Abstract
ERP implementation had always been a complicated process, but it seems it is difficult for business andcompanies to overlook of assets of these information systems. Iran is a developing country and tries to improveits economy and compete with other economies. Studying ERP implementation in such country which has nothad noticeable experiences in this area can be interesting for developers, vendors and other similar cases indeveloping countries.In this research we will investigate ERP implementation in first Iranian pioneer company that implemented andused this system. Our evaluation will be base on CSFs (Critical Success Factor) which cited as index for successof ERP implementation in others researches.
Highlights
Background of the case study companyEsfahan Steel Company (ESCo) is the first and largest manufacturer of constructional steel products in Iran
The main object of this study was evaluation of the Enterprise Resource Planning (ERP) implementation in Esfahan Steel Company based on Critical Success Factors (CSF)
In order to this goal we investigated five selected CSFs in this company and it revealed that this organization was successful in three of these factors and failed in others
Summary
Esfahan Steel Company (ESCo) is the first and largest manufacturer of constructional steel products in Iran. This complex started production in 1971 with annual capacity of 600,000 MT. In 2002 ESCo understood to improve their products and services to be able to compete with foreign similar companies. For this competition, it was essential to promote ESCo information systems. After investigating various solutions and researches they decided to implement ERP system in this company. Five ERP modules were implemented at ESCo consisting of: Financial Modules, Supply chain Management, Oracle Human Resource, Manufacturing and Enterprise Asset Management
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