Evaluation of Use of ERP in E-commerce: Methods and Strategies

Mostafa Keikhay Farzaneh

doi:10.19026/rjaset.7.783

Abstract

Irrespective of whether the company is a multi-national, multi-million dollar organization or a small company with single digit million turnover, the goal of system selection is to source a system that can provide functionality for all of the business processes; that will get complete user acceptance; management approval and, most importantly, can provide significant return on investment for the shareholders. Accordingly, a significant number of packages purporting to be ERP systems have entered into the marketplace since 1990. There are packages at the upper end of the market and a vast quantity of other packages that vendors claim to be ERP Systems. There are also packages that claim to be best of breed for certain processes [such as planning] and sold merely as an add-on to an ERP System. The options are many and this, in reality, creates a problem for the company who has to make a decision. In the last decade, companies have also become interested in enhanced functionality such as customer relationship management and electronic commerce capability. In this study we want to study methods and strategies that have been used in ERP for E-commerce.

Highlights

Poor system selection: Companies seldom use a fully objective selection methodology when choosing an ERP System (Thomas and Michael, 2009) some common mistakes include: Incomplete requirements: Because implementation of a new ERP system "requires people to do their job differently" (Martin, 1998) it is very important to understand user requirements, for current processes, and future processes
In the 90s, Business Process Re-engineering (BPR) focused on internal benefits such increased demand, your E-Commerce strategy should as cost reduction, the downsizing of a company and include integration to ERP, accounting and inventory operational efficiency, which are more tactical than software
E-business renovation channel environment, like POS). Having this strategies focus on the processes between business integration will ensure that products shown on the web partners and the applications supporting these store are in stock

Summary

INTRODUCTION

Poor system selection: Companies seldom use a fully objective selection methodology when choosing an ERP System (Thomas and Michael, 2009) some common mistakes include: Incomplete requirements: Because implementation of a new ERP system "requires people to do their job differently" (Martin, 1998) it is very important to understand user requirements, for current processes, and future processes (i.e., before and after the new system is installed). "ERP, to be successful, requires levels of data integrity far higher than most companies have ever achieved-or even considered. Technol., 7(20): 4171-4174, 2014 structured" (Martin, 1998) This typical scenario is one The evolution of BPR: BPR has become one of the of many issues that cause implementations to be most popular topics in organizational management, delayed and invariably lead to requests for more creating new ways of doing business. Integration enables items, inventory, orders, customers and other pertinent sales data to pass between independent systems to communicate with each other. Without existing retail business systems sharing data retailers could see a loss in sales, delivery delays, poor customer satisfaction and most important-reduced cash flow.

In order to be successful online and keep up with

Findings

BUSINESS RENOVATION