Abstract
This article presents new model of enterprises resource planning implementation planning process in manufacturing enterprises based on assessment of risk sources. This assessment was performed by applying analytic hierarchy process. Analytic hierarchy process method allows variation of relative importance of specific risk sources dependent on the section from which the risk source originates (organizational environment, technical issues, people issues, adoption process management, and external support). Survey was conducted on 85 manufacturing enterprises involved with an enterprises resource planning solution. Ranking of risk sources assessments returns most frequent risks of enterprises resource planning implementation success in manufacturing enterprises, and representative factors were isolated through factor analysis by risk source origin. Finally, results indicate that there are hidden causes of failed implementation, for example, risk source “top management training and education,” from risk origin “adoption process management.”
Highlights
Enterprises resource planning (ERP) systems today represent indispensable solutions for management of an organization
The research was conducted on a sample of 798 small and medium manufacturing enterprises, through survey of the official companies e-mail and interviews with team leader of ERP implementation team in each company
Questionnaire was prepared with the sources of risk to the implementation of ERP based on the literature (Table 1)
Summary
Enterprises resource planning (ERP) systems today represent indispensable solutions for management of an organization. Despite the wide acceptance of ERP, there are still unsuccessful implementations. The scientific literature has not yet given the final word on reasons of implementation’s failure of ERP system in manufacturing enterprises. International experiences vary from country to country and a common denominator of unsuccessful implementations has not yet been found. Manufacturing enterprises are characterized by complexity and overlapping of production processes, diversified processes, operating in a dynamic environment, organizational and technological complexities. It is still unclear what are the crucial reasons for the unsuccessful implementation of ERP despite numerous benefits especially in complex organizations such as manufacturing enterprises.
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