Optimalisasi Perencanaan Inventori Obat di Rumah Sakit X - Manado melalui Penerapan Enterprise Resource Planning dan Minimum-Maximum Stock Level

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.

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.

Enterprise Resource Planning (ERP) systems can support business processes in different areas in international or- ganizations. The focus of ERP developers on the private and public sectors has widened the gap between user require- ments and ERP system capabilities in deployments in inter- national entities by preventing ERP vendors from learning and addressing needs that are unique to international or- ganizations. This article presents actual experience during the early stages of the selection process of an ERP package in an international organization. It analyzes how to develop a Request for Proposal able to convey the needs of interna- tional organizations to ERP providers/integrators and that will effectively support an ERP application selection proc- ess. user requirements should be identified, and on how RFP could be formulated, in ERP implementations in interna- tional organizations, beyond some general procurement guidelines and principles applied in the public and private sectors. In describing some work at an early stage of the ERP system selection process in an international organiza- tion, and in suggesting some guidelines on RFP preparation for ERP systems in this environment, this work intends to provide insight in these areas, as well as to propose ideas that could be used in future information systems deploy- ments, not only in international organizations, but also in companies from the public or private arenas. As far as the authors know, very little has been done to specifically address user requirements for ERP deployment and ERP system customization in the context of interna- tional organizations, beyond a few internal case studies where actual experience has been briefly described. Due to the increasing presence and importance of international or- ganizations, this research could also be of interest for selec- tion processes in future ERP deployments, not only for in- ternational entities, but also for private companies and pub- lic sector organizations. This is also a good opportunity to take on requirement analysis in an area of extensive appli- cability and interest. Likewise, this work is related to the significant area of software selection, discussing ideas that are not only applicable to the ERP field, but also to the Commercial-Off-The-Shelf (COTS) and Best-Of-Breed (BOB) arenas. This article is organized as follows. Section 2 provides background on international organizations and Enterprise Resource Planning systems. The ERP acquisition process is briefly reviewed in Section 3, while information on the con- tent and use of needs document and some constraints of the RFP are discussed in sections 4 and 5, respectively. Section 6 describes the RFP preparation process in an international organization for the selection and acquisition of an Enter- prise Resource Planning system. Using the knowledge ob- tained during this procedure, a development approach for RFP in international environments is presented in 7. Related work and some concluding remarks close the article.

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.

In the dynamic and changing realm of technology and business operations, staying abreast of recent trends is paramount. This review evaluates the progress in the development of the integration of machine learning (ML) with enterprise resource planning (ERP) systems, revealing the impact of these trends on the ERP optimization. In recent years, there has been a significant advancement in the integration of ML technology within ERP environments. ML algorithms characterized by their ability to extract intricate patterns from vast datasets are being harnessed to enable ERP systems to make more accurate predictions and data-driven decisions. Therefore, ML enables ERP systems to adapt dynamically based on real-time insights, resulting in enhanced efficiency and adaptability. Furthermore, organizations are increasingly looking for artificial intelligence (AI) solutions as they actually try to make ML models within ERP clear and comprehensible for stakeholders. These solutions enable ERP systems to process and act on data as it flows in, due to the utilization of ML models, which enables enterprises to react effectively to changing circumstances. The rapid insights and useful intelligence offered by this trend have had a significant impact across industries. IoT (Internet of Things) and ML integration with ERP are continuously gaining significance. These algorithms allow for the creation of adaptable strategies supported by ongoing learning and data-driven optimization, which has a number of benefits for ERP system optimization. In addition, the Industrial Internet of Things (IIoT) was investigated in this review to provide the state-of-the-art and emerging challenges due to ML integration. This review provides a comprehensive analysis of the integration of machine learning algorithms across several ERP applications by conducting an extensive literature assessment of recent publications. By synthesizing the latest research findings, this comprehensive review provides an in-depth analysis of the cutting-edge techniques and recent advancements in the context of machine learning (ML)-driven optimization of enterprise resource planning (ERP) systems. It not only provides an insight into the methodology and impact of the state-of-the-art but also offers valuable insights into where the future of ML in ERP may lead, propelling ERP systems into a new era of intelligence, efficiency, and innovation.

The purpose of this research was to study the impact of enterprise resource planning (ERP) systems at large, profitable Canadian firms. Of the respondents, only 56.8% said their firms had ERP systems. Only 12% of those firms were deemed by respondents to have fully integrated ERP systems. There was general support for the hypotheses. Management accounting techniques such as budgetary control, cost control, profit analysis, sales analysis and variance analysis use ERP systems. Those same management accounting techniques plus budgeting have been required to change due to ERP systems. The work of management accountants has changed: less involvement in data entry activities, more involvement in design of business processes, and the need to be more IT savvy. ERP systems have contributed to the work of management accountants: more effective, more efficient, better decisions, more responsive to accounting problems, more accuracy of forecasts, and better understanding of cost behaviour.

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.

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.

Over the past years, Enterprise Resource Planning (ERP) systems have become an essential business driver with its main features such as modularity, real-time data accessibility and sharing an integrated database on the way to Industry 4.0 Many companies have utilized the advantages of integrated solutions of ERP systems offered by multinational corporations. Nowadays, ERP systems have been widely adopted in specially developed countries as well as developing countries. In developing countries, companies usually use national ERP systems instead of foreign-based ERP systems. However, ERP vendors, consultants have offered different global ERP templates containing their multi-language and high qualified customization options, but also have some cultural adoption problems which may exist during the implementation of ERP systems. Thus, ERP systems face many challenges in, especially developing countries including cultural issues. This study focuses on cultural issues in ERP adoption which might be different across cultural contexts. It is aimed to assess the impact of cultural aspects in the implementation of ERP systems via holistic view by using Hofstede’s cultural dimensions (power distance, individualist/collectivist, uncertainty avoidance, etc.). Studying such aspects may provide guidelines for the success of ERP system adoption in a global perspective.

The research reported in this chapter studied the relevance of the application of network quality of service (QoS) technologies for modern enterprise resource planning (ERP) systems, explored the state-of-art for QoS technologies and implementations, and finally provided a framework for the provision of QoS for ERP systems that utilise Internet protocol (IP) networks. The motivation for conducting this research has been the fact that, to date, there is a dearth of literature on the realisation of network QoS for mission-critical ERP systems. Nor have the current implementations of QoS been studied with the objective of developing a practical framework, based on the knowledge and experiences of the practitioners, to allow a structured approach for the provision of QoS for modern ERP systems. Due to the intent and the nature of the research, an interpretivist research paradigm underlies the work and informed a qualitative research method. Based upon the research problem and the context of research, a case study research method has been selected. Four individual cases—including both leading ERP vendors and network technology vendors—were conducted. The primary data collection was done using semi-structured interviews and this data was supplemented by an extensive array of secondary material. The case data collected was then analysed using qualitative data analysis strategies derived from the existing literature. Cross-case analysis confirmed that the traditional approaches for ensuring the performance of ERP systems on IP networks do not address network congestion and latency effectively, nor do they offer guaranteed network service quality for ERP systems. Moreover, a cross-case comparative data analysis was used to review the pattern of existing QoS implementations and it concluded that while QoS is increasingly being acknowledged by enterprises as an important issue, its deployment remains limited. The findings from the cross-case analysis ultimately became the basis of the proposed framework for the provision of network QoS for ERP systems. The proposed framework focuses on providing a structured, yet practical approach to implement end-to-end IP QoS that accommodates both ERP systems and their Web-enabled versions based on state-of-art traffic classification mechanisms. The value of the research is envisioned to be most visible for two major audiences: enterprises that currently utilise best-effort IP networks for their ERP deployments and ERP vendors.

Global and Malaysian Perspective Ahmad Saleh Shatat, Faculty of Business, Sohar University Sohar, Oman, and Zulkifli Mohamed Udin College of Business, Universiti Utara Malaysia, Kedah Darul Aman , Malaysia Abstract: Business management has entered the era of networking competition. This has moved the competition from a local to that of global business environments and from company against company to that of a supply chain against supply chain. Enterprise Resource Planning (ERP) system has become one of the main pre-requisites for many companies enabling them to compete in the local and global market, a price of entry to gain a competitive advantage in the global economy, and a backbone for e-business as well as for the whole supply chain. Many companies are still reluctant to implement ERP system and therefore they will not be able to connect their supply chain with several global and local companies where ERP system has become a prerequisite and a price of entry for the global economy. This study has investigated the main issues, challenges and the benefits of ERP system. ERP systems will be the price of entry and a prerequisite for many companies enabling them to run their business smoothly and effectively, and to be able to connect with other companies in the current global network economy. 1. ERP Global Change The big five ERP venders in the ERP global market are SAP, Oracle, PeopleSoft, J.D. Edwards, and Baan. In 1999 they acquired 59 percent of ERP revenue and each has specialty in a particular module area, for example, SAP specialized in logistics, Oracle in financials, PeopleSoft in human resources management, and Bann in manufacturing. SAP was the largest ERP vendor among them with revenue of $5 billion, and then Oracle with $2.4 billion in sales, followed by PeopleSoft with $1.3 billion, J.D. Edwards with $979 million, and finally Baan with sales of $743 million. The most three famous ERP venders in ERP market are SAP, Oracle, and PeopleSoft. Figure 1.1 describes the three biggest ERP venders’ competitors in the global market (McAdam & Galloway, 2005; Holland & Light, 1999)

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.