Relevant bibliographies by topics / Enterprise Resources Planning Systems (ERP)

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers

Academic literature on the topic 'Enterprise Resources Planning Systems (ERP)'

Author: Grafiati
Published: 4 June 2021
Last updated: 1 February 2022

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Journal articles on the topic "Enterprise Resources Planning Systems (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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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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Méxas, Mirian Picinini, Osvaldo Luis Gonçalves Quelhas, Helder Gomes Costa, and Valdir de Jesus Lameira. "A Set of Criteria for Selection of Enterprise Resource Planning (ERP)." International Journal of Enterprise Information Systems 9, no. 2 (April 2013): 44–69. http://dx.doi.org/10.4018/jeis.2013040103.

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Information systems have evolved at a continual pace since administrations began to develop greater interest in production processes and supply chains. This created systems like Enterprise Resource Planning (ERP), Material Requirements Planning (MRP), and Manufacturing Resources Planning (MRPII). This research discusses a literature search conducted to map the multicriteria models used to select ERP systems. As a result, this article proposes criteria and subcriteria to be used in the selection of ERP systems. The basic structure is developed around a tree and subcriteria tree that can be used as a checklist for companies wishing to acquire an ERP system.
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Fauzi, Teddy Hikmat. "Impact of enterprise resource planning systems on management control systems and firm performance." Uncertain Supply Chain Management 9, no. 3 (2021): 745–54. http://dx.doi.org/10.5267/j.uscm.2021.4.003.

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The aim of this study is to provide empirical evidence of the mediating effect of Supply Chain Management (SCM) on the relationship between enterprise resources planning (ERP) and financial performance. The empirical analysis in this study is based on primary data obtained from a survey of 300 agricultural sector companies with 220 respondents or with a response rate of 73%. This research was conducted with a Structural Equation Modeling (SEM) approach with a test tool using Partial Least Square (PLS). Overall, the findings in this study indicate that Supply Chain Management (SCM) mediates in part the effects of enterprise resources planning (ERP) on financial performance. The results of this study indicate that the implementation of enterprise resources planning (ERP) results in increased financial performance in the long term and Supply Chain Management (SCM) helps companies achieve increased financial performance in the future.
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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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Perdana, Yandra Rahadian. "Adoption of Enterprise Resources Planning (ERP) In Indonesian Manufacturing Companies." 11th GLOBAL CONFERENCE ON BUSINESS AND SOCIAL SCIENCES 11, no. 1 (December 9, 2020): 44. http://dx.doi.org/10.35609/gcbssproceeding.2020.11(44).

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Enterprise resources planning (ERP) is an automation technology with a systems approach that supports and manages business activities. ERP is the result of the development of information systems for material requirements planning (MRP) and MRP II. Information sharing activities in the supply chain become more accurate and real-time with ERP. ERP's adoption improves organisational performance in managing information, products, and financial flows (Su & Yang, 2010). Previous studies (AL-Shboul, 2018; Ilin, Ivetić, & Simić, 2017; Junior, Oliveira, & Yanaze, 2019; Mayeh, Ramayah, & Mishra, 2016; Rajan & Baral, 2015; Ram, Corkindale, & Wu, 2014) have discussed ERP's adoption, but unfortunately they could not explain the level of adoption in detail. Most researchers have only investigated ERP's adoption based on the use of ERP, regardless of the number of modules used. Conceptually, ERP has five modules, the more of the complete modules that are used, the higher the adoption level is. Consequently, the adoption rate should not be limited to one module, but it is necessary to know how many modules are adopted. Therefore, this research offers an answer to the lack of literature that discusses the level of adoption based on the number of ERP modules. Keywords: Technology; supply chain; enterprise resouces planning (ERP); adoption; manufacturing companies.
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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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Motiei, Malihe, Nor Hidayati Zakaria, Davide Aloini, and Mohammad Akbarpour Sekeh. "Developing Instruments for Enterprise Resources Planning (ERP) Post-Implementation Failure Model." International Journal of Enterprise Information Systems 11, no. 3 (July 2015): 68–83. http://dx.doi.org/10.4018/ijeis.2015070105.

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Implementing Enterprise Resource Planning (ERP) projects in many organizations are faced with failure concept in recent years. Researchers focused to implement ERP projects successfully by proposing the success model. However, through these attentions to get ERP benefits, the ERP failure measurement model is required. Therefore, the aim of this study is to develop the instruments for ERP post-implementation failure measurement model. To achieve this outcome, the study firstly evaluates the suitability of Technology-Organization-Environment framework for the proposed conceptual model. Constructs were used for this model included two formative and six reflective constructs. A questionnaire was developed to test the validity and reliability of instrument items. A survey was conducted among Iranian industries to collect data and data analyzed by Smart PLS software. The results indicated that all instruments items included 37 critical risk factors (CRFs) as measurement were acceptable for the ERP post-implementation failure model.
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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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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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Dissertations / Theses on the topic "Enterprise Resources Planning Systems (ERP)"

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Buleje, Miguel. "The Impact of Enterprise Resource Planning Systems on Small and Medium Enterprises." NSUWorks, 2014. http://nsuworks.nova.edu/gscis_etd/108.

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Enterprise resource planning (ERP) systems are considered the price of entry in today's business environment, and the number of small and medium-sized enterprises (SME) retiring legacy systems in favor of ERP systems is increasing exponentially. However, there is a lack of knowledge and awareness of ERP systems and their potential benefit and effect on performance, and overall value to SMEs. While ERP adoption costs and potential benefits are high, it is not apparent whether the end result will translate into higher productivity for SMEs. The goal of this study is to evaluate the benefits that accrue to a firm on adoption of an ERP system. In the context of SME, a production function approach is used to assess benefits over short and long term. In addition to the production function approach, a variety of related methods such as those based on stock market valuation and Tobin's Q are examined. Data were collected using the well-known CRSP datasets for SMEs. Analysis of data suggests that ERP implementation has no effect on firm's performance as measured by profit margins, Tobin's Q ratio and Labor productivity. In fact, ERP investments do not yield noticeable improvements on the performance measures even four years after implementation. Weaknesses in data suggest that the conclusion may be seen as tentative. The results of this research study, added value to the academic knowledge base by helping to understand the effects ERPs have on SMEs overall performance.
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Madapusi, Arunkumar P. White Richard E. "Post-implementation evaluation of enterprise resource planning (ERP) systems." [Denton, Tex.] : University of North Texas, 2008. http://digital.library.unt.edu/permalink/meta-dc-6081.

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Madapusi, ArunKumar. "Post-Implementation Evaluation of Enterprise Resource Planning (ERP) Systems." Thesis, University of North Texas, 2008. https://digital.library.unt.edu/ark:/67531/metadc6081/.

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The purposes of this dissertation were to define enterprise resource planning (ERP) systems, assess the varying performance benefits flowing from different ERP system implementation statuses, and investigate the impact of critical success factors (CSFs) on the ERP system deployment process. A conceptual model was developed and a survey instrument constructed to gather data for testing the hypothesized model relationships. Data were collected through a cross-sectional field study of Indian production firms considered pioneers in understanding and implementing ERP systems. The sample data were drawn from a target population of 900 firms belonging to the Confederation of Indian Industry (CII). The production firms in the CII member directory represent a well-balanced mix of firms of different sizes, production processes, and industries. The conceptual model was tested using factor analysis, multiple linear regression analysis and univariate Anova. The results indicate that the contributions of different ERP system modules vary with different measures of changes in performance and that a holistic ERP system contributes to performance changes. The results further indicate that the contributions of CSFs vary with different measures of changes in performance and that CSFs and the holistic ERP system influences the success achieved from deployments. Also, firms that emphasize CSFs throughout the ERP implementation process achieve greater performance benefits as compared to those that focus on CSFs during the initial ERP system deployment. Overall, the results of the study support the relationships hypothesized in the conceptual model.
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Chan, Eric Wai Leung, and eric_wl_chan@yahoo com hk. "Knowledge Management (KM) Using Enterprise Resource Planning (ERP) System." RMIT University. Property, Construction and Project Management, 2009. http://adt.lib.rmit.edu.au/adt/public/adt-VIT20091021.121704.

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The construction industry has long been criticized as being not advance enough to use information communication technology (ICT) and slow to adopt knowledge management (KM). This research demonstrates how using an effective and efficient ICT systems can improve KM, and that an enterprise resource planning (ERP) system can be one tools to help improve KM. An ERP system is also a powerful tool to help integrate business processes which has particular use in the construction industry. The principle objective of this research was to explore the drivers and inhibiters that determined successful adoption and use of an ERP system at its actual implementation stage. Secondly, it aimed to identify successful factors of a partnering strategy and its integration into the ERP system. The third objective was to investigate the appropriate leadership style that influenced the ERP system and the partnering strategy, and to identify the impact of culture on the leadership style. The research was conducted within the context of a Hong Kong construction organization. This research makes a contribution in two spheres: PM and the construction industry. The first implication for PM theory is to illustrate how knowledge has been efficiently managed within a construction organization by using ICT/ERP.
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Restemis, Andreas, and Lovelyn Okpor. "ENTERPRISE RESOURCE PLANNING SYSTEMS, BUSINESS PERFORMANCE AND USERS COMPLAINTS." Thesis, Högskolan i Gävle, Avdelningen för ekonomi, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-15245.

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Introduction: Enterprise recourse planning (ERP) is a system that combines software, hardwareand people to manage information The aim of this study is to investigate ERP systems effect onbusiness performance (advertised vs. realized benefits) and user’s complaints. It also aims toidentify the most important issue a company faces after implementing an ERP system and if thisstops potential benefits from happening. This will be viewed from a user’s perspective. Approach/Methodology: This research includes qualitative and quantitative primary data withsecondary data to answer the research questions posed. It is based on a number of semistructuredinterviews of people well versed in ERP systems presented in case study form.Alongside, it also utilizes a series of questionnaires presented in tabular form. The data wasanalyzed and linked with theory to provide answers and test assumptions. Findings: ERP systems provide their advertised benefits to a large extent. The most importantorganizational issue after implementing an ERP system is resistance to change and this issueaffects the benefits realization of the system. Finally, user’s complaints about ERP systems arevaried and include the speed of the system, support in error situations and general complexity. Conclusions: Even though it provides many benefits in business performance, an ERP system,selection and implementation in a company is a critical step. The whole process is complicated,resource consuming, takes a long time and can encounter problems. Mistakes in theimplementation cost a company more resources to fix after they happen. In this case preventionis better than cure and the best medicine.Implications and Value of research: ERP system implementation and use should bemethodically planned from the beginning to get maximum benefits realization. This is especiallyimportant in effectively managing change in an organization. In this issue, top level managersshould be aware and committed to. Suggestion for future studies: A possible research that could correlate user complaintcategories already established with age group of respondents under a global perspective.
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Chiawah, Tambei. "Relationship Between Enterprise Resource Planning System and Organizational Productivity in Local Government." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6409.

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Organizations experience challenges despite efforts to increase productivity through implementing large-scale enterprise systems. Leaders of local government institutions do not understand how to achieve expected and desired benefits from the implementation of enterprise resource planning (ERP) systems. Lack of alignment between social and technical elements in ERP implementation depresses organizational productivity. The purpose of this quantitative correlational study was to examine whether social and technical elements increase use and productivity in ERP implementation. The research questions addressed the relationship between ERP and organizational efficiency, cross-functional communication, information sharing, ease of ERP use, and ERP usefulness. Sociotechnical systems theory provided the theoretical basis for the study. Data were collected from online surveys completed by 61 ERP users and analyzed using Wilcoxon matched pairs statistics and Spearman's correlation coefficient. Findings indicated a positive significant relationship between ERP and information sharing, a positive significant relationship between ERP system quality and ease of ERP use, and a positive significant relationship between ERP system quality and organizational productivity. Findings may be used by local government leaders, technology managers, and chief information officers to ensure ERP sustainability and increase productivity.
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Schmelich, Volker, and Rainer Alt. "Functional Analysis of Open Source ERP Systems – An Exploratory Analysis." Universitätsbibliothek Leipzig, 2012. http://nbn-resolving.de/urn:nbn:de:bsz:15-qucosa-81833.

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Während Open Source-Software wie etwa Linux, der Apace Webserver oder die OpenOffice-Suite eine grosse Verbreitung erfahren haben, sind Open Source-Lösungen zur Unterstützung betrieblicher Aufgaben weniger bekannt. Dieser Bericht unternimmt ausgehend von den funktionalen Anforderungen der Auftragsabwicklung eines Industrieunternehmens einen Vergleich bestehender Lösungen und diskutiert die Einsatzmöglichkeiten aus heutiger Sicht.
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Wickramasinghe, Jayantha. "The value relevance of enterprise resource planning information /." Gold Coast, Qld. : Bond University, 2007. http://epublications.bond.edu.au/theses/wickramasinghe.

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Thesis (Ph. D.)--Bond University, 2007.
"Submitted in total fulfillment of the requirements of the degree of Doctor of Philosophy." Includes bibliographical references (leaves 145-159). Also available via the World Wide web.
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Greaves, Ian. "An Investigation of Enterprise Resource Planning (ERP) and Supporting Technologies." NSUWorks, 2011. http://nsuworks.nova.edu/gscis_etd/168.

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Today's workforce demands the ability to multi-task. Enterprise Resource Planning (ERP) aids businesses by attempting to integrate all departments and functions across a company to create a single software program that runs off one database. An investigation of ERP and supporting technologies was conducted to determine if organizations utilized the full potential of the systems they installed. The researcher investigated companies that have installed ERP systems, and with the use of an online survey, determined the extent to which the companies utilized the full potential of the systems. The study was also conducted to learn the best practices that can be used in ERP system implementation, system maintenance, system expansion, and related activities to recommend to individuals and organizations that can benefit from the research. A link to an online questionnaire was sent to ERP end-users and implementers via email. This mode of distribution was the most efficient because survey participants were able to access the questionnaire in real time and the researcher was also able to retrieve the responses instantaneously. The responses were retrieved and recorded in an Excel database and pivot tables were used to analyze the data. The data collected from 18 different types of businesses revealed 8 major software packages, over 80% of the organizations sponsored end-user training, and the impetus for implementing ERP focused on three unanimous reasons: reduced cost, increased productivity, and increased efficiency. While the responses were fewer than anticipated, the results supported the researcher's hypothesis that ERP systems are typically not fully utilized to their full potential. The researcher noted that 60% to 70% of the ERP systems installed were underutilized. This was determined by calculating the percentage of ERP modules utilized in a single system versus the total available modules that can be fully utilized. Additionally, the research literature supported the hypothesis that the underutilization of an ERP system compromises its anticipated benefits and does not support the null hypothesis that there are no significant relationships among technologies (project management, business process re-engineering, and customer relationship management) used to develop and support the utilization of ERP systems.
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Payne, Lacy. "Implementation of a New Enterprise Resource Planning System." TopSCHOLAR®, 2014. http://digitalcommons.wku.edu/theses/1401.

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The objective of this thesis was to upgrade an Enterprise Resource planning system that was outdated into a new age Enterprise resource planning system based centered on a scheduling algorithm. This was a key change that needed to be made to transform the company from old thinking to new. Primarily the testing of this implementation was done through mapping of processes, followed by trial and error, and finally improving and sustaining the processes it took to use the system correctly. The mapping of the processes was completed by the Process Manager as well as the Lead, Supervisor, or Manager of the area being revamped. When processes were originally mapped for the flow of the implementation, the chart was five pages. After implementation, the same processes streamlined using the new Enterprise resource planning system is now only two pages. After all implementations were complete, more than $150,000 in salaries was saved, as well as many unnecessary and tedious job functions. While continuous improvement must follow, the original objective of this thesis was met with great success.
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Books on the topic "Enterprise Resources Planning Systems (ERP)"

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Shtub, Avraham. Enterprise resource planning (ERP): The dynamics of operations management. Boston: Kluwer Academic Publishers, 1999.

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Inc, ebrary, ed. ADempiere 3.4 ERP solutions: Design configure, and implement a robust enterprise resource planning system in your organization by using ADempiere. Birmingham, U.K: Packt Pub., 2009.

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Kandathil, George. Constructed as local, marketed as global: Reproduction, reinforcement, and modifications of technology-embedded western notions of time during implementation of ERP technology in India. Ahmedabad: Indian Institute of Management, Ahmedabad, 2014.

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Reuven, Karni, and SpringerLink (Online service), eds. ERP: The Dynamics of Supply Chain and Process Management. Boston, MA: Springer Science+Business Media, LLC, 2010.

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Xin gai nian ERP: Concepts in enterprise resource planning. Beijing Shi: Ji xie gong ye chu ban she, 2003.

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Enterprise information management with SAP. Bonn: Galileo Press, 2012.

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Brague, Corrie. Enterprise information management with SAP. Bonn: Galileo Press, 2014.

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DOD's enterprise resource planning (ERP) system implementation efforts: Hearing before the Panel on Defense Financial Management and Auditability Reform of the Committee on Armed Services, House of Representatives, One Hundred Twelfth Congress, first session, hearing held October 27, 2011. Washington: U.S. G.P.O., 2012.

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American Production and Inventory Control Society, ed. Enterprise resources planning and beyond: Integrating your entire organization. Boca Raton, Fla: St. Lucie Press, 2000.

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Jacob, Olaf, and Dieter Doeffinger. ERP Value: Signifikante Vorteile mit ERP-Systemen. Berlin: Springer, 2008.

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Book chapters on the topic "Enterprise Resources Planning Systems (ERP)"

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Gronwald, Klaus-Dieter. "ERP: Enterprise Resource Planning." In Integrated Business Information Systems, 59–86. Berlin, Heidelberg: Springer Berlin Heidelberg, 2017. http://dx.doi.org/10.1007/978-3-662-53291-1_10.

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Gronwald, Klaus-Dieter. "ERP: Enterprise Resource Planning." In Integrated Business Information Systems, 7–24. Berlin, Heidelberg: Springer Berlin Heidelberg, 2020. http://dx.doi.org/10.1007/978-3-662-59811-5_2.

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Ifinedo, Princely. "Measuring Enterprise Resource Planning (ERP) Systems Success: A Structural Equation Modeling Approach." In Enterprise Information Systems, 86–97. Berlin, Heidelberg: Springer Berlin Heidelberg, 2008. http://dx.doi.org/10.1007/978-3-540-77581-2_6.

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de Carvalho, Rogério Atem, and Björn Johansson. "Enterprise Resource Planning Systems for Small and Medium-Sized Enterprises." In Information Resources Management, 365–73. IGI Global, 2010. http://dx.doi.org/10.4018/978-1-61520-965-1.ch212.

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After the implementation peak of ERPs that occurred during the pre- and post-Y2K periods, the high-end ERP market started to saturate and major ERP vendors started to seek for new business opportunities, in special towards Small and Medium-sized Enterprises (SMEs). On the buyer side, demands for becoming more competitive in a globalized market, have been pushing SMEs to adopt ERP too. Additionally, influenced by the free/open source movement, new types of ERP licensing appeared by the beginning of the decade, creating a classification according to the basic licensing model: free/open source ERP (FOS-ERP) and proprietary ERP (P-ERP). Therefore, this paper aims at exploring the merge between SMEs, P-ERP, and FOS-ERP, by analyzing the differences between the two proposals and offering guidance for prospective adopters.
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Al Kilani, Bashaer, Souha Adlouni, Sara Al Ahbabi, and Zainab Al Yahyaei. "ERP Systems in Arab Education Sector." In Enterprise Resource Planning, 620–35. IGI Global, 2013. http://dx.doi.org/10.4018/978-1-4666-4153-2.ch036.

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Education leaders are challenged with maintaining high level information systems that are capable of generating real time complex reports which help in planning an institute’s resources and take the risk of decision making. To meet this challenge, an effective ERP system could help schools manage their resources and time. The main goal of this chapter is to develop a better understanding of the best practices and effective methodologies associated with the implementation and utilization of Enterprise Resource Planning (ERP) systems in the Arab Education sector. The chapter is also intended to familiarize Arab educational leaders with the key challenges and issues that could be encountered while implementing ERP systems in their educational institutions, and how to adequately cope with such challenges and issues to ascertain the acceptance and satisfaction of end users and stakeholders. It also tries to potentially contribute to enhancing the institutions’ performance and quality of education and learning as well as promoting organizational efficiency, institutional transparency, flexibility and mobility for students and staff access to services, and data anytime and anywhere.
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"ERP Systems Background." In Enterprise Resource Planning Systems, 27–48. Cambridge University Press, 2000. http://dx.doi.org/10.1017/cbo9780511805936.003.

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Framinan, Jose M., and Jose M. Molina. "An Overview of Enterprise Resource Planning for Intelligent Enterprises." In Information Resources Management, 100–108. IGI Global, 2010. http://dx.doi.org/10.4018/978-1-61520-965-1.ch106.

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Enterprise resource planning systems can be defined as customizable, standard application software which includes integrated business solutions for the core processes and administrative functions (Chan & Rosemann, 2001). From an operative perspective, ERP systems provide a common technological platform unique for the entire corporation allowing the replacement of mainframes and legacy systems. This common platform serves to process automation as well as to simplify current process either by an explicit reengineering process or by the implicit adoption of the system “best practices” (Markus & Tanis, 2000). Finally, the common centralized platform allows the access to data that previously were physically or logically dispersed. The automation of the processes and the access to data allows the reduction of operating times (thus reducing operating costs) while the latter serves to a better support of business decisions (see e.g., Umble, Haft & Umble, 2003 for a detailed review of ERP benefits). ERP is considered to provide businesses with new opportunities to acquire knowledge (Srivardhana & Pawlowski, 2007), being the sources of knowledge the aforementioned best practices from the ERP, and the ERP software company’s staff during the implementation phase. At present, ERP systems are either used or implemented in a large number of enterprises. According to Genoulaz and Millet (2006), up to 74% of manufacturing companies and up to 59% of service companies use an ERP system. In addition, more than 70% of Fortune 1000 companies have implemented core ERP applications (Bingi, Sharma, Godla, 1999; Yen, Chou & Chang, 2002). The objectives for implementing an ERP system can be classified as operational, strategic, dual (operational plus strategic), or without objective (Law & Ngai, 2007). The adoption of an ERP system with operational objectives is aimed at improvement operating efficiency together with the reduction of costs, while companies implementing ERP with a strategic objective would experience a change in business processes, improving sales and market expansion. A widespread critique to ERP systems is their high total cost of ownership (Al-Mashari, Al-Mudimigh & Zairi, 2003) and hidden costs in implementation (Kwon & Lee, 2001). Besides, ERP systems impose their own logic on an organization’s strategy and culture (Davenport, 1998), so ERP adopters must adapt their business processes and organization to these models and rules. Consequently, organizations may face difficulties through this adaptation process which is usually carried out without widespread employee involvement. This may cause sore employees, sterile results due to the lack of critical information usually provided by the employees; and also late delivery, with reduced functionality, and/or with higher costs that expected (Kraemmeraard, Moeller & Boer, 2003). Additionally, some analysts have speculated that widespread adoption of the same ERP package in the same industry might lead to loss of competitive advantage due to the elimination of process innovation-based competitive advantage (Davenport, 1998). This has been observed, for instance, in the semiconductor manufacturers sector (Markus & Tanis, 2000). The early stage of ERP was carried out through Materials Requirement Planning (MRP) systems (Umble, Haft & Umble, 2003). The next generation of these systems, MRP II (Manufacturing Resources Planning), crossed the boundaries of the production functionality and started supporting not only manufacturing, but also finance and marketing decisions (Ptak & Schragenheim, 2000). Current ERP systems appeared in the beginning of the 1990’s as evolved MRP II, incorporating aspects from CIM (Computer Integrated Manufacturing) as well as from EDP (Electronic Data Processing). Therefore, ERP systems become enterprise-wide, multilevel decision support systems. ERP systems continue evolving, incorporating Manufacturing Execution Systems (MES), Supply Chain Management (SCM), Product Data Management (PDM), or Geographic Information Systems (GIS), among others (Kwon & Lee, 2001).
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Jonas, Hedman, and Johansson Björn. "Measuring Utilization of ERP Systems Usage in SMEs." In Enterprise Resource Planning, 22–34. IGI Global, 2013. http://dx.doi.org/10.4018/978-1-4666-4153-2.ch003.

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Since deployment of Enterprise Systems (ES) such as Enterprise Resource Planning systems (ERPs) within enterprises, both Large Enterprises (LEs) as well as Small and Medium-sized Enterprises (SMEs) have increased and continue to increase, making it increasingly desirable to measure the degree of utilization of ERP systems in enterprises. One reason for this interest is that no benefits are realized if the systems are not used; since ERPs are massive investments, they need to show benefits, or at least be able to measure the benefits. However, to be able to do so, there is a need to explain ERP systems utilization and the factors that influence ERP utilization. This chapter provides an explanation of factors influencing ERP systems utilization by testing a research model building on four dimensions: volume, breadth, diversity, and depth. The contributions of the research are: First, it provides support for the notion of diffusion found in the theory of network externalities where a critical mass is necessary to achieve benefits. This can be used to better understand failures in ERP projects. Second, the use of volume, breadth and depth provide insights for use as a construct and the need to treat it more rigorously. Third, the study contributes to our understanding of the many aspects of use of IT, such as ERPs, and potentially contributes to value and firm performance from ERP utilization.
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de Carvalho, Rogerio Atem. "Free and Open Source Enterprise Resources Planning." In Enterprise Information Systems, 99–111. IGI Global, 2011. http://dx.doi.org/10.4018/978-1-61692-852-0.ch107.

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This chapter introduces the key aspects of Free/Open Source Enterprise Resources Planning systems (FOS-ERP). Starting by related work carried out by researchers and practitioners, it argues in favor of the growing acceptance of this category of enterprise systems while showing how this subject is not yet well explored, especially by researchers. The goals of this chapter are to highlight the differences between FOS-ERP and their proprietary equivalents (P-ERP) in terms of business models, selection, customization, and evolution; and showing the challenges and opportunities that they offer to adopters, vendors, researchers, and individual collaborators. Therefore, this chapter tries to broaden the discussion around the FOS-ERP subject, currently focused only in cost aspects, bringing more attention to other aspects and pointing out their innovative potential.
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Hwang, Mark I. "Integrating Enterprise Systems." In Information Resources Management, 463–69. IGI Global, 2010. http://dx.doi.org/10.4018/978-1-61520-965-1.ch218.

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In the last two decades many organizations installed enterprise resource planning (ERP) systems as a means to integrate their back-office operations. The need for integration, however, actually amplified with the advent of ERP. In addition to integrating ERP with legacy systems, consolidating multiple copies of ERP running in different business units posed major challenges. Moreover, recent strategic initiatives such as customer relationships management (CRM), supply chain management (SCM), business to consumer (B2C), and business to business (B2B) all require a free flow of information between ERP and other enterprise systems to be successful. It is, therefore, more critical than ever to plan for and implement integration projects involving ERP properly. Hwang (2005) describes the need for integrating enterprise systems in detail. He also discusses several success factors cited in practitioner journals. Since then a handful of empirical studies have been published in the scholarly literature. This article provides a review of those studies with a special focus on the success factors. A consolidated list of success factors is developed for practitioners. Promising research directions are discussed.
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Conference papers on the topic "Enterprise Resources Planning Systems (ERP)"

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"Cloud-based Enterprise Resources Planning System (ERP) - A Review of the Literature." In 16th International Conference on Enterprise Information Systems. SCITEPRESS - Science and and Technology Publications, 2014. http://dx.doi.org/10.5220/0004869401850192.

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Ifinedo, Princely, and Nazmun Nahar. "Prioritization of enterprise resource planning (ERP) systems success measures." In the 2006 ACM symposium. New York, New York, USA: ACM Press, 2006. http://dx.doi.org/10.1145/1141277.1141636.

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Hawking, Paul, and Brendan McCarthy. "Integrating E-Learning Content into Enterprise Resource Planning (ERP) Curriculum." In InSITE 2004: Informing Science + IT Education Conference. Informing Science Institute, 2004. http://dx.doi.org/10.28945/2796.

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Enterprise Resource Planning (ERP) systems offer a software-based system that handles an enterprise’s total information system needs in an integrated fashion. Such systems have seen a significant growth in the last decade in the US, Europe and Australian markets and, more recently, increasing growth in Asian countries. This increase in demand for ERP systems in Asia offers opportunities for the provision of high-quality ERP education programs in the region. This paper describes the issues and barriers associated with integrating ERP systems into university curricula. It outlines the experiences of Victoria University in offering ERP education through a strategic alliance with SAP. The University is extending its offshore programs by offering ERP education in the region to take advantage of the current increase in demand in ERP applications. To assist with the delivery of offshore ERP education an ERP e-Learning model has been developed that integrates synchronous and asynchronous content. Asynchronous e-learning does not involve the presence of a teacher. Typically the learning content is located on a web server that students can access using the Internet. Synchronous e-learning requires the learner and teacher to be present in the event at the same time. It is a real-time, instructor-led online learning event in which all participants are available at the same time and can communicate directly with each other. The model uses four technologies to facilitate teaching: application service provision (ASP), web-CT, computer-based training and virtual classroom technology. The ERP e-learning model provides an innovative and efficient means to deliver ERP curriculum. It is able to provide greater flexibility in offshore subject delivery and to maximise student learning outcomes. This is particularly relevant in light of recent international medical (SARS) and terrorists incidents.
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Hawking, Paul, Susan Foster, and Penny Bassett. "An Applied Approach to Teaching HR Concepts Using an ERP System." In 2002 Informing Science + IT Education Conference. Informing Science Institute, 2002. http://dx.doi.org/10.28945/2501.

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Enterprise Resource Planning (ERP) systems offer a software-based system that handles an enterprise’s total information system needs in an integrated fashion. These systems are purported to incorporate “best business practice”. Many universities have realized the potential of these systems as educational tools and have developed curriculum accordingly. Many companies in recent times have identified the benefits of the Human Resources functionality offered by ERP systems. However universities in Australia have not realized the potential of this functionality as a teaching tool to reinforce many of the concepts covered in a Human Resource Management curriculum. This paper outlines the experiences at Victoria University where SAP Human Resources functionality was incorporated for the first time. It also describes a number of student projects under development that will enhance this curriculum development. The paper will provide a model to other universities who are considering developing similar type of curriculum. .
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"ENTERPRISE RESOURCE PLANNING (ERP) SYSTEMS SUCCESS MEASUREMENT: AN EXTENDED MODEL." In 8th International Conference on Enterprise Information Systems. SciTePress - Science and and Technology Publications, 2006. http://dx.doi.org/10.5220/0002496400710078.

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Skok, Walter, and Michael Legge. "Evaluating enterprise resource planning (ERP) systems using an interpretive approach." In the 2001 ACM SIGCPR conference. New York, New York, USA: ACM Press, 2001. http://dx.doi.org/10.1145/371209.371234.

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Bobek, Samo, Vojko Potocan, Simona Sternad, and Heri Spicka. "Information Systems in Virtual Corporations: Issues for ERP Based E-business Systems." In 2002 Informing Science + IT Education Conference. Informing Science Institute, 2002. http://dx.doi.org/10.28945/2442.

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Virtual corporations can be viewed as a network of creative people, resources and ideas connected by interorganizational information systems and/or by on-line services. Information systems makes virtual corporations more successful, because the communication and collaboration among dispersed business partners are key to making it happen. Virtual corporations can use different information systems on different technological platforms. In the paper we will discuss the possibilities for informational support of the Cupertino between partners within virtual corporations with focus on enterprise resource planning solutions, which became more and more important.
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Ahmed, Syed M., Irtishad Ahmad, Salman Azhar, and Suneetha Mallikarjuna. "Implementation of Enterprise Resource Planning (ERP) Systems in the Construction Industry." In Construction Research Congress 2003. Reston, VA: American Society of Civil Engineers, 2003. http://dx.doi.org/10.1061/40671(2003)125.

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Kale, Pramod T., and Sukhwant S. Banwait. "An Investigation of Enterprise Resource Planning Implementation: Empirical Evidence From Indian Companies." In ASME 2010 International Mechanical Engineering Congress and Exposition. ASMEDC, 2010. http://dx.doi.org/10.1115/imece2010-38092.

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Due to globalization, there is tremendous demand on Indian companies to lower costs, enlarge product assortment, improve product quality, and provide reliable delivery dates through effective and efficient coordination of production and distribution activities. To achieve these conflicting goals, companies must constantly re-engineer or change their business practices and employ information systems like Enterprise Resource Planning (ERP). However, implementing ERP system is a difficult and high cost proposition. There are mixed results of success and failure in different companies. With a survey of manufacturing companies in India and subsequent detailed case study in one ERP implemented company, this study analyzes various parameters of ERP implementations with factor analysis and logit regression analysis. It is revealed that with clear goals of ERP implementation and proper ERP software selection, the companies are benefited in reducing inventory, improving customer service and other intangible benefits. The top management support, strong and meaningful training program are found the enabling factors of its success. It is argued that this study and ERP implementation model proposed in this paper is valuable to researchers and practitioners interested in implementing ERP system. The findings will also be helpful in extracting the better results from ERP implementation.
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Songsheng, Chen, and Yin Peipei. "Economic benefits of enterprise resources planning (ERP)- based on empirical evidence from Chinese listed companies." In 2010 International Conference on Logistics Systems and Intelligent Management (ICLSIM). IEEE, 2010. http://dx.doi.org/10.1109/iclsim.2010.5461175.

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