Abstract
The choice of an Enterprise Resource Planning (ERP) must be made judiciously by the high costs involved in the acquisition of such systems. Managers in areas such as accounting, financial and information technology need support and tools that help in selecting an appropriate ERP for their business. With this article, we present a study aimed at investigating the possibility of a Decision Support System (DSS) to be used for this selection interrelating evaluation criteria, which could allow to contemplate the strategic alignment between Business and Information Technology. From the literature review 28 factors related to the selection of software packages, with special emphasis on ERP were identified. For the research procedures, the qualitative ones were adopted, in that the 18 factors considered relevant to a good selection of ERP were classified with the Delphi technique and used as input in a DSS: Analytical Network Process (ANP), applied as a Case Study in a small business that hired the ERP. The results showed that the ANP was efficient in interrelated criteria and evaluated the strategic alignment between Business and Information Technology.
Highlights
With this article we sought to answer the following research problem: How to formulate a decision-making procedure for the selection of an Enterprise Resource Planning system aligned to the business that allows interrelation of evaluation criteria?
The impact of the judgment between Business and Information Technology (IT) was evaluated with the Analytical Network Process (ANP), in order to verify that it would reflect the need for alignment between these two areas
We developed this study with the aim of answering the following research problem: How to formulate a decision-making procedure for the selection of an Enterprise Resource Planning system aligned to the business that allows interrelation of evaluation criteria?
Summary
Because ERP systems have a high cost of licensing and implementation, and a high degree of uncertainty regarding results, acquisition thereof generates insecurity among decision-makers at the time of selecting a system for the organizations, and is a complex and non-structured decision (Turban et al, 2010). Cases of failure in the implementation of integrated management systems at large corporations are frequent and widely known by the Information Technology (IT) community. From the high number of questionable projects, one can deduce that there are still many gaps to be filled, evidencing the need for better management, for implementation planning, and for selection when acquiring the system Better developed and friendlier solutions in terms of parameterization, better training of consultants, and greater awareness by companies regarding Critical Success Factors (CSF) in the implementation of systems have all contributed to reducing such failures.
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