Academic literature on the topic 'Management information systems. Business planning. Enterprise resource planning (ERP)'
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Journal articles on the topic "Management information systems. Business planning. Enterprise resource planning (ERP)"
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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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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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Vasilyev, K. A. "The Current State of Resource Planning and Enterprise Management Information Systems." Bulletin of Kalashnikov ISTU 20, no. 4 (December 20, 2017): 95. http://dx.doi.org/10.22213/2413-1172-2017-4-95-99.
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Статья посвящена современному состоянию развития информационных систем планирования ресурсов и управления предприятием. Рассказывается о развитии методологий управления предприятием с помощью программно-инструментальных средств. Затрагивается тема эволюции методологий, с помощью которых автоматизируется деятельность предприятия, а именно: «Планирование потребностей в материалах», «Планирование производственных мощностей», «Планирование производственных ресурсов», «Планирование ресурсов предприятия, синхронизированное с запросами потребителя». Рассматриваются самые распространенные на российском рынке информационные системы планирования ресурсов и управления крупным предприятием, такие как «1C:Предприятие», Microsoft Dynamics AX, SAP ERP, Oracle E-Business Suite, Sage ERP. Кроме того, автором рассмотрены системы более подходящие для автоматизации деятельности предприятий малого и среднего бизнеса, такие как Microsoft Dynamics NAV, «Галактика ERP», «Парус-Предприятие», Epicor iScala, КАС «Бизнес-Люкс». При рассмотрении каждой из перечисленных систем упоминаются отрасли, в которых данные системы используются, стоимости лицензий, функциональность, используемые системы управлении базами данных. а также самые известные на российском рынке предприятия, на которых внедрены и используются рассматриваемые в статье системы планирования ресурсов и управления предприятием.
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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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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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Wright, Sally, and Arnold M. Wright. "Information System Assurance for Enterprise Resource Planning Systems: Unique Risk Considerations." Journal of Information Systems 16, s-1 (January 1, 2002): 99–113. http://dx.doi.org/10.2308/jis.2002.16.s-1.99.
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Enterprise Resource Planning (ERP) systems inherently present unique risks due to tightly linked interdependencies of business processes, relational databases, and process reengineering. Knowledge of such risks is important in planning and conducting assurance engagements of the reliability of these complex computer systems. Yet, there is little empirical evidence on this issue. To examine this topic, a semi-structured interview study was conducted with 30 experienced information systems auditors (from 3 of the Big 5 firms) who specialize in assessing risks for ERP systems. This approach allowed us to obtain detailed information about participants' views and client experiences. The results indicate that the implementation process of ERP systems has an important impact on system reliability. Further, interviewees identified a number of common implementation problems (e.g., improperly trained personnel and inadequate process reengineering efforts) that result in heightened risks. Interviewees also reported that ongoing risks differ across applications and across vendor packages. Finally, in providing assurance on ERP systems participants overwhelmingly indicate a focus on testing the process rather than system output.
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TRANĂ, Dan Mircea. "Integrated Computer Systems. Enterprise Resource Planning (E.R.P.)." Annals of "Spiru Haret". Economic Series 14, no. 1 (March 30, 2014): 9. http://dx.doi.org/10.26458/1411.
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At the beginning of the XXI century society, knowledge based society, the management of economic organizations can only be achieved through optimal IT systems. They can be seen as an extension of increasingly complex information systems and provide effective leadership only if they are integrated in the economic system of the organization. We have previously shown some of the features that recommend integrated IT systems to be controlled and used, as well as main principles for building the integrated computer systems, strategies that can be applied in the designing of this type of IT system. Advantages of management integrated IT systems can be best supported by examples, and therefore we intend to present a special category, but increasingly used, of integrated IT systems: Enterprise Resource Planning (ERP). They are “distributed IT systems based on client / server and developed for the processing of transactions and facilitating the integration of business processes with suppliers, customers and other business partners.”
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Zarei, Behrouz, and Mina Naeli. "Critical Success Factors in Enterprise Resource Planning Implementation A Case-Study Approach." International Journal of Enterprise Information Systems 6, no. 3 (July 2010): 48–58. http://dx.doi.org/10.4018/jeis.2010070104.
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Although introducing Enterprise Resource Planning (ERP) to an organization has enormous benefits, it may entail new hazardous challenges if it cannot be well managed. This research focuses on the critical ERP success factors from a case study involving the Esfahan Steel Company, which started ERP implementation in September 2002. An in-depth research of ERP implementation processes and the level of adhering to five chosen ERP critical success factors—project management, top management supports, business process reengineering, and change management and Training—are conducted. Research results revealed that the five critical success factors (CSFs) are highly interdependent and the strengths and weaknesses of each have influenced the quality of ERP implementation to a large extent.
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Shkurti, Rezarta, and Elfrida Manoku. "Factors of Success in Implementation of Enterprise Resource Planning Systems." WSEAS TRANSACTIONS ON BUSINESS AND ECONOMICS 18 (July 7, 2021): 1084–93. http://dx.doi.org/10.37394/23207.2021.18.102.
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Implementing complex and yet sound and effective accounting information systems known as enterprise resource planning systems, is an enormous project for the firms that want to streamline their information flow and increase their value. As the effects of these systems on the performance of the entities are both financial and non-financial, their success is of crucial importance. This study is an exploratory factorial analysis to identify the factors of successful implementation of ERP systems in the medium and big companies in Albania. We use in depth surveys and interviews with firms that have implemented enterprise resource planning systems and include twenty initial variables in the survey. Later these variables are combined in three factors that have the biggest impact on the success rate of ERP implementation: the overall quality and end-user satisfaction with the ERP system; the cost-benefit ratio of the ERP and the support from the ERP provider and ERP implementing consultant. This study contributes not only theoretically to the empirical literature, but also practically because it helps businesses of the region that are considering implementing ERPs in the future to pay attention to the most critical factors of success with ERPs.
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Bamufleh, Dalal, Maram Abdulrahman Almalki, Randa Almohammadi, and Esraa Alharbi. "User Acceptance of Enterprise Resource Planning (ERP) Systems in Higher Education Institutions." International Journal of Enterprise Information Systems 17, no. 4 (October 2021): 1–20. http://dx.doi.org/10.4018/ijeis.20211001.oa1.
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Nowadays, many higher education institutions(HEIs) replace existing computer systems with new ones to cope with the changing demands. At the top of these systems is enterprise resource planning(ERP) systems that integrate HEIs’ business processes, functions, and data to improve their overall productivity and effectiveness. However, many studies on ERP adoption have shown that organizations frequently face several barriers, and the failure rate is high. This research aims to explore the factors that affect the behavioral adoption and acceptance of an ERP system in HEIs. Based on literature and authors’ observations of the PeopleSoft system(ERP) implementation at Yanbu University College in Saudi Arabia(SA), a conceptual model of users' acceptance of ERP systems has been proposed. The framework is based on the unified theory of acceptance and use of technology(UTAUT) model. The study offers a theoretical contribution by extending the UTAUT model and according to the authors’ knowledge, this is the first paper that to address ERP users’ adoption perspective in HEIs in SA
Dissertations / Theses on the topic "Management information systems. Business planning. Enterprise resource planning (ERP)"
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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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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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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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Mudau, Thanyani Norman. "An ERP system implementation framework for management accountants in the water industry." Thesis, Nelson Mandela Metropolitan University, 2012. http://hdl.handle.net/10948/d1018921.
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Organisations are seeking for an opportunity to reduce costs while they increase service delivery to their customers. In order to remain in business, companies must have proper strategies in place to reduce costs while they still deliver the same standard of service. In order to remain competitive, companies have implemented Information Communication Technology (ICT). The implementation of ICT was done to assist organisations to improve efficiency in their production processes. To achieve these objectives, companies implemented Enterprise Resource Planning (ERP) systems. Some companies that have implemented an ERP system, however, are faced with the challenge of not fully realising the full benefits of implementing the ERP system. The Water Industry is faced with a challenge of ensuring that it manages the water value chain effectively through the use of an ERP system. The industry is also experiencing difficult times in ensuring that the business is run in a sustainable manner to manage the infrastructure assets. This has resulted in the importance of internal reporting within the Water Industry to assist management to monitor performance and take informed decisions. The implementation of an ERP system has affected all the roles in the Water Industry, especially the role of management accountants who are involved with internal reporting. Management accountants are experiencing challenges during and after the implementation of an ERP system, especially with the effective and efficient reporting of information. This study investigated the challenges that management accountants encountered after the implementation of an ERP system in the Water Industry in South Africa. The research consists of a preliminary study to identify challenges that management accountants encounter during and after the implementation of ERP system in the Water Industry. A literature review on the role of management accountants combined with the ERP system applications and framework are investigated and an ERP system implementation framework for the Water Industry is proposed. The proposed framework is evaluated and recommendations are made to those involved with the water industry that are considering upgrading or implementing an ERP system.
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Plotnikova, Svetlana. "Applying PRINCE2 project management disciplines to address key risks in ERP System Implementation Projects." Thesis, Stellenbosch : University of Stellenbosch, 2007. http://hdl.handle.net/10019.1/3474.
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Thesis (MAcc (Accountancy))--University of Stellenbosch, 2007.The successful implementation of an Enterprise Resource Planning (ERP) System can help an organisation to redefine its business processes and enhance its competitive advantage. An ERP System Implementation is a transformation project, which changes the way an organisation thinks and acts about its business. An ERP System implementation is also a complex endeavour, and as such, it requires rigorous risk management. The understanding and management of risks relevant to ERP System Implementation Projects are critical in order to ensure that the project delivers on its objectives within the specified budget and timelines, and eventually realises the envisaged business benefits. The purpose of this study is to discuss how key risks relevant to ERP System Implementation Projects could be addressed by applying project management disciplines derived from the PRINCE2 (PRojects IN Controlled Environment) project management methodology. This methodology was developed by the Office of Government Commerce in the United Kingdom. This study also provides a framework that could be applied at the outset and during an ERP System Implementation Project by business management, to understand the risks (“what could go wrong?”) and project management disciplines that should be applied to address these risks (“what must go right?”). This framework was derived by: • Identifying key risks relevant to ERP System Implementation Projects; • Mapping these key risks onto SAP Implementation phases to highlight where these risks could materialise in the SAP Implementation process; • Then mapping these key risks across PRINCE2 project management processes and SAP Implementation phases by creating the SAP Implementation Key Risks Map; and finally • Providing a detailed description of how to apply PRINCE2 project management disciplines to address each risk in the SAP Implementation Key Risks Map.
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Lenhert, Lance Ronald. "The next generation: A look at where today's enterprise resource planning (ERP) systems came from and where technology is heading." CSUSB ScholarWorks, 2000. https://scholarworks.lib.csusb.edu/etd-project/1689.
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"Currently, the largest barrier to any given market usually involves capital. If a company does not have enough investment capital to start with, it could fail before it even gets started. However, there is a new component that affects some of the largest corporations in the world. The problem relates to being able to sustain current internal processing, as well as adapt and grow in new markets with higher volumes. There are systems out there today that claim to address these issues along with e-commerce and other electronic sharing of information."
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Oldacre, Rohan. "Empirical Examination of User Acceptance of Enterprise Resource Planning Systems in the United States." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2039.
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Enterprise resource planning (ERP) systems are complex software packages that support an integrated real-time setting among the various business functions in an entire organization. ERP systems improve productivity, but only to the extent that employees accept and use the systems extensively to perform their duties. The leaders of many organizations have not been able to realize the expected benefits because of a lack of user acceptance. The purpose of this quantitative cross-sectional survey study was to examine the factors that influence user acceptance of ERP systems in the United States. Davis's technology acceptance model was the theoretical foundation used to relate the independent variables (perceived usefulness and perceived ease of use) to the dependent variable (user acceptance of ERP systems). The focus of the research questions was on the strength of the relationships between each of the independent variables and user acceptance of ERP systems in the United States. Data were from 97 purposively selected ERP system end users in the United States using the survey instrument based on the technology acceptance model. Regression and correlation analyses revealed a positive relationship between perceived usefulness and user acceptance, but no relationship was found between perceived ease of use and user acceptance. The findings indicated difficulties in using ERP systems for end users in the United States, which stakeholders could rectify to improve productivity in organizations. Positive social change implications include improving the standard of living, increasing the literacy rate, and reducing negative externalities to improve human and social conditions in society.
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Moleli, Moletsane Tarcisius. "Reduction of the causes of stock-outs in ERP supply chain management by prioritization of the causes : a case study at the City of Cape Town." Thesis, Cape Peninsula University of Technology, 2018. http://hdl.handle.net/20.500.11838/2725.
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Thesis (MTech (Business Information Systems))--Cape Peninsula University of Technology, 2018.Enterprise resource planning (ERP) systems have a good reputation for automation and strength in the integration of business processes (BPs), therefore more and more organisations are adopting ERP systems. The City of Cape Town (CCT), a metropolitan municipality, is one of the organisations that have adopted an ERP system. CCT provides a wide range of services to residents and citizens in the Western Cape Province of South Africa. The ERP system at CCT manages the Supply Chain Management (SCM) processes, among others, to ensure good service delivery. ERP systems are able to provide statistical reports on stock-outs; however, the information provided is insufficient to link a specific stock-out to its causes within the SCM process at CCT. This makes it difficult to select the most appropriate solution to minimise the causes and number of stock-outs. The study aims to explore the possible reduction of the causes of stock-outs at CCT stores, therefore the study has adopted a qualitative research methodology with a case study research strategy. It uses subjectivism to understand the truth, with an inductive approach applied to five different interviewee groups, namely the ERP Support Department consultants, the Procurement Department, the Inventory and Stores Management Department, the Master Data Maintenance Department, and the reservation creators. A purposive sampling method is used because the study targets knowledge and experience on the subject from the interviewees in the investigation of the problem. The case is the SCM division at CCT, the unit of analysis is the CCT stores, and the unit of observation is the employees who work for the SCM division of CCT. All ethical procedures and policies of the Cape Peninsula University of Technology (CPUT) are adhered to. For the data collection, in depth semi-structured questions have been developed, and the data were analysed using thematic analysis. The leading causes of stock-outs were discovered by analysing the themes. The results revealed the themes, in descending order according to the causes of stock-outs, as follows: procedures, service delivery, suppliers, stock-outs, human resources, and systems. All the objectives were achieved, thereby answering the research questions.
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Rodrigues, Edson. "Um estudo dos aspectos comportamentais da implanta????o do ERP Enterprise Resource Planning ??s ??reas de or??amento e planejamento financeiro." FECAP - Faculdade Escola de Com??rcio ??lvares Penteado, 2002. http://132.0.0.61:8080/tede/handle/tede/659.
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Previous issue date: 2002-11-20This work seeks to contribute through an analysis of the impacts caused by the integrated systems based in the philosophy ERP (Enterprise Resource Planning) to the area of Controllership. We will be present what is an integrated system and it's function for the area of controllership of the company, giving emphasis to the planning activities and business budget. The purpose of this work is to demonstrate through research, how the Controllership are being influenced by the use of the Integrated Systems and it's use became necessary on a day by day basis of the companies and their professionals. In order the implementation of a system is successful, it is of vital importance a detailed and appropriate planning where critical factors of the operation are observed and previously identified. Through the model DEQ - Decision through Technology of the Quantified Exception, we tried to analyze a specialist system that allows the administration of budget planning of a company that has an implemented ERP to become more effective.
Este trabalho procura contribuir, atrav??s de uma an??lise dos impactos causados pelos sistemas integrados baseados na tecnologia ERP (Enterprise Resource Planning). Ser??o apresentados o que ?? um sistema integrado e a sua fun????o para a ??rea de controladoria da empresa, dando ??nfase ??s atividades de planejamento e or??amento empresarial. O objetivo deste trabalho ?? demonstrar atrav??s de pesquisa, o quanto a Controladoria, sob o aspecto or??amento e planejamento financeiro est?? sendo influenciada pelo uso dos Sistemas Integrados de Gest??o, e, que este uso se, faz necess??rio no dia-a-dia das empresas e de seus profissionais. Para que a implanta????o de um sistema tenha sucesso, ?? de vital import??ncia um planejamento detalhado e adequado onde sejam observados e identificados previamente os fatores cr??ticos da opera????o. Atrav??s do modelo DEQ - Decis??o via Tecnologia da Exce????o Quantificada, procuramos analisar um sistema especialista que permite tornar ainda mais eficaz a gest??o de planejamento or??ament??rio de uma empresa que possui um ERP implementado.
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Broomé, Clason Agnes, and Maria Holmberg. "A Case Study of a Business Process Modeling in Mobile ERP System." Thesis, Malmö universitet, Fakulteten för teknik och samhälle (TS), 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:mau:diva-20352.
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Utvecklingen inom informationssystem har lett till att allt fler verksamhet villdigitalisera deras arbetsprocesser. Det växande mobila användandet av EnterpriseResource Planning (ERP) på enheter såsom smartphones, tablets och handdatorer harlett till att verksamheter ställer större krav på sina system och leverantörer av dessa.Framtidens ERPsystemmåste fungera mobilt och underlätta arbetet för de anställdaistället för att vara ännu ett ITsystemsom ska lösa organisationens alla utmaningar.Denna fallstudie är gjord hos en grossistverksamhet i Skåne som var mitt iimplementationen av sitt ERPsystem,Microsoft Dynamics. Denna studie harundersökt hur arbetet med verksamhetens affärsprocesser såg ut före och underimplementationen av det nya systemet. Bakgrunden till fallstudien var att undersökaom det fanns korrelation mellan hur väl affärsprocesserna var evaluerade, anpassadeoch hur vällyckad verksamhetens ERPimplementationblev. Fallstudien villundersöka hur processmodellering och Business Process Management (BPM) kanstödja denna slags implementation av mobila ERPsystem.Verksamheten i studien är ett mellanstort säljochdistributionsföretag med kontor på4 svenska orter. Verksamheten påbörjade 2015 en digitalisering av helaorganisationen. ITsystemeti bestod då av flera olika system som anpassats underlängre tid för att integrera med varandra och dela information precis efterorganisationens önskan. Som en del av implementationen valde de att använda ettBusiness Process Modeling verktyg för att introducera och träna användarna avprocesserna i det nya systemet. Implementationsfasen i projektet började i februari2017 och i februari 2019 har verksamheten fortfarande inte fastställt ett Golivedatum.. Medeltiden för en ERPimplementationär 17,4 månader [5]. Då verksamhetenGolivedatum har flyttats räknas det nu som att verksamhetens implementation ärförsenade och över medeltiden.Arbetet med processerna före själva projektstart uppfattas som bristfälligt utifrån BPMdras slutsatsen att förseningen av “Go livedatumet”delvis beror det på att företagetoch organisationen inte har analyserat sina egna processer och har förlitat sig förmycket på att konsultbolaget och RapidValue BPM skulle sköta inlärning ochimplementationen.The development in information systems has led to an increasing number ofbusinesses wishing to digitize their work processes. The growing mobile use ofEnterprise Resource Planning (ERP) systems on devices such as smartphones andtablets has led businesses to place greater demands on their information systems andsuppliers of these. ERP system in the future must be able to function mobile andfacilitate the work for the employees instead of being another IT system that will solvethe organisation's all challenges.This case study was made at a wholesale company in Skåne, which was in the midstof an ERP implementation with Microsoft Dynamics. This study has investigated howthe work with business processes looked before and during the implementation of thenew system. The background to the case study was to investigate whether there wereany correlation between how well the business processes were evaluated, adapted andhow successful the business's ERP implementation was. The case study aims toinvestigate how process modeling and Business Process Management (BPM) cansupport this kind of implementation of mobile ERP systems.The activity in the study is a mediumsizedsales and distribution company withoffices in 4 Swedish locations. In 2015, the business began digitizing the entireorganization. The IT system consisted of several different systems that had beenadapted over time to fit the needs of the organisation. As part of the implementation,they chose to use a Business Process Modeling tool to introduce the system and trainthe users of the processes in the new system. The implementation phase of the projectbegan in February 2017 and in February 2019 the business still has not set a Golivedate. The average time for an ERP implementation is 17.4 months [5]. Since theGolivedate business has been moved, it is now considered that the operation'simplementation is delayed and over the average time.The work on the processes before the actual start of the project is perceived asinadequate from BPM, the conclusion is drawn that the delay of the "Go live date" ispartly due to the fact that the company and the organization have not analyzed theirown processes and have relied too much on the consulting company and RapidValueBPM to handle learning and implementation.
Books on the topic "Management information systems. Business planning. Enterprise resource planning (ERP)"
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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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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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Shtub, Avraham. Enterprise resource planning (ERP): The dynamics of operations management. Boston: Kluwer Academic Publishers, 1999.
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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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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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Tossavainen, Päivi J. Transformation of organizational structures in a multinational enterprise: The case of an enterprise resource planning system utilization. Helsinki: Helsinki School of Economics, 2005.
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Piazolo, Felix. Innovation and Future of Enterprise Information Systems: ERP Future 2012 Conference, Salzburg, Austria, November 2012, Revised Papers. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013.
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Inc, ebrary, ed. Oracle PeopleSoft Enterprise Financial Management 9.1 implementation: An exhaustive resource for PeopleSoft financials application practitioners to understand core concepts, configurations, and business processes. Birmingham: Packt Pub., 2011.
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Kandathil, George. Who fixes the meaning of time?: Exercise of ideological power during the implementation of enterprise resource planning technology in a western organization in India. Ahmedabad: Indian Institute of Management, 2015.
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Inc, ebrary, ed. Quality assurance for Dynamics AX-based ERP solutions: Verifying Dynamics AX customization to the Microsoft IBI standards. Birmingham, U.K: Packt, 2008.
Find full textBook chapters on the topic "Management information systems. Business planning. Enterprise resource planning (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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Otieno, Jim Odhiambo. "Enterprise Resource Planning (ERP) Systems Implementation Challenges: A Kenyan Case Study." In Business Information Systems, 399–409. Berlin, Heidelberg: Springer Berlin Heidelberg, 2008. http://dx.doi.org/10.1007/978-3-540-79396-0_35.
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Pajk, Dejan, Mojca Indihar-Štemberger, and Andrej Kovačič. "Enterprise Resource Planning (ERP) Systems: Use of Reference Models." In Lecture Notes in Business Information Processing, 178–89. Berlin, Heidelberg: Springer Berlin Heidelberg, 2011. http://dx.doi.org/10.1007/978-3-642-24511-4_14.
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McGaughey, Ronald E., and Angappa Gunasekaran. "Enterprise Resource Planning (ERP)." In Selected Readings on Strategic Information Systems, 359–71. IGI Global, 2009. http://dx.doi.org/10.4018/978-1-60566-090-5.ch023.
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Business needs have driven the design, development, and use of Enterprise Resource Planning (ERP) systems. Intra-enterprise integration was a driving force in the design, development, and use of early ERP systems, but increased globalization, intense competition, and technological change have shifted to focus to inter-enterprise integration. Current and evolving ERP systems thus reflect the expanded scope of integration, with greater emphasis on things like supply chain management and customer relationship management. This manuscript explores the evolution of ERP, the current status of ERP, and the future of ERP, with the objective of promoting relevant future research in this important area. If researchers hope to play a significant role in the design, development, and use of suitable ERP systems to meet evolving business needs, then their research should focus, at least in part, on the changing business environment, its impact on business needs, and the requirements for enterprise systems that meet those needs.
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Kurbel, Karl. "Enterprise Resource Planning and Integration." In Business Information Systems, 1263–71. IGI Global, 2010. http://dx.doi.org/10.4018/978-1-61520-969-9.ch078.
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Enterprise resource planning (ERP) is a state-of-the-art approach to running organizations with the help of comprehensive information systems, providing support for key business processes and more general, for electronic business (e-business). ERP has evolved from earlier approaches, in particular, materials requirement planning (MRP) and manufacturing resource planning (called MRP II) in the 1980s. The focus of MRP and MRP II was on manufacturing firms. The essential problem that MRP attacked was to determine suitable quantities of all parts and materials needed to produce a given master production schedule (also called a “production program”), plus the dates and times when those quantities had to be available. Application packages for MRP have been available from the 1960s on. In the beginning, they were mostly provided by hardware vendors like IBM, Honeywell Bull, Digital Equipment, Siemens, etc. MRP was later expanded to closed-loop MRP to include capacity planning, shop floor control, and purchasing, because as Oliver Wight (1884) puts it: “Knowing what material was needed was fine, but if the capacity wasn’t available, the proper material couldn’t be produced” (p. 48). The next step in the evolution was MRP II (manufacturing resource planning). According to the father of MRP II, Oliver Wight, top management involvement in the planning is indispensable. Therefore, MRP II expands closed-loop MRP “to include the financial numbers that management needs to run the business and a simulation capability” (Wight, 1984, p. 54). Enterprise resource planning (ERP) has its roots in the earlier MRP II concepts, but it extends those concepts substantially into two directions. ERP takes into account that other types of enterprises than those producing physical goods need comprehensive information system (IS) support as well, and even in the manufacturing industry, there are more areas than those directly related to the production of goods that are critical for the success of a business.
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Framinan, Jose M., and Jose M. Molina. "An Overview of Enterprise Resource Planning for Intelligent Enterprises." In Business Information Systems, 60–68. IGI Global, 2010. http://dx.doi.org/10.4018/978-1-61520-969-9.ch005.
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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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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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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.
Full textAbstract:
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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Parthasarathy, S. "Directed Basic Research in Enterprise Resource Planning (ERP)." In Business Information Systems, 343–56. IGI Global, 2010. http://dx.doi.org/10.4018/978-1-61520-969-9.ch023.
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Enterprise Resource Planning (ERP) covers the techniques and concepts employed for the integrated management of businesses as a whole, from the viewpoint of the effective use of management resources, to improve the efficiency of an enterprise. One way of looking at ERP is as a combination of business processes and information technology. The objective of this chapter is to highlight the research challenges in ERP projects from the viewpoint of software engineering and draw round the solutions in hand. This chapter on the directed basic research in ERP systems gives us two outputs: (1) A comprehensive framework presenting the current research problems in the ERP systems from the viewpoint of software engineering and (2) The channel to solve these problems. The outcome is a high quality, reliable and complete ERP software solution.
Conference papers on the topic "Management information systems. Business planning. Enterprise resource planning (ERP)"
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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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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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Soares, Rogério, Vanessa Mesquita Melbardis, and Sergio Melchiori. "REVIEW OF THE IMPLEMENTATION OF A ERP ( ENTERPRISE RESOURCE PLANNING ) IN A BUSINESS SERVICE PROVIDER FROM THE PERSPECTIVE OF THE METAPHOR OF MORGAN." In 13th CONTECSI International Conference on Information Systems and Technology Management. TECSI, 2016. http://dx.doi.org/10.5748/9788599693124-13contecsi/rf-4101.
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Venkatesh, S., R. Morihara, J. Michaloski, and F. Proctor. "Closed Loop CNC Manufacturing: Connecting the CNC to the Enterprise." In ASME 2007 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. ASMEDC, 2007. http://dx.doi.org/10.1115/detc2007-35760.
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Closed Loop manufacturing describes the use of feedback from a Computer Numerical Control (CNC) to the Enterprise Resource Planning (ERP) to help in business operations. Although conceptually simple, many obstacles make CNC-ERP connectivity difficult — incompatibilities of various generations of systems supplied by multiple vendors, differing personnel mindsets and objectives, and outright complexity of ERP. A long journey starts with a single step, and this paper describes a successful pilot project that detected scrap on a CNC during production of the Boeing 737 Leading Edge panels and then automatically entered a scrap reorder into the ERP Supply Chain Management (SCM) Reorder System. The pilot leveraged three major technologies, including open-architecture CNC, OLE for Process Control (OPC) integration technology, and supply chain Web Services. Overall, the pilot project successfully established that integration of CNC into SCM can be straightforward as we automated 90% of one manual step within the scrap Supply Chain Reorder process to impart a leaner manufacturing operation.
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Pham, Hiep, Narumon Sriratanaviriyakul, and Mathews Nkhoma. "IT Investment in ABC Textile and Dyeing Asia Pacific Perspective." In InSITE 2015: Informing Science + IT Education Conferences: USA. Informing Science Institute, 2015. http://dx.doi.org/10.28945/2238.
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Quyen Le, Deputy Director at ABC Textile and Dyeing Joint Venture Company (JVC), returned from a meeting with an Enterprise Resource Planning (ERP) service provider. Quyen was wondering which options of ERP implementation would be best suited to gain staff support and pre-pared the company for long term development. ABC had undergone considerable growth in recent years. Having become one of leading manufacturers of denim fabric in Vietnam market, the company was now facing some organizational challenges. To cope with pressing competition in local and overseas markets, ABC had needed to acquire internationally recognized certification for its quality control system and standardized manufacturing process. The company implemented a quality management process in order to achieve its goal of ISO9000:2008 certification. There was substantial additional paperwork to be handled with the new process. ABC currently used an outdated decentralized computing system in managing its denim manufacturing process. It was time-consuming and difficult to obtain timely and accurate production information—including material planning, production costing, machinery inventory, production reports—and difficult to share information among departments. Furthermore, over a hundred different reports for various stages of the denim manufacturing process were generated and handled by several departments. Lacking the technical knowledge to deal with complex technological context, Quyen considered outsourcing the implementation of an ERP system to ease the documentation tasks required by the ISO 9000:2008, and to manage more effectively the denim manufacturing and to streamline the reporting system. Facing concerns and criticisms from staff during the implementation of the ISO 9000:2008 quality management process due to its complex, time-consuming documentation requirement and added workload with no immediate benefits, Quyen was facing a tough decision whether to move forward with implementing an ERP system that promised another tough challenge to get the sup-port from staff and required necessary organizational changes to create business value from the information technology (IT) investment. ABC Textile and Dyeing JVC (ABC) was part of a textile industry that represented an important component of the global and local economies.
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Cheng, Jack C. P., Kincho H. Law, Albert Jones, and Ram Sriram. "Service Oriented and Orchestrated Framework for Supply Chain Integration." In ASME 2009 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. ASMEDC, 2009. http://dx.doi.org/10.1115/detc2009-87089.
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Supply chain management integrates key business processes and facilities, involving end users and suppliers that provide products, services, and information. Supply chain integration can potentially add value to the stakeholders along product development and manufacturing life cycle as well as the customers in terms of cost, time, service level, quality, and risk. In the manufacturing industry, there are many attempts to develop methodologies, standards, and technologies to integrate various applications for product design and manufacturing. However, studies on integrating and aligning product design and manufacturing with other operations in supply chains are relatively lacking. In an integrated supply chain, information, applications, and services are shared and become available among supply chain members within and across organizational boundaries. Existing technologies and tools such as Electronic Data Interchange (EDI) infrastructures and Enterprise Resource Planning (ERP) systems do not provide a flexible and reusable solution to information sharing and application integration. This paper presents a prototype service oriented web-based system, SC Collaborator (Supply Chain Collaborator), which leverages web services, web portal, and open source technologies to provide a flexible, customizable, and economical tool for supply chain integration. The prototype system implements a service oriented portal-based framework and allows service orchestration according to processes. This paper presents the service oriented portal-based framework, the system architecture of SC Collaborator, and the schematic representation and implementation of process models with the system. The paper also illustrates the use of the SC Collaborator system to facilitate cross-functional, cross-departmental, and cross-organizational collaborations using a bus manufacturing scenario.
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Gobbato, Andr�, Paulo Cristiano de Oliveira, Marcelo Rabelo Henrique, Jos� Abel de Andrade Baptista, and Marina Keiko Nakayama. "Impact analysis of customizations in WMS module on the implementation of an Enterprise Resource Planning - ERP." In 11th CONTECSI International Conference on Information Systems and Technology Management. TECSI, 2014. http://dx.doi.org/10.5748/9788599693100-11contecsi/ps-725.
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Ribeiro, NENDY Temistocles, Cesar Augusto Biancolino, and Magali Vicente Proença. "ENTERPRISE RESOURCE PLANNING EM UM HOSPITAL PÚBLICO: BUSINESS INTELLIGENCE NA GESTÃO DE CENTRO CIRÚRGICO." In 12th CONTECSI International Conference on Information Systems and Technology Management. TECSI, 2015. http://dx.doi.org/10.5748/9788599693117-12contecsi/ps-1778.
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Wasiat, David, Y. Ruldeviyani, and P. Sandhyaduhita. "Analysis and design of Enterprise Resource Planning (ERP) system for Small and Medium Enterprises (SMEs) in the Sales Business Function Area." In 2013 International Conference on Advanced Computer Science and Information Systems (ICACSIS). IEEE, 2013. http://dx.doi.org/10.1109/icacsis.2013.6761585.
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Fernandes, Francisco Carlos, and Lara Fabiana Dallabona. "IMPACTOS DO ENTERPRISE RESOURCE PLANNING (ERP) SOB A �TICA DO COSO EM UMA EMPRESA DE GRANDE PORTE DO SUL DO BRASIL." In 11th CONTECSI International Conference on Information Systems and Technology Management. TECSI, 2014. http://dx.doi.org/10.5748/9788599693100-11contecsi/rf-541.
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