Chapter 6 - Safe Cosmetics and Regulatory Compliance: From Burden to Opportunity (Cosmetics as Vectors for Bioterrorists?)

An enterprise resource planning (ERP) system is an integrated set of programs that provides support for core organizational activities. ERP is a software infrastructure embedded with “best practices,” or best ways to do business based on common business practices or academic theory. The aim is to improve the cooperation and interaction between all the organizations’ departments, such as the products planning, manufacturing, purchasing, marketing and customer service department. ERP systems is a fine expression of the inseparability of IT and business. As an enabling key technology as well as an effective managerial tool, ERP systems allow companies to integrate at all levels and utilize important ERP systems applications, such as supply-chain management, financials and accounting applications, human resource management and customer relationship management (Boubekri, 2001). ERP systems hold the promise of improving processes and decreasing costs. Furthermore, two important new frontiers for ERP systems are electronic business (e-business) and supply-chain management (Wang and Nah, 2001). The systems can connect with suppliers, distributors, and customers, facilitating the flow, the product and information. ERP systems implementation is costly and complex. In many cases, an ERP system is the largest single investment in any corporate-wide project. The software is expensive, and the consulting costs even more. Meta Group found that the average ERP systems implementation takes 23 months with total owners’ cost of $12 million (Stewart, 2000). The ERP systems implementation is the process where business process and ERP system match each other. Usually the firm has to change the business process per ERP systems. Sometimes most positions have to be redesigned according to the ERP systems. Thus the difficulties and high failure rate in implementing ERP systems have been widely cited in the literature (Davenport, 1998; Kim, Lee, & Gosain, 2005)). The failure percentage of ERP systems was determined by one study as ranging from 40 to 60% and from another study as between 60 and 90% (Langernwalter, 2000; Ptak and Schragenheim, 2000; Yingjie, 2005). Although the failure rates of these ERP implementations have been highly publicized, this has not distracted companies from investing large sums of money on ERP systems (Somers & Nelson, 2004). ERP systems provide companies with the means of integrating their business functions into a unified and integrated business process. As companies implement more enterprise based systems throughout their organizations, the need for integration of these systems becomes even more paramount. Expanding from the functional areas of accounting, human resources, and shop floor control to an enterprise-wide system has become a format for producing full organization integration. Over the past few years, limited research has been conducted about ERP implementation issues: mainly case studies in individual organizations have been reported. That is a motivation toward conducting empirical studies to explore critical factors that affect ERP systems implementation. This study presents the results of an empirical study that surveyed managers from seven corporations, who were identified as having a key role in ERP systems implementation, in order to assess empirically which CSFs are critical in leading a successful implementation of ERP systems. A factor analysis solution was used to derive factors affecting successful ERP implementation. These factors are: ERP implementation management, users aptitudes and communication and technical knowledge. The study reveals that about 81.5 % of the variances in ERP systems implementation were explained by the critical factors identified in the study. The remainder of this article is organized in four sections. First ERP-related literature is reviewed. The next section introduces the research methodology, followed by the presentation of the results. The paper ends with the conclusions and implications for future research and practice.

An enterprise resource planning (ERP) system is an integrated set of programs that provides support for core organizational activities. ERP is a software infrastructure embedded with “best practices,” or best ways to do business based on common business practices or academic theory. The aim is to improve the cooperation and interaction between all the organizations’ departments, such as the products planning, manufacturing, purchasing, marketing and customer service department. ERP systems is a fine expression of the inseparability of IT and business. As an enabling key technology as well as an effective managerial tool, ERP systems allow companies to integrate at all levels and utilize important ERP systems applications, such as supply-chain management, financials and accounting applications, human resource management and customer relationship management (Boubekri, 2001). ERP systems hold the promise of improving processes and decreasing costs. Furthermore, two important new frontiers for ERP systems are electronic business (e-business) and supply-chain management (Wang and Nah, 2001). The systems can connect with suppliers, distributors, and customers, facilitating the flow, the product and information. ERP systems implementation is costly and complex. In many cases, an ERP system is the largest single investment in any corporate-wide project. The software is expensive, and the consulting costs even more. Meta Group found that the average ERP systems implementation takes 23 months with total owners’ cost of $12 million (Stewart, 2000). The ERP systems implementation is the process where business process and ERP system match each other. Usually the firm has to change the business process per ERP systems. Sometimes most positions have to be redesigned according to the ERP systems. Thus the difficulties and high failure rate in implementing ERP systems have been widely cited in the literature (Davenport, 1998; Kim, Lee, & Gosain, 2005)). The failure percentage of ERP systems was determined by one study as ranging from 40 to 60% and from another study as between 60 and 90% (Langernwalter, 2000; Ptak and Schragenheim, 2000; Yingjie, 2005). Although the failure rates of these ERP implementations have been highly publicized, this has not distracted companies from investing large sums of money on ERP systems (Somers & Nelson, 2004). ERP systems provide companies with the means of integrating their business functions into a unified and integrated business process. As companies implement more enterprise based systems throughout their organizations, the need for integration of these systems becomes even more paramount. Expanding from the functional areas of accounting, human resources, and shop floor control to an enterprise-wide system has become a format for producing full organization integration. Over the past few years, limited research has been conducted about ERP implementation issues: mainly case studies in individual organizations have been reported. That is a motivation toward conducting empirical studies to explore critical factors that affect ERP systems implementation. This study presents the results of an empirical study that surveyed managers from seven corporations, who were identified as having a key role in ERP systems implementation, in order to assess empirically which CSFs are critical in leading a successful implementation of ERP systems. A factor analysis solution was used to derive factors affecting successful ERP implementation. These factors are: ERP implementation management, users aptitudes and communication and technical knowledge. The study reveals that about 81.5 % of the variances in ERP systems implementation were explained by the critical factors identified in the study. The remainder of this article is organized in four sections. First ERP-related literature is reviewed. The next section introduces the research methodology, followed by the presentation of the results. The paper ends with the conclusions and implications for future research and practice.

Inventory control is the cornerstone of manufacturing, supply chain, and retail businesses. The precision of inventory data has a direct impact on production efficiency, order fulfillment, procurement planning, and financial reporting. Of various methods of inventory validation, cycle counting is a widely used process because it smoothes the effort of auditing the inventory across time, avoiding disrupting operations. Historically, though, the cycle count process is manual and prone to errors, particularly in companies that still use legacy Enterprise Resource Planning (ERP) systems and standalone handheld devices. This paper suggests a strong framework to automate the cycle count process by linking handheld scanning tools with ERP systems using a Microsoft .NET-based portal platform. The objective is to harmonize real-time data from ERP systems and Manufacturing Execution Systems (MES), display it for decision-making, and optimize the physical counting and data entry process. The solution specifically targets difficulties encountered in manufacturing settings where real-time inventory accuracy is difficult to achieve due to ongoing material consumption (backflushing), production variations, and incompatibilities between systems. The problem statement under discussion highlights the procedural and technological loopholes of manual inventory cycle counting. Old ERP systems are generally incompatible with new handheld devices. Organizations are stuck between either spending on expensive ERP upgrades or creating interfaces to integrate new hardware with legacy systems. The latter provides a cheaper and quicker means to attaining inventory accuracy. The solution that is being suggested involves the creation of a portal system based on Microsoft.NET and hosted on the Azure platform. The portal interacts with existing handheld devices and pulls data from ERP systems through MuleSoft APIs and MES systems through customized integrations. The portal harmonizes inventory data from both systems—both stock parts and Work-in-Progress (WIP) inventory—over 13 accounting periods. The information is displayed in color-coded indicators representing past, present, and future cycle counts, which allow analysts to make instant decisions. Once the analyst verifies the parts to cycle count, the task list is dispatched to handheld scanners used on the warehouse floor. Users perform physical counts utilizing the scanners, and the captured data is pushed back to the portal to verify. Once verified, the reconciled data is posted back to the legacy ERP system to remain the source of truth. The deployment yields tangible advantages: a 35% decrease in costs of manual cycle counting, elimination of paper-intensive processes, 320 hours less of manual data entry labor each month, and over a 40% improvement in inventory accuracy. These enhancements not only decrease carrying costs but also increase trust in inventory reports and allow for improved planning and forecasting. The paper offers a cost-effective and scalable solution to automate cycle counting by consolidating handheld technology and legacy ERP systems seamlessly. It illustrates how properly designed middleware interface can bridge the gap between old systems and new operational requirements, generating both long-term and short-term ROI. The findings strongly recommend portal-based solutions as a means of modernizing and automating inventory management procedures within manufacturing settings.

This article provides a comprehensive review of the literature published in various articles dated back to 1998 on the role of Knowledge Management (KM) in Enterprise Resource Planning (ERP) systems. This article follows the literature published in this context focusing on two basic themes: KM supporting the ERP systems and KM integration into the ERP system. All the articles published on the relationship between KM and ERP systems published since 1998 were searched. Articles were sorted out on the basic themes they addressed. Most of the work on the role of KM in ERP systems was grouped into two main categories depending on the research subject matter. Integration of ERP systems being one of these basic themes was further investigated, enlisting all possible research articles published so far. Literature review on the KM and ERP relationship can be concludes that despite different relationships explored in the literature, KM has a vital role to play in the success of the ERP system. It is one of the critical success factors which complements the ERP systems to the extent that its absence will diminish the very essence, that is the adaption of ERP systems for the companies signified by the competitive advantage, market agility, and organization efficiency.

Enterprise Resource Planning (ERP) system is integrated software that linked the functional areas in the organization by using and sharing the database in one platform. The implementation of ERP system in most of the manufacturing plants help in simplifying the production and scheduling system and smoothing the process flow which will lead the organisation towards lean manufacturing environment. Most of the manufacturers do not analyse and review on the effectiveness and implications of the ERP system at the post implementation stage. This study was established to address the impacts of the ERP system in leveraging the lean practices at the shop floor and the recommendations for the continuous improvement initiatives. Data for analysis has been retrieved from in house ERP system and from manual record system of a company that already implemented ERP system. Questionnaires have been distributed to ERP users within Malaysia and Singapore to gain insight the related issue of using ERP system in their company. The study provides evidence on the effectiveness and positive impacts of the ERP system to support manufacturing industries to become more lean and agile. ERP system also effectively to response to the customer requirement and added the value along the supply chain.

Purpose: The general objective of the study was to evaluate the effectiveness of Enterprise Resource Planning (ERP) systems in knowledge management. Methodology: The study adopted a desktop research methodology. Desk research refers to secondary data or that which can be collected without fieldwork. Desk research is basically involved in collecting data from existing resources hence it is often considered a low cost technique as compared to field research, as the main cost is involved in executive’s time, telephone charges and directories. Thus, the study relied on already published studies, reports and statistics. This secondary data was easily accessed through the online journals and library. Findings: The findings reveal that there exists a contextual and methodological gap relating to the effectiveness of Enterprise Resource Planning (ERP) systems in knowledge management. Preliminary empirical review revealed that ERP systems significantly enhanced knowledge management by integrating business processes, eliminating data silos, and improving decision-making and operational efficiency. Success depended on factors like organizational culture, top management support, and user training. ERP systems facilitated continuous improvement and innovation by providing real-time data access, enabling swift responses to market changes. Despite challenges like high costs and resistance to change, these could be mitigated through careful planning, strategic alignment, and effective change management, making the investment in ERP systems worthwhile for improved KM and organizational performance. Unique Contribution to Theory, Practice and Policy: The Resource-Based View (RBV) Theory, Socio-Technical Systems (STS) Theory and Knowledge-Based View (KBV) Theory may be used to anchor future studies on Enterprise Resource Planning (ERP) systems. The study recommended integrating ERP systems into KM frameworks to enhance theoretical models, emphasizing strategic alignment and continuous user engagement for practical implementation. It advised organizations to develop policies prioritizing ERP and KM alignment, foster knowledge-sharing cultures, and implement robust change management strategies. Continuous improvement and innovation were highlighted, with recommendations for regular system evaluation and incorporation of technological advancements. Long-term strategic planning was also emphasized, including comprehensive plans for ERP implementation, maintenance, and alignment with organizational goals to maximize the effectiveness of ERP systems in knowledge management.

Purpose– In today’s complicated and competitive business environment, companies commonly use enterprise resource planning (ERP) systems to integrate management information and enhance efficiency. In recent years, due to the development of cloud computing and portable devices, a new mobility era is starting. The popularity of smartphones and tablet computers has changed the behavior of mobile-phone users and enhanced the rapid development of mobile commerce. ERP companies have discovered this trend and want to provide more convenient services and develop more integrated functions for their ERP systems in which practitioners can operate and access company information through various mobile devices anywhere, anytime. However, mobile ERP is still in the development stage. On the whole there has been relatively little research into the framework and system implementation of mobile ERP until recently. The purpose of this paper is to propose a mobile ERP framework for the sales function in an ERP system. The authors also design a mobile type sales application based on an android-based mobile device. In addition, the authors provide sale practitioners and supervisors with a more convenient and rapider service interface in which they can quickly respond to customers’ needs.Design/methodology/approach– The authors develop a mobile ERP framework taking into account the requirements of sales and distribution modules. The proposed framework can directly access the ERP system and perform more efficiently than a web service-based framework since middleware services are not involved.Findings– For the purposes of demonstrating the efficiency of the proposed mobile ERP system, the authors examine three scenarios which are commonly used in world-wide integrated circuit (IC) design companies. In this kind of company, salespersons travel to various cities and collect sales information. The three various scenarios include: (A) sales order creation; (B) order status inquiry; (C) order modification. The results of simulation show that the mobile ERP system indeed enhances the efficiency of processing operations in sales and distribution modules, particularly for salespersons visiting outside offices and traveling world-wide.Research limitations/implications– The authors investigate and propose a mobile ERP framework for a world-wide ERP system company, SAP, which is a research limitation in the paper, since SAP ERP system is not installed for all companies. In addition, from this investigation, two possible concerns might be useful in further research. The first involves other modules may be included in the proposed mobile ERP framework. The second is the need to integrate other useful analysis systems, such as business intelligence, for a more complete mobile ERP system.Practical implications– To demonstrate the efficiency of the proposed mobile ERP system, three various scenarios which are commonly used in world-wide IC design companies are considered. In addition, the comparisons of the typical procedures in terms of average processing time for existing ERP systems and the proposed mobile ERP system are provided. The simulation times finding show that the mobile ERP system indeed enhances the efficiency of processing operations in sales and distribution modules, particularly for the salespersons visiting outside offices and traveling world-wide.Social implications– The popularity of smartphones and tablet computers has changed the behavior of mobile-phone users and enhanced the rapid development of mobile commerce. Mobile ERP systems can provide more up-to-date information than typical ERP systems involving order-tracking, real-time stock quantity checking, and sales order creations since salespersons still can access or update their collected information wherever they are world-wide. The contributions of this paper have a great impact on behavior changes of mobile-phone users. It can enhance efficiency and quality of life for users.Originality/value– In the paper, the authors propose a mobile ERP framework for the sales function which can provide sale practitioners and supervisors a more convenient and rapider service interface in which they can quickly respond to customers’ needs. The proposed framework of mobile ERP perform more efficiently than typical ERP systems and a web service-based framework since middleware services are not involved.

The adoption of enterprise resource planning (ERP) systems by organizations from developing countries has increased dramatically.The continued growth of ERP adoption in developing countries is accompanied by high failure rates which makes it impossible for these organizations to enjoy the full realization of benefits.Many ERP systems' failures are associated with the misalignment between the ERP requirements and the expectations of the client.70 percent of ERP implementations fail to deliver the anticipated benefits with estimates that developing countries make up some 10 to 15 percent of global ERP sales (Hawari & Heeks, 2010).ERP systems do not usually fit the requirements of the implementing organizations in developing countries because of the different business practices, and legal and government regulations.There is a sizeable gap between the assumptions and requirements built into the designs of ERP systems and the realities of the client.Until academics, organizations, vendors and consultants understand better the phenomenon of misfit, the realization of benefits from ERP systems is likely to remain difficult and unpredictable on practical perspective.This paper seeks to investigate the complexities inherent in the ERP systems, which subsequently result in misalignment and this will equip decision makers to better prepare strategies that will increase the probability of realizing the desired results.This paper will contribute directly or indirectly to the reduction of failure rate of ERP projects on developing countries associated with misfit.

The oil and gas industry operate within a highly complex and volatile supply chain environment, demanding efficient management practices to ensure operational reliability and cost-effectiveness. Traditional Enterprise Resource Planning (ERP) systems, while foundational, often fall short in addressing modern supply chain challenges such as real-time data integration, process optimization, and regulatory compliance. This study explores how digital transformation technologies—such as the Internet of Things (IoT), Artificial Intelligence (AI), blockchain, and cloud computing—can revolutionize ERP systems to enhance supply chain management (SCM) in the oil and gas sector. By leveraging a mixed-methods approach, including industry surveys, expert interviews, and case studies, the research identifies key benefits of digital ERP systems, including increased operational efficiency, cost reduction, and improved decision-making capabilities. The study also addresses implementation challenges, such as organizational resistance and integration complexities, offering a framework for successful digital ERP transformation. These findings have significant implications for advancing supply chain resilience, sustainability, and competitive advantage in the oil and gas industry..

Modern business environments demand the establishment of robust systems for managing, processing, and continuously updating operational and strategic data. Enterprise Resource Planning (ERP) systems have become an integral part of both international and domestic business infrastructures due to their ability to integrate various functions across an organization into a single unified system. The widespread adoption of ERP solutions is driven by their capacity to streamline information flows, standardize data, and enhance the accuracy and timeliness of managerial reporting, thus supporting data-driven decision-making processes. This article provides a comprehensive analysis of the functional characteristics of ERP systems and explores the economic relationships formed in the processes of accounting, analysis, and internal control over resources involved in production, logistics, and sales activities. The research findings highlight that ERP systems significantly improve the tracking and real-time monitoring of business operations, facilitate data synchronization, and contribute to the consistency and integrity of large data volumes. Moreover, by eliminating redundant data entry and promoting the use of a unified information base, ERP systems enhance organizational transparency, reinforce financial oversight mechanisms, and improve interdepartmental collaboration. The study also identifies the role of ERP systems in elevating customer service standards through automation and more effective relationship management. Ultimately, the integral advantage of ERP implementation lies in its ability to consolidate disparate datasets related to all spheres of economic activity within a single digital ecosystem, fostering a more responsive and analytically empowered enterprise. Furthermore, the research underscores the importance of scalable ERP architectures that can adapt to evolving business needs and technological advancements. The integration of ERP systems with emerging technologies such as cloud computing and mobile platforms is transforming traditional enterprise management approaches. Challenges related to system customization, user training, and data security are also addressed as critical factors influencing successful ERP adoption. In conclusion, strategic planning and ongoing system optimization are essential to fully leverage the benefits of ERP solutions and achieve sustainable competitive advantage. Additionally, the study highlights how ERP systems facilitate regulatory compliance by providing tools for comprehensive reporting and audit trails. The potential for ERP systems to support organizational agility in dynamic markets is increasingly recognized as a key competitive factor. This research also points to the necessity of aligning ERP implementation with broader corporate strategies to maximize operational efficiency. Finally, ongoing technological innovations promise to further expand the capabilities and applicability of ERP platforms across diverse industry sectors.

Enterprise Resource Planning (ERP) systems have become a standard for collecting all business areas in one system. For some organizations it is a necessity for doing business, while others use it to outperform competitors. Prior research in the area of ERP systems and competitive advantage is dispersed and insufficient. Based on literature review and in-depth interviews at two Norwegian enterprises we have developed a framework which we believe gives insight into the areas managers should focus on when implementing ERP systems. Our study supports the claim that ERP systems in themselves do not create a competitive advantage. Instead, they form an information basis which managers can utilize to outperform competitors. A good relationship between IT/IS managers and the rest of the management is crucial. The importance of top management support was highlighted and linking ERP and a data warehouse as a “bolt-on” was very beneficial in one of the enterprises. 1 All correspondence should be directed to Carl.E.Moe@hia.no

Every business or government agency needs to track information regarding their finances, their employees, and the items or assets they own and manage. Software applications that track this type of information are called enterprise resource planning (ERP) systems. Managing these assets in an integrated application allows an organization to have a consistent view across the entire enterprise. This enterprise-wide view allows ERP systems to go beyond the traditional transaction-based accounting systems maintained at the organization level and deliver fully integrated financial and human capital management based on industry-derived best practices across organizations. In response to the pressures of global competition, enterprises today are forging ahead with the mission of integrating information systems across corporate boundaries to unite customers, suppliers and any other business partners with which they interact. And in the mean time, with the development of the society, more and more people have to go many places because the job makes them and working at home also becomes more and more popular. Those people who are not at the place of their company also want to continue their work in other places even at home. The old style ERP system is in C/S model and cannot satisfy with the needs. So it is very necessary to upgrade the ERP system. This paper will go to figure out the application of the Web service in the upgrading of ERP system. In this paper, we focus on that how to upgrade or renew a C/S ERP system to an ERP system with B/S model and the application of Web service. We use the J2EE architecture and XML technology to provide Web service and upgrade/renew the former ERP system. UML tools play a very important role in the upgrading procedure. We use UML to analysis and design the B/S ERP system, which based on the C/S version. We use JSP to act as the view of the system because of its flexibility. In the Web service, the XML is necessary. So the XML technology is also used. In the end of the paper, we will figure out how these technologies to be used through a concrete example.

The benefits that Enterprise Resource Planning (ERP) systems can offer organizations are the primary reason behind their popularity. However, employees` satisfaction is one of the factors that affect ERP system benefits, while employees` expectations of such systems affect their satisfaction. The study aimed to identify and investigate how employees’ expectations of the general benefits from ERP systems influence employees` satisfaction and actual benefits derived. The study was performed in a manufacturing organization, and data collection entailed a quantitative questionnaire, targeting an entire population of 80 employees (ERP users). The study obtained a 66% response rate, and quantitative data analysis techniques were used. The study found out that users with high expectations were more dissatisfied and not benefiting from the ERP system compared to those with low expectations. Users with more experience did not find the ERP system very challenging compared to the users who had less experience. The Chi-square test of independence implied that the general expectations that users had on ERP systems did not affect their satisfaction (7.965, p = 0.241). Besides, there was a relationship between general expected benefits from an ERP system and the actual benefits of using it (19.342, p < 0.013). Furthermore, a moderate and significant relationship between actual benefits derived and user satisfaction was found (.451**, p < 0.001). The study concludes that there is a relationship between employees’ expected benefits, employees` satisfaction, and actual benefits derived from ERP systems.

Seeking strategic advantage in the post-net era: viewing ERP systems from the resource-based perspective

Although the Enterprise Resource Planning (ERP) system has long been acknowledged in higher education institutions (HEIs) to improve their performance and efficiency, there are not many HEIs in Egypt that adopt ERP system and those that do are in an early stage. The research on ERP system in HEI is still limited and in the immature stage, hence little is known about the success factors for the adoption stage of ERP systems. Consequently, this article aims to understand what are the success factors for ERP adoption and further develop a conceptual model that explains the successful implementation of ERP in HEIs and its impact on competitive advantage. Based on previous studies, this paper identifies and conceptualizes success factors for ERP and further develops the proposed model for the adoption of ERP system in HEIs. This article contributes to the development of the theoretical framework of the successful implementation of the ERP system to explain the competitive advantage of HEI by merging information system (IS) success and diffusion of innovation (DOI) theories with the success factors for the adoption stage of ERP systems. The current study will provide recommendations and guidelines for both the potential adopters and the vendors on the successful ERP system adoption.