers, project team members, and business users. The study further collected and reviewed project documents from the ERP implementation for triangulation. The research evoked a comprehensive list of sixty critical challenges and out of which, the top twelve challenges discussed in detail were drawn from the responses of participants from all four project role groups. The study findings indicated that critical challenges were significant during ERP implementation. This research is one of first case studies in the Canadian oil and gas industry that focuses on critical challenges in ERP implementation projects.
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Khosravi, Mostafa, and Mohadese Moghadam. "Risk Assessment in Enterprise Resource Planning Projects." Journal of Management and Accounting Studies 2, no. 03 (July 1, 2019): 48–53. http://dx.doi.org/10.24200/jmas.vol2iss03pp48-53.
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Numerous risk factors have to be taken into account which includes technological and managerial aspects, both psychological and sociological; moreover, they can be deeply interconnected and have indirect effects on the project. Therefore, the risk management process is highly difficult and uncertain. Methodology: This article focuses on the Risk Assessment phase which is the center of the risk management process. In particular, the main purpose is to provide managers with new and old techniques, adapted to the ERP case, which can be used in an innovative approach for the context analysis and risk assessment in ERP projects. Results: This article presented a proposal for specific methodologies regarding the context analysis and the risk assessment phase in ERP project risk management. Conclusion: This proposal of a panel of attributes useful for studying the identified risk factors and an ISM-based technique for the analysis of interdependencies among risk factors and between risk factors and effects in the risk analysis phase.
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Ghobakhloo, Morteza, Adel Azar, and Sai Hong Tang. "Business value of enterprise resource planning spending and scope." Kybernetes 48, no. 5 (May 7, 2019): 967–89. http://dx.doi.org/10.1108/k-01-2018-0025.
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Purpose The purpose of this study is to contribute to the existing knowledge about the value of post-implementation Enterprise Resource Planning (ERP) system at the firm level. Design/methodology/approach A questionnaire-based survey was conducted to collect data from 217 Malaysian firms that successfully implemented ERP system. Data analysis was conducted with partial least squares-structural equation modeling and partial least squares multi-group analysis techniques. Findings Higher ERP spending and greater ERP scope in the post-implementation stage were associated with higher performance gains. Research limitations/implications Among other limitations, relying on a small sample size and cross-sectional data of this study and lack of generalizability of findings tend to have certain limitations. An interesting direction for future research would be to extend this study by conducting a multi-level analysis to understand how ERP spending and scope would affect the micro-level performance. Practical implications Non-financial performance gain is another valuable outcome of ERP implementation. The choice between in-house and off-the-shelf ERP systems will have dramatic impacts on the future profitability of firms. ERP risk management team and related practices during implementation phase result in a significantly higher financial gain in the post-implementation phase. Originality/value This study assesses the business value of ERP at the post-implementation phase while accounting for key contextual and managerial issues, a topic that has received little attention to date.
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Hsiao, Yuan-Du, Ching-Chow Yang, Wen-Tsann Lin, and Wei-Cheng Lee. "A study on key failure factors for introducing enterprise resource planning." Human Systems Management 26, no. 2 (July 13, 2007): 139–52. http://dx.doi.org/10.3233/hsm-2007-26206.
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ERP (enterprise resource planning) is a management information system that optimizes distribution of enterprise resources and helps a business to integrate all its resources for fast and effective application to improve its operational performance and enhance its competitiveness. Consequently, a failure evaluation model for introducing ERP, together with the factors and reasons for failures are presented in this research, acting as a reference for businesses when planning and making important decisions on ERP. This study uses the DMAIC of the 6-Sigma approach and a failure evaluation model for introducing ERP that involves expert opinions, a questionnaire, V-shaped performance evaluation matrix (PEM), statistical methods, QFD & FMEA (quality function deployment & failure mode and effects analysis) methods, and QFD & AHP (quality function deployment & analytic hierarchy process) methods to find 6 key success factors and 8 key strategies for introducing ERP. The results of empirical application indicate that internal employee complaints were reduced, supply efficiency of chain suppliers was increased, and customer complaints about quality were decreased. Therefore, the approach presented in this paper is truly effective for business. It is hoped that these key factors can serve as references for other enterprises when introducing ERP.
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Akbar, Nadra Ali. "Meninjau Faktor Keberhasilan Implementasi Enterprise Resource Planning: Perspektif Organisasi." E-Jurnal Akuntansi 29, no. 2 (November 25, 2019): 535. http://dx.doi.org/10.24843/eja.2019.v29.i02.p04.
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Some previous studies assess the key to successful ERP implementation is the success of the organization. The purpose of this study is to analyze and re-evaluate the factors that influence the success of ERP implementation in an organizational perspective. The design of this study used descriptive quantitative methods. The data used are primary data with questionnaires as data collection. Technical analysis of data using multiple linear regression. A total of 60 respondents were obtained from service, manufacturing and banking companies in the city of Surabaya. Based on the results of the regression analysis of organizational culture and organizational leadership has a positive and significant relationship to the success of ERP implementation. While the support of top management and organizational environment does not have a significant relationship to the success of ERP implementation.
Keywords : ERP Implementation; Organization; Leadership.
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Jamil, Muhammad Yousaf, and Rafia Qayyum. "ENTERPRISE RESOURCE PLANNING (ERP) IMPLEMENTATION IN PAKISTANI ENTERPRISES: CRITICAL SUCCESS FACTORS AND CHALLENGES." Journal of Management and Research 2, no. 2 (November 29, 2019): 1–35. http://dx.doi.org/10.29145/jmr/22/0202004.
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ERP systems are the backbone of global supply chain, while their success and failure determines the fate of the business. With enormous competition and ever increasing challenges in boundless trading, the IT linkages and E-Business involve extensive customization. There are many researches on the implementation facilitators and barriers in all types of organizations throughout the world but limited literature can be found in work specific to Pakistan. This study brings out the critical factors that drive a successful ERP system in Pakistan and also discusses the pitfalls to be avoided in order to prevent a disaster. Through this study, the critical success factors and the main challenges for implementation of ERP in Pakistani organizations have been recognized. In this way, suggested to localize for ERP implementation in Pakistani organizations.
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Wang, Lu, Min Cao, and Huai Yang Zhu. "An Extensible Business Objects Modeling Framework for Enterprise Resource Planning." Advanced Materials Research 186 (January 2011): 246–50. http://dx.doi.org/10.4028/www.scientific.net/amr.186.246.
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As it is common to imbed business objects/rules within the code of traditional ERP systems, the flexibility, scalability of these systems has been greatly restricted. This paper proposes extensible business objects framework, by which service-oriented componentization of business objects are modeling and a homogeneous component enterprise business system is constructed. The framework described in this paper enables enterprises to develop enterprise resource planning systems that systematically map their business logic to externally applied entities called business objects. Practice shows, when using the toolkits supplied by this framework, the ERP systems will be flexible, extensible and easy-to-develop.
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Bollen, L. H. H. "Inzet van Enterprise Resource Planning in het onderwijs." Maandblad Voor Accountancy en Bedrijfseconomie 77, no. 6 (June 1, 2003): 287–94. http://dx.doi.org/10.5117/mab.77.17505.
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De hoge adoptiegraad van Enterprise Resource Planning (ERP)-software onder zowel grote als kleinere ondernemingen, leidt ertoe dat de grote meerderheid van afgestudeerde bedrijfseconomen en bedrijfskundigen beroepshalve met deze software te maken krijgt, zowel in de rol van gebruiker als in de rol van manager. Dit artikel beoogt een handvat te geven aan docenten die aandacht willen besteden aan ERP in het onderwijscurriculum.
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J.Albarakati, Aiman, and Junaid Qayyum. "Next Generation Enterprise Resource Planning: ERP II." International Journal of Applied Information Systems 8, no. 6 (April 6, 2015): 5–8. http://dx.doi.org/10.5120/ijais15-451329.
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Robert Jacobs, F., and F. C. ‘Ted’ Weston. "Enterprise resource planning (ERP)-A brief history." Journal of Operations Management 25, no. 2 (December 12, 2006): 357–63. http://dx.doi.org/10.1016/j.jom.2006.11.005.
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Scheer, August-Wilhelm, and Frank Habermann. "Enterprise resource planning: making ERP a success." Communications of the ACM 43, no. 4 (April 2000): 57–61. http://dx.doi.org/10.1145/332051.332073.
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Retnasari, Tri. "Pemodelan Enterprise Resource Planning pada Perusahaan Ritel." Informatik : Jurnal Ilmu Komputer 17, no. 1 (May 31, 2021): 17. http://dx.doi.org/10.52958/iftk.v17i1.2657.
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Perusahaan ritel yang bergerak di bidang perdagangan produk olah raga yang memiliki lebih dari 900 cabang di beberapa kota besar di Indonesia. Tidak semua jenis produk ternama masuk ke satu ritel, namun dibagian "Inventory and Merchandise" dapat memilih produknya masing-masing. Produk yang masuk disesuaikan dengan kategori brand ritel tergantung lokasi dan Store (Warehouse Management). Odoo adalah aplikasi web open source yang digunakan sebagai aplikasi sistem IT untuk menyelesaikan masalah manajemen transaksi bisnis. Sistem Enterprise Resource Planning (ERP) digunakan sebagai salah satu solusi bagi perusahaan yang memiliki kompleksitas bisnis yang cukup tinggi. Sistem ERP sendiri di buat untuk mendukung jalannya proses bisnis dengan cara menyediakan informasi yang cepat update dan saling terintegrasi setiap departemen fungsional perusahaan. Sistem ERP dapat menggunakan lebih dari Intranet, tetapi juga menghubungkan jaringan dengan internet, sehingga memudahkan pengguna untuk memasukkan data, mengolah dan menghasilkan hasil berupa laporan yang dapat diselesaikan secara online. Pengguna hanya perlu menginstal modul yang diperlukan. Standar yang tersedia adalah sistem secara global. Dalam penelitian ini, penulis mencoba menggunakan Odoo pada sistem perusahaan retail. Sistem yang dirancang dengan maksud agar mempermudah end user atau administrator dalam mengelola proses bisnis dalam hal pertukaran data ketika tidak terhubung dengan internet, kemudian dapat mempermudah melakukan proses sinkronisasi data ketika akses internet setelah terhubung.
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Malau, Chelsea Michelle. "Enterprise Resource Planning and Internal Control Effectiveness." ACCRUALS (Accounting Research Journal of Sutaatmadja) 4, no. 01 (April 20, 2020): 9–17. http://dx.doi.org/10.35310/accruals.v4i01.376.
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This study aims to examine and analyze enterprise resource planning on internal control effectiveness in food and beverage companies. Enterprise Resource Planning (ERP) discussed in this study is the implementation of the ERP software in the company studied. In this study, internal control effectiveness is measured using Morris (2011) model and the model of Catalya and Hadiprajitno (2014).
The population used in this research is food and beverage companies listed in Indonesia Stock Exchange (BEI). The technique of sample selection used purposive sampling. Based on these criteria, obtained samples as much as 14 companies during the observation period 2016-2017. In this sample there are 4 companies that are excluded from the study sample, because they have IPO after 2017. So, the final number of samples that can be observed as many as 28 samples. The analytical tool used in this study is the logistic regression.
These results shows that the predictive ability of the regression model to project companies applying SPE by 100%. This study however states that enterprise resource planning implementation has no effect on internal control effectiveness in food and beverage companies. Nevertheless, the ERP implementation need to be socialized due to small number of companies implementing this software.
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Katuu, Shadrack. "Trends in the Enterprise Resource Planning Market Landscape." Journal of information and organizational sciences 45, no. 1 (June 15, 2021): 55–75. http://dx.doi.org/10.31341/jios.45.1.4.
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This article provides a brief discussion of ERPs, including how they can be defined, their component parts, and the evolution of technologies since the 1940s. The article then offers a general overview of the current ERP vendor market landscape based on academic journals and industry reports. The article’s methodological approach is a review of both academic literature and industry expert reports, which the author performed to trace trends within the landscape. Results of the analysis demonstrate that the rapidly evolving market landscape dates back at least six decades, and there are many large, longstanding ERP vendors. Yet, opportunities like cloud computing may result in niche products in existing industry players or through start-ups. Nonetheless, technologies such as blockchain are emerging. It remains to be seen how they will impact the ERP market.
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Lee, Sangyoub, Ahsan Ullah Arif, and Hyounseung Jang. "Quantified benefit of implementing enterprise resource planning through process simulation." Canadian Journal of Civil Engineering 31, no. 2 (February 1, 2004): 263–71. http://dx.doi.org/10.1139/l03-100.
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The enterprise resource planning (ERP) system can integrate the major business management functions of the enterprise with a single common database to allow sharing of all information and achieve efficient communications between management functions. Based on the needs of running a construction enterprise, ERP shows potential applicability to the construction industry. This paper sought to quantify the benefits of ERP systems when applied to construction materials procurement. Specifically, this paper briefly described the business processes involved in construction materials procurement and illustrated how ERP systems could be implemented and the efficiency of the construction materials management system consequently enhanced. The transformation from a non-ERP system into an ERP system through application integration, internal integration, external integration, and automation were simulated. Results show that the individual task improvements of models can increase the productivity of the materials management cycle by up to 5.2%, 18.2%, 27.8%, 13.5%, and 79.2% through internal integration, external integration, application integration, automation, and ERP system, respectively, by automating most of the repeated transactions and reducing manpower required to perform the tasks.Key words: enterprise resource planning, materials management system, productivity, simulation.
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Abduvahobovich, Salimov Abdumajid. "Implementing enterprise resource planning (erp) systems in small industrial enterprises." South Asian Journal of Marketing & Management Research 10, no. 8 (2020): 33. http://dx.doi.org/10.5958/2249-877x.2020.00055.7.
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Yosevine, Prisca, Raymond Sunardi Oetama, Johan Setiawan, and Elfindah Princes. "Enterprise Resource Planning (ERP) Evaluation and Implementation: A Case Study." Journal of Multidisciplinary Issues 1, no. 1 (May 15, 2021): 49–66. http://dx.doi.org/10.53748/jmis.v1i1.10.
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Objective – To understand the success rate of ERP in the company by using the Ifinedo method and provide proposals that can improve ERP implementation in the company based on the unfulfilled Ifinedo method.
Methodology – This research uses Quantitative method research distributed to 50 end users at Indoporcelain using surveys and interviews.
Findings – The research found one point that is less valued in the company, namely vision and mission factors in organizational variables compared to other factors. Therefore, proposals in this sector are indispensable in order to increase the success of ERP implementation in the company. Furthermore, lack of IT support due to the management’s ignorance has made the ERP implementation did not reach the optimum performance expected.
Novelty – By measuring the success rate of ERP in the company, the company can know how the success rate of ERP implementation in its company. The company can make corrections and quality improvements to existing ERP systems based on proposals with unmet Ifinedo method.