Enterprise Resource Planning Implementation Process Research Articles

Cultural Challenges of ERP Implementation in Middle-Eastern Oil & Gas Sector: An Action Research Approach.

The purpose of this paper was to examine the cultural barriers that existed at various stages of the Enterprise Resource Planning (ERP) implementation process, using the Middle-Eastern oil and gas sector as a case study. Due to a variety of cultural implications, ERP implementation rates in the oil and gas sector in Middle-Eastern developing countries are extremely low. Although the literature highlighted numerous ERP implementation theories that attempted to overcome the cultural complexities of ERP systems, there are few studies that have framed these complexities using action research theory in order to provide potential solutions to these challenges, particularly in Middle-Eastern developing countries where cultural settings are distinct from those in Western developed countries. Action research AR, in conjunction with documentation, observations, and interviews, aided in the exploration of the culturally complex barriers encountered during the pre-implementation (plan and propose), implementation (do), and post-implementation (assess and improve) stages of ERP projects conducted within a Middle-Eastern oil and gas organisation. This article confirms numerous cultural implications at each stage of the ERP implementation process, including team conflict, managerial authority, and a lack of an IT culture, all of which contributed to the project's delay. Other impediments, such as a lack of commitment to training and technophobia, persisted throughout the post-implementation phase and the subsequent follow-up experience under the recent COVID-19 pandemic. This article contributes to theory and practise by highlighting the culturally complex barriers that underpin many ERP implementations in the Middle Eastern oil and gas sector. This information can assist practitioners and researchers in developing future research and ideas to mitigate future ERP implementation challenges in this region.

Framing Static and Dynamic Time-Periods through the Teleological Lens in the Implementation Process of Enterprise Resource Planning

ABSTRACT Purpose Enterprise Resource Planning (ERP) is a technological tool which improves and eases B to B communication and reinforces business relationships as well as business-to-business (B to B) marketing. Based on a teleological lens in B to B relationships between ERP sellers and ERP buyers, the research objective of this study is to frame static and dynamic time-frames in the ERP implementation process in B to B markets. The aim is to shed light on the consideration of time-periods (i.e. past, present and future) as either tatic or dynamic in the implementation process of complex service solutions, such as ERP, in a B to B marketing setting. Design/methodology/approach This study is conducted with respect to Spanish companies focusing on the first main pre-implementation, first main implementation and first main post-implementation process of ERP software solutions in B to B markets. This study embraces a multi-method design consisting of the four phases. It enables data triangulation through in-depth structured interviews in a follow-up study, so as to validate the results. Findings Reports static and dynamic time-periods through a teleological lens in the implementation process of ERP in B to B market of the Spanish healthcare industry. This study indicates that more than half of the ERP buyers were not entirely satisfied, after finalizing the ERP implementation process. Subsequently, less than half of them received only a software solution and the rest considered they had received merely a somewhat adapted software solution. Furthermore, only one out of ten confirmed that the software solution obtained was a fully adapted solution beyond the ERP buyers’ expectations and truly taking into account their needs. This study also reveals that there are still some ERP implementation processes indicating that the seller does not take into account the needs of the buyer at all. Altogether, the findings indicate that the B to B marketing process is often not satisfactory. It is widely known that the ERP is a standardized tool that requires adaptation of the ERP software solution to the buyer’ in B to B markets. Research limitations/implications The combination of static and dynamic considerations of time with formative, rationalist and transformative teleological lenses outline and distinguish between various strategies for handling the ERP pre-implementation process, the ERP implementation process and the ERP post-implementation process in B to B marketing. We contend that another core research implication in B to B marketing, taking into consideration static and dynamic time-periods through the teleological lens, addresses the need to match the ERP seller perspective with that of the ERP buyer. A mismatch may turn out unsatisfactorily for both the ERP seller and the ERP buyer. It is therefore crucial in the B to B marketing strategy that there be a balance between flexibility and adaptations of the ERP seller to the expectations and experiences of the ERP buyer in the ERP implementation processes in B to B markets. Managerial implications Offers opportunities for companies to apply B to B marketing strategies through visualizing in advance the cost and risk associated with an ERP implementation. Furthermore, this study enables the framing of other complex service implementation processes such as the ERP software solution. A core managerial implication of the results reported in this study to B to B marketing is the need to distinguish between static and dynamic, using the time-periods in the ERP implementation. The ERP seller needs to align its strategy of B to B marketing with its consequences from the ERP pre- and post-implementation processes. Another core managerial implication is that the static and formative use of time entails less costs initially. It enables the ERP seller to obtain benefits within a short time-frame. However, the ERP seller may have to face a dissatisfied ERP buyer at the end of the implementation process. Subsequently, the risk of the relationship disruption is high, so that this strategy of B to B marketing has a short-time orientation, based on targeting many ERP buyers and devoting less effort to each of them (by the ERP seller). In the case of the dynamic and rationalist use of time-periods, the ERP seller has chosen a strategy of B to B marketing with the ERP buyer that can turn out satisfactorily. However, the initial costs are higher than when the static consideration of time is used because the ERP seller needs more resources, expertise and skills to visualize the end of the implementation process taking into account the actual requirements. Originality/value Frames static and dynamic time-periods which influence the B to B marketing strategy used in the implementation process of ERP in the healthcare industry. The teleological lens applied in this study contributes to contextualizing as marketing B to B tool the ERP implementation process as being either past-based (formative), present-based (transformative) or future-based (rationalist).

ANALYSIS OF USER EXPERIENCE RESOURCE PLANNING WITH USER EXPERIENCE QUESTIONNAIRE FRAMEWORK (CASE STUDY: UNIVERSITAS MULTIMEDIA NUSANTARA)

ERP or Enterprise Resource Planning is a design that has been applied in an educational institution or company that can be used to organize, coordinate and manage the system resources in it to be more integrated. The refusal of system users to use the ERP system (new system) is one of the failure factors for ERP system implementation that should be considered by higher education companies. User's lack of understanding by users can cause users to simply be forced to use without being adapted to a qualified use of the ERP system. In addition to the importance of the ERP implementation process in a company or university, there is also an influence on the system's user experience as the key to the success of ERP implementation to minimize failures in the ERP system process. 
 This study uses the User Experience Questionnaire Framework to analyze, measure and find out significantly how much influence the user experience level has on the PeopleSoft Oracle Campus Solution ERP system using the six aspects contained in the framework UEQ on the modules Student Record, Academic Advisement, and Student Financial in the respective departments at UMN. The research was conducted quantitatively, namely the collection and collection of data to be carried out through the distribution of questionnaires online and carried out using SPSS software. 
 The results of the measurement level obtained based on the mean and benchmark data user experience from the six UEQ scales from the highest to the lowest value level are Dependability is in the category (Excellent), Stimulation is in the category (Excellent), Novelty is in the category (Excellent), Perspicuity category is in the category (Good), Attractiveness is in the category (Good), and Efficiency is in the category (Good) and partially or completely can have a significant 61% influence on the use of modules in the ERP system at UMN. 
 
 Keywords: ERP (Enterprise Resource Planning), UEQ (User Experience Questionnaire), Quantitative, SPSS.

Framework for implementation of Enterprise Resource Planning (ERP) Systems in Small and Medium Enterprises (SMEs): A Case Study

Today Small and Medium Enterprises (SMEs) face global challenges and continuous change in consumer demands, most recently COVID-19 and the prospect of a future Serious Acute Respiratory (SARS) pandemic generating further challenges, thus SMEs require to be more flexible to respond quickly to these changes. This can be achieved by transformation into the digital economy, use of Artificial Intelligence (AI) techniques, integrating business processes and to have real-time information which will enable senior management to make better, quicker informed decisions. Enterprise Resource Planning (ERP) is one of the solutions for the SMEs to overcome these challenges and to obtain a competitive advantage. Subanidja, and Broto, 2019 stated that ERP systems are still not widely implemented by SMEs compared to their introduction in large businesses. However, the SME have a justifiable reputation for being proactive, open, willing and receptive to the adoption of new technologies, concepts and improvements. Also, SMEs differ in several inherent characteristics which are likely to impact on the ERP system implementations, hence it does not make sense to use the same frameworks that have been developed for large companies to implement ERP system within SMEs. One of the main risks of adopting ERP in SMEs is that SMEs have limited resources, so they cannot afford to fail to implement ERP system. Therefore, the purpose of this study is to explore ERP implementation process in SME context. The developed framework has been used to implement an ERP system in a SME. It highlighted the issues that need to be addressed while implementing ERP system in SMEs such as clearly defined scope of implementation procedure, suitable project planning and minimal customisation of the system selected for implementation. This study contributed to both research and practice and the research findings could aid practitioners and SMEs when embarking on ERP projects, as well as, to suggest future research avenues.

Implementing Enterprise Resource Planning ERP System in a Large Construction Company in KSA

The construction industry has become more challenging and competitive. Construction firms are in the hunt for any mean to increase productivity, achieve integration and stain competitiveness. Enterprise Resource Planning (ERP) system is an Information Technology (IT) business solution that enables construction companies and their contractors to manage capital projects effectively and efficiently throughout the project lifecycle. Many studies have demonstrated the benefits of ERP systems in construction, correspondingly, more studies have reported the importance of investigating the critical success factors (CSFs) of the implementation process. This paper aims at finding the most CSFs impacting the implementation process from the point of view of ERP users working in a large construction company. A total of 26 factors were identified from the literature and a questionnaire survey was conducted among ERP users to find out the most critical ones. The data were collected through a structured interview from 25 users who experienced the ERP implementation process. The results showed that top management involvement and awareness, training and support for users, and implementation team composition are the most significant factors of ERP implantation success. The findings agree with previous studies which conclude that despite being IT process in its core, the ERP implementation process is largely impacted by the human factors.

Dynamics of Governance in IS Outsourced ERP Implementation : Case-based Exploratory Study

New paradigm has been emerging in a way firms utilizing information and communication technology (I & CT) and corresponding business process innovation in order to maintain firms’ competitive advantage since early 90’s. Those are said to be Enterprise Resource Planning (ERP) system and Business Process Reengineering (BPR) or Process Innovation (PI). In contrast to traditional methodology for developing in-house corporate information system (CIS), there need to develop new breed of methodology for ERP implementation for two reasons. One is distinctive set of features of ERP system; and, the other is the way and governance structure of working in ERP implementation. Regarding the governance structure, firms tend to work with consulting firms for ERP implementation since it is on its early stage in lifecycle. There has been a log of studies done in ERP implementation. Most of the previous studies concerned about implementation methodology and implementation impacts on firm’s performance and competitiveness. As firms used to work with outsourced consulting firm for their ERP implementation, there has been a few studies how to effectively and efficiently work with outsourced firm in ERP implementation. In our study, we borrowed Huber, Fisher, Dibbern and Hirschheim’s (2013-2014) process model and applied the model in ERP implementation. Firstly, we matched the three adaptation triggers along with ERP implementation process. Secondly, we observed the dynamics of governance types during the implementation process. Lastly, we proposed adaptation outcomes focusing on the ERP implementation process by exploring a well-known Korea company in its ERP implementation.

Using Software Product Line Application in Enterprise Resources Planning Systems Systematic Literature Review

The use of Enterprise Resource Planning (ERP) systems has dramatically increase in many companies in recent years, and research related to the implementation of ERP has increased in the last decade. On one hand, getting the advantages of ERP systems largely depends on the level of matching of ERP functionalities with the enterprise requirements. On the other hand, Product Line Engineering (PLE) is a method to manage both reuse and variability in a pre-defined way and thus brings software development to a more advanced stage. At the same time, Software Product Lines (SPLs) have emerged as a trend in software engineering. SPLs are set of software-intensive systems sharing a common, managed set of features that satisfy specific needs of a particular market or mission. Building SPLs for ERP systems will have side effects on the implementation process of ERP and will raise the flexibility of both configuration and customization issues of ERP implementation. Objective: The main goal of this study is to provide the different ways of identifying and analyzing the techniques presented in the literature to improve ERP implementation problems using the methods, tools and techniques provided by SPLs. Method: In order to achieve that objective, we reviewed the relevant literatures and analyzed existing studies. Results: This literature review analyzes ten pieces of research in both ERP and SPLs concepts. It shows that the product line aspect can be used to solve configuration and customization issues of ERP..

Assessing Leading ERP-SAP Implementation in Leading Firms in Indonesia

Enterprise resource planning (ERP) enables to bring critical capabilities to an organisation, however, the implementation of such capabilities is often surrounded with problems. The implementing ERP-SAP in Indonesian enterprises are still facing tremendous challenges with the failure rate can reach more than 80% of the cases. The article examines the common problems faced by the consultants whenever they deal with their clients, from the practical perspectives. The article takes the multiple case studies of the leading enterprises in Indonesia, such as: KS (largest steel producer), GEM (large mining producer), and HS (large retailer), with the aim to identify the root of problems of SAP implementation. The outcome of the study is expected to provide the consultants with the guideline to understand the ERP implementation process in their clients and effective solutions to cope with it.

Gamification of Enterprise Systems: A Lifecycle Approach

Introducing an Enterprise Resource Planning (ERP) system within an organization can bring many benefits and paybacks, yet an effective implementation of a fully functioning ERP system is still a challenge. The odds are high the costly investment might turn into an implementation failure or even lead to bankruptcy. To prevent such situations, organizations need to go through several changes, and carefully manage the critical success factors affecting each stage of the ERP implementation lifecycle, respectively. Previous studies have observed that the majority of the challenges faced during the implementation of ERP systems arise from social and organizational aspects rather than technical ones. This is where gamification comes to the rescue. This research adopts a design science paradigm in an attempt to develop a gamified process for the ERP lifecycle, to ease and enhance the ERP implementation process. The objective of this research is threefold. Firstly, to explore the benefits ERP systems can render via the gamification of the ERP lifecycle. Secondly, to pinpoint the ERP lifecycle phases that are most likely to benefit from gamification. Thirdly, to gamify these formerly identified phases; that were found to be mostly affected by gamification, and test for the impact of gamification on them.

Enterprise resource planning adoption and satisfaction determinants

Enterprise Resource Planning (ERP) systems are at the core of every firm. Making people use this costly and time-consuming investment is one of the most important issues to deal with. The main objective of the present study is to find the key determinants that open the door to user satisfaction and adoption. A theoretical model was set and an online survey was conducted to understand ERP users’ perspective on such matters. The outcome was the model validation and the understanding that top management support, training, and the system quality are important constructs to assess adoption and user satisfaction. In fact, the latter (system quality) has a significant influence on the behavioural intention to use and also in the overall user satisfaction. As management support is a very relevant determinant to ERP usage. Accordingly, this study enlightens theory, by contributing to a new model of ERP adoption and satisfaction. It also provides relevant evidence to companies involved in the ERP implementation process.

A Combined Fuzzy Method for Evaluating Criteria in Enterprise Resource Planning Implementation

Enterprise resource planning (ERP) system is an information system that supports and integrates many facets of a business, sales, and marketing. ERP system success depends on the rigor of the ERP Implementation processes. Scope creep, inadequate allocation of human resources over time, and vendor management are some common problems associated with the implementation of an enterprise system. This paper evaluates critical elements of ERP system that contributed to the success of the ERP implementation. For those organizations adopting ERP, the findings provide a roadmap to follow in order to avoid making critical, ERP Implementation mistakes. In this study, the combined fuzzy method is applied to assess ERP implementation factors. The combined fuzzy method is also capable of taking into consideration both tangible and intangible criteria. This method not only leads to a logical result but also visualizes the impact of various criteria on the final result. Applying the characteristics of dependence and feedback to combined fuzzy method could result in assessments that are more precise than those possible with other multiple criteria decision making approaches. The combined fuzzy method provides a useful assessment approach to this study. The benefits of using the combined fuzzy method for evaluating the ERP implementation come from the clear priority weights between alternatives. Also, a real case study from Iran is also presented to demonstrate efficiency of this method in practice.

Impact of parent-subsidiary conflict on ERP implementation

Purpose – In spite of the large body of literature on success factors of enterprise resource planning (ERP) implementation, there is a need to explore its multinational dimension. The purpose of this paper is to explore the impact of the conflict between parent and subsidiary on the process of ERP implementation in a multinational enterprise (MNE). Design/methodology/approach – Using an interpretive case study methodology, this paper analyses the theoretical frameworks of parent-subsidiary conflict and applies them to interpret an in-depth case study and generate a set of managerial prescriptions. Findings – Theoretical analysis and case evidence suggest that managing parent-subsidiary conflict is a critical success factor of ERP implementation in MNEs. Research limitations/implications – This case relates to a diversified multinational group producing a variety of materials through subsidiaries. The data collection includes multiple sources in the company, and strong theoretical development provides a high level of generalizability. The paper shows that managers should consider the impact of conflict from the planning stages of any multinational ERP implementation. Practical implications – A detailed set of practical managerial prescriptions is derived from case and theoretical analysis. These prescriptions provide guidance to multinational managers planning a successful global ERP rollout. Originality/value – Although parent-subsidiary conflict is clearly a major factor in multinational ERP implementations, this topic has never been analysed in detail in the literature. This paper breaks new ground applying grounded theoretical frameworks of parent-subsidiary conflict to an implementation case, and providing managerial guidance for implementation decisions.

Critical success factors in enterprise resource planning implementation

Purpose– The purpose of this paper is to consolidate the critical success factors (CSFs) as published in enterprise resource planning (ERP) implementation case studies. The authors perform the analysis and propose the final CSFs based on the reported ERP implementation process stages.Design/methodology/approach– The paper follows the eight category coding steps proposed by Carley (1993) and utilizes only ERP implementation case studies to identify a distinct set of critical success factors. The 37 case studies used in this paper provide a reasonable sample from different countries and contexts. Two methodologies were followed, one for the literature review process and the other for the analysis and synthesis.Findings– Out of 64 reported CSFs that were extracted from the literature and subsequent detailed analysis and synthesis the authors found a total of 22 factors that are distinct. These factors which encompass change management, are proposed with five ERP implementation stages.Research limitations/implications– The final set of success factors proposed in this study gives a consolidated and unified view of the significant variables to be considered during all the stages of ERP implementation. The research is limited to case study literature and does not account for ERP implementation models and frameworks. Another limitation would be the scope of the literature searched which is that of the Management Information Community.Practical implications– The proposed CSFs can be used by practitioners in five ways: assess implementation of an ERP;ex-anteassessment; comparative analysis with other implementation experiences; utilize CSFs from model as part of key performance indicators; and utilize the model to establish a concise strategy to project management process for the ERP implementation.Social implications– ERP implementation is complex. The promise has not yet been fully realized. An ERP-enabled organization entails primarily strategy and change management. To that effect, all stakeholders are impacted by ERP implementation. This paper, identified CSFs extracted from cases of ERP implementation and proposes a model to support its project management, user satisfaction and sustainability. The results aim at reducing costs, maintaining timeline, reducing employee anxieties and with a successful implementation, better service to customer base.Originality/value– This paper is the first attempt to present a consolidated list of CSFs and mapping them to the stages of an ERP implementation as reported from the industry. It originality is its focus on utilizing rigorous published case studies with the hope that future case studies would utilize the work to report on the same factors. The value is that as the case studies are increased, comparison and differentiation between is enhanced.

Do National Culture and Organizational Development Affect the Effectiveness of ERP Implementation? A Tale of Two Cultures: US versus China

ABSTRACT As many US and European companies have implemented Enterprise Resource Planning (ERP) Systems, most of the previous implementation studies have tended to focus on companies from more developed countries. This research points out that there is need for academics and practitioners to take stock, to examine what is happening in broad terms across organizations in the ERP implementation process, and to consider whether cultural differences in the U.S. when compared to another culture can impact the process. In this study, we are concerned with several issues surrounding current ERP implementation status and report initial findings from managers in a wide variety of organizations in the U.S. and China on their experiences with ERP implementation and attempt to suggest implications. Our findings center upon cultural differences, especially in the reported context surrounding ERP implementation in the two cultures. Moreover, we report that there is evidence for differences in ERP complexity and implementation extensiveness in the two cultures. Finally, we find some evidence for differences in reported outcomes. We include suggestions for future research. KEYWORDS: US, China, ERP, implementation, Cultures INTRODUCTION As global economic competition becomes more intense, companies all over the world have to find ways to become more productive and profitable. In many U.S. companies, Enterprise Resource Planning (ERP) Systems have been implemented in order to gain operational effectiveness (Ifinedo & Nahar, 2006; Stedman, 1999c; Zviran, Pliskin & Levin, 2005). These systems are viewed as a means to integrate the different functions within the organizations so the speed of response to the market can be increased. In Europe, many European Union manufacturers are increasingly trying to be more innovative and flexible using ERP (Powell, Riezebos, & Strandhangen, 2013). In both U.S. and Europe, it is commonly known that implementation of such systems have not all been successes. Many reported implementations have encountered huge cost overruns, and some of them even consumed so much in the way of resources from the organizations that the promised benefits of these systems never materialized. As an extreme example, companies have gone bankrupt after implementation, because adhering to the system forced the companies to modify their existing ways of doing business, even when it may have been precisely that way of operating which had previously made the organizations successful (Beatty & Williams, 2006; Lotta & Olli-Pekka, 2008; Osei-Bryson, Dong & Ngwenyama, 2008; Scarbrough, Robertson & Swan, 2008; Vilpola, Vaananen-Vanio-Mattila, 2006). China surpassed Japan as the world second largest economy in 2010; its impressive growth was arguably enabled by abundant inexpensive labor. This competitive advantage has since, however, eluded as labor costs in many part of China have increased significantly in recent years. Many companies in China have begun to look for other means to remain competitive. It is also commonly known that before the World Trade Organization (WTO), most Chinese companies were funded and influenced by the central government. In many cases, these companies were driven by the political decisions made by the central government instead of driven by profitability. After WTO, many of these companies became more independently profit driven and as such, will have to find ways to become more efficient and cost effective. Productivity became the main focus. Looking towards the west, many Chinese companies have also begun to look for concepts and systems employed by its U.S. or European counterparts to boost productivity. They are, however, quite new to these systems and philosophies. In fact, concepts such as management by objective (MBO), total quality management (TQM), or lean manufacturing (Lean), including ERP, are quite unknown to many Chinese companies before the 1980s. …

Distinct Stakeholder Roles Across the ERP Implementation Lifecycle

Enterprise Resource Planning (ERP) implementation is a difficult and complex decision where it involves people issues more than technological issues. In this paper, identifying stakeholders is emphasized as a key definitive step during the process of ERP implementation and if done improperly, will lead to failure of the implementation project. The impact of stakeholder's interests on the project's decisions was already highlighted as a critical issue in success of the ERP implementation. Consequently the aim of this study has been set to explore the distinct stakeholder's role on ERP implementation life cycle. Accordingly, a qualitative research was designed and through conducting a number of semi structured interviews with project stakeholders a certain amount of data on project's stakeholder lists and roles were gathered. Furthermore, the related project documents, including meeting memos, project charters and some technical reports were studied. It is seen that there is fluidity between the stakeholder roles in each stage of implementation and accordingly, it is imperative that the stakeholder issues must be addressed throughout the lifecycle, not only in the initial stages.

Determining ERP customization choices using nominal group technique and analytical hierarchy process

An enterprise resource planning (ERP) system is an information system that supports and integrates many facets of a business. A critical issue in ERP implementation is how to bridge the gap between the ERP system and an organization's business processes by customizing either the system, or the business processes of the organization, or both. Literature review shows that customization is a major hindrance in most of the ERP implementation projects. This research applies nominal group technique (NGT) and analytical hierarchy process (AHP) techniques to Luo and Strong's framework to help organizations determine feasible customization choices for their ERP implementation initiatives. A case study is presented to illustrate its applicability in practice. The study has theoretical and practical implications for our understanding of ERP implementation process.

Supporting of the Company Strategy Through ERP System

Enterprise resource planning (ERP) systems are highly complex business information systems. The implementation of these systems requires a high cost, company time and resources. This article identifies supporting of the company strategy through the ERP system. Successful implementation of the business strategy should be supported by an appropriate ERP system. An empirical and research study of an implementation process of company strategy through ERP system is presented and discussed in terms of the key factors. Our attention is focused on the most critical areas of ERP systems and implementation process of the company strategy the abstract section.

ERP Selection: The SMART Way

Abstract Enterprise resource planning (ERP) systems implementation projects are challenging and resource consuming. There are several phases in the ERP implementation process. One of the earliest and most critical phases is the ERP selection phase. If an organization selects an inadequate ERP to fit their needs, the project will most likely destine to fail. Research and practice have provided several cases of ERP project failures because of a faulty selection process. No matter what amendments the adopting company undertakes in the later phases, if there is no fit, there is no success. This research, presents an explanatory case study, which employed a simple multi-attribute rating technique (SMART)-based ERP selection method. The selection method was mainly based on developing process maps for all the critical business processes inside the organization, and then checking the degree of compliance of the potential ERP packages with those developed process maps. In addition, other factors were also included in the ERP evaluation and selection process. As the ERP was assured to be matching the business requirements, the method and the selection factors have been proven adequate for the selection process. In addition, this minimizes the risk of a non-fitting ERP system and consequent project failures.

Business Information Systems: Research Study and Methodological Proposals for ERP Implementation Process Improvement

Enterprise resource planning (ERP) systems are highly complex business information systems. The implementation of these systems requires a high cost, corporate time and resources. This article identifies implementation procedures that are critical for a successful implementation. An empirical and research study of a ERP implementation process is presented and discussed in terms of the key factors. How it results from the presented research paper, the main aim of our study is to increase the effectiveness of the ERP systems implementation in industrial companies and to reduce the risks associated with a failure of the ERP system implementation. To create a suitable methodology of ERP systems implementation within industrial companies was analysed known theoretical approaches for ERP systems implementation. Based on the theoretical analyses and practical research realised by questionnaire survey, were identified the deficiencies. In our opinion, these deficiencies should be eliminated by the proposed methodology for ERP systems implementation in industrial company. Our attention is focused on the most critical areas of ERP systems implementation.

A Successful ERP Implementation in an Ethiopian Company: A case Study of ERP Implementation in Mesfine Industrial Engineering Pvt. Ltd

The implementation of enterprise resource planning (ERP) systems has been known to be much more difficult than the development of a computer application supporting a single business function. In this article, the researcher presents a case study of an ERP system implementation by a medium company in Ethiopia. Mesfine Industrial Engineering (MIE) Pvt. Ltd. is a vast unrivalled metal construction and electromechanical engineering in Ethiopia, and has recently adopted and implemented an ERP system. The paper examines key dimensions of implementation of ERP system within MIE and takes an in-depth look at the issues behind the process of ERP implementation by focusing on business and technical as well as cultural issues at the heart of the MIE implementation. The case study also looks at the implementation risks and reports how MIE coped with the typical challenges that most medium organizations face when implementing an ERP system.