Enterprise Resource Planning System Implementation Research Articles

Enhancing financial reporting and management efficiency through enterprise resource planning (ERP) systems: A theoretical review for large-scale energy operations

Enterprise Resource Planning (ERP) systems have emerged as essential tools in streamlining financial reporting and improving management efficiency across various industries, including large-scale energy operations. This theoretical review explores how ERP systems enhance financial reporting by integrating real-time data, automating financial processes, and fostering transparency. In energy operations, where financial activities are complex and data-intensive, ERP systems centralize financial data, reducing errors, improving compliance, and supporting decision-making through enhanced visibility and accuracy. By automating tasks such as budgeting, forecasting, and financial statement generation, ERP systems enable energy companies to efficiently manage their financial resources, thus optimizing cost control and profitability. Additionally, ERP systems provide significant benefits for management efficiency, particularly in large-scale operations. The integration of financial, operational, and managerial processes within a single platform allows for better resource allocation, improved communication across departments, and faster response times to market fluctuations. These capabilities are crucial in the energy sector, where companies face volatile market conditions, regulatory pressures, and high operational risks. ERP systems enhance managerial decision-making by providing real-time insights into key performance indicators (KPIs), enabling executives to make data-driven decisions that support long-term strategic goals. However, implementing ERP systems in large-scale energy operations presents challenges, including high costs, lengthy implementation periods, and the need for employee training. This review also examines these barriers and suggests strategies for successful ERP adoption, including phased implementation, stakeholder engagement, and customization to industry-specific needs. In conclusion, ERP systems hold the potential to revolutionize financial reporting and management efficiency in large-scale energy operations. By leveraging ERP's real-time data integration and process automation, energy companies can significantly improve their financial management, enhance decision-making, and adapt more quickly to market changes. Keywords: ERP Systems, Financial Reporting, Management Efficiency, Large-Scale Energy Operations, Process Automation, Real-Time Data Integration, Decision-Making, Cost Control, Market Fluctuations, Energy Sector.

Evaluation of Enterprise Resource Planning System Maturity with IT-IL V3 Framework at CV. Syntax Corporation Indonesia

This research aims to evaluate the development of the Enterprise Resource Planning (ERP) service system at CV. Syntax Corporation Indonesia uses the IT-IL V3 framework, especially in the Service Operations domain. This research is conducted by analyzing the performance and effectiveness of the ERP system that has been implemented, as well as how the system supports the company's daily business operations. Through an IT-IL V3-based evaluation approach, the study assessed critical aspects of ERP service operations such as incident management, problem management, and request management. The findings of this study provide insights into the strengths and weaknesses in the ERP system implementation at the company, as well as recommendations for improvements that can increase efficiency and user satisfaction. Using the IT-IL V3 framework, this study provides practical guidance for better management and development of ERP systems in the future.

A cognitive bias awareness matrix for enhancing ERP Decision-Making in entrepreneurial firms

Purpose The purpose of this study is to address a critical gap in enterprise resource planning (ERP) implementation process for small and medium-sized enterprises (SMEs) by acknowledging and countering cognitive biases through a cognitive bias awareness matrix model. Cognitive biases such as temporal discounting and optimism bias often skew decision-making, leading SMEs to prioritize short-term benefits over long-term sustainability or underestimate the challenges involved in ERP implementation. These biases can result in costly missteps, underutilizing ERP systems and project failure. This study enhances decision-making processes in ERP adoption by introducing a matrix that allows SMEs to self-assess their level of awareness and proactivity when addressing cognitive biases in decision-making. Design/methodology/approach The design and methodology of this research involves a structured approach using the problem-intervention-comparison-outcome-context (PICOC) framework to systematically explore the influence of cognitive biases on ERP decision-making in SMEs. The study integrates a comprehensive literature review, empirical data analysis and case studies to develop the Cognitive Bias Awareness Matrix. This matrix enables SMEs to self-assess their susceptibility to biases like temporal discounting and optimism bias, promoting proactive strategies for more informed ERP decision-making. The approach is designed to enhance SMEs’ awareness and management of cognitive biases, aiming to improve ERP implementation success rates and operational efficiency. Findings The findings underscore the profound impact of cognitive biases and information asymmetry on ERP system selection and implementation in SMEs. Temporal discounting often leads decision-makers to favor immediate cost-saving solutions, potentially resulting in higher long-term expenses due to the lack of scalability. Optimism bias tends to cause underestimating risks and overestimating benefits, leading to insufficient planning and resource allocation. Furthermore, information asymmetry between ERP vendors and SME decision-makers exacerbates these biases, steering choices toward options that may not fully align with the SME’s long-term interests. Research limitations/implications The study’s primary limitation is its concentrated focus on temporal discounting and optimism bias, potentially overlooking other cognitive biases that could impact ERP decision-making in SMEs. The PICOC framework, while structuring the research effectively, may restrict the exploration of broader organizational and technological factors influencing ERP success. Future research should expand the range of cognitive biases and explore additional variables within the ERP implementation process. Incorporating a broader array of behavioral economic principles and conducting longitudinal studies could provide a more comprehensive understanding of the challenges and dynamics in ERP adoption and utilization in SMEs. Practical implications The practical implications of this study are significant for SMEs implementing ERP systems. By adopting the Cognitive Bias Awareness Matrix, SMEs can identify and mitigate cognitive biases like temporal discounting and optimism bias, leading to more rational and effective decision-making. This tool enables SMEs to shift focus from short-term gains to long-term strategic benefits, improving ERP system selection, implementation and utilization. Regular use of the matrix can help prevent costly implementation errors and enhance operational efficiency. Additionally, training programs designed around the matrix can equip SME personnel with the skills to recognize and address biases, fostering a culture of informed decision-making. Social implications The study underscores significant social implications by enhancing decision-making within SMEs through cognitive bias awareness. By mitigating biases like temporal discounting and optimism bias, SMEs can make more socially responsible decisions, aligning their business practices with long-term sustainability and ethical standards. This shift improves operational outcomes and promotes a culture of accountability and transparency. The widespread adoption of the Cognitive Bias Awareness Matrix can lead to a more ethical business environment, where decisions are made with a deeper understanding of their long-term impacts on employees, customers and the broader community, fostering trust and sustainability in the business ecosystem. Originality/value This research introduces the original concept of the Cognitive Bias Awareness Matrix, a novel tool designed specifically for SMEs to evaluate and mitigate cognitive biases in ERP decision-making. This matrix fills a critical gap in the existing literature by providing a structured, actionable framework that effectively empowers SMEs to recognize and address biases such as temporal discounting and optimism bias. Its practical application promises to enhance decision-making processes and increase the success rates of ERP implementations. This contribution is valuable to behavioral economics and information systems, offering a unique approach to integrating cognitive insights into business technology strategies.

Factors Affecting ERP System Implementation Among Selected Organizations: A Proposed Operational Strategies

The successful implementation of Enterprise Resource Planning (ERP) systems relies heavily on the interplay between management-specific factors and operational-specific factors. This study investigates these critical success factors, focusing on their impact on organizational performance. Management-specific factors, including top management support, package selection, and organizational fit, provide strategic direction and resources, ensuring alignment with operational goals. The research employed a quantitative approach to gather data from employees of selected organizations that have implemented ERP systems. The survey targeted employees from selected organizations who use ERP systems. The responses were analyzed using statistical techniques such as frequency analysis, mean, standard deviation, Spearman’s rank correlation, and multiple regression to identify the relationships and impacts of various CSFs on ERP implementation success. The study reveals that effective project management significantly enhances package selection, while comprehensive training improves organizational fit. Communication emerges as a pivotal element, influencing all aspects of ERP implementation. These findings underscore the necessity for a balanced approach that integrates both management and operational strategies to achieve optimal ERP outcomes and organizational efficiency.

Peculiarities of the Realization of IT Projects for the Implementation of ERP Systems on the Path of Digitalization of Territorial Communities Activities

This study presents a detailed case analysis focusing on the intricacies involved in preparing a project for implementing an Enterprise Resource Planning (ERP) system, aimed at the comprehensive, phased digitalization of resource management and the operations of territorial communities. The urgency of transitioning to a more effective audit and management system for all types of resources in territorial communities is underscored by the current absence of specialized information systems designed for these specific tasks. The authors demonstrate that deploying ERP systems to manage the diverse activities of territorial communities represents a complex, yet innovative solution. Specifically, a Four-Phase Model for implementing each segment of the project have been adopted. Drawing from the extensive experience of university researchers involved in consulting for numerous territorial communities across Ukraine, this work develops principles for constructing main elements for the project. Special emphasis is placed on the careful selection of software to facilitate project activities.

An Approach to Sustainable Enterprise Resource Planning System Implementation in Small- and Medium-Sized Enterprises

The adoption of sustainable enterprise resource planning systems in small and medium-sized enterprises represents a strategic response to the evolving landscape of corporate responsibility and environmental stewardship. This study seeks to identify which factors determine the level of satisfaction when implementing a sustainable enterprise resource planning system in small- and medium-sized business. A survey was designed to measure managers’ satisfaction with S-ERP implementation in their companies. A multivariate analysis was run to test the factors affecting the level of satisfaction with the implementation. The general results show that the type of module implemented positively and significantly affects the level of satisfaction with S-ERP. One specific result is that the more accounting modules implemented, the more complex the system is, and the more effort is needed to implement the new technology effectively and use it properly. Another result shows that the sales marketing module has an inverse impact on satisfaction with an S-ERP, possibly because this module is complex and difficult to manage. This study contributes significantly to the emerging body of knowledge on S-ERP implementation by seeking to fill the research gap on the interaction between the S-ERP system and user’s satisfaction, focusing on small businesses. Future research directions should delve into the long-term impact of sustainable ERP adoption on SME performance and resilience. Additionally, investigating the effectiveness of government policies in supporting sustainable ERP adoption, along with exploring the actual environmental impact of ERP systems in SMEs, can contribute to advancing our understanding of this dynamic and evolving field.

Data Migration Strategy and Execution for a Large-Scale ERP Implementation

Most organizations undergo rigorous Enterprise resource planning (ERP) system implementation projects along their journey towards digital transformation and business systems modernization. These ERP systems meet the business requirements of integrating data and processes across the various business domains of finance, sales, warehouse, manufacturing, global trade, human resources, etc. A critical aspect of any ERP implementation is data migration for a source or legacy system to the newly implemented target ERP system. For an organization to truly leverage the big data, machine learning and data automation capabilities offered by modern ERP systems, it is imperative that project implementation teams define and executed an enhanced data migration plan ensuring data quality, accuracy and completeness, as well as establishing data governance processes for ongoing operations. The article aims to explore the components of such an effective, all-encompassing data migration strategy and execution and the future trends around the same.

An experimental investigation of the impact of sustainable ERP systems implementation on sustainability performance

Purpose This paper aims to investigate the influence of sustainable enterprise resource planning (S-ERPs) systems implementation on sustainability performance. Design/methodology/approach A 1 × 2 experiment was conducted, involving a sample of 72 professional accountants enrolled in MPA, MBA and DBA programs at two prominent Egyptian universities. Simple linear regression was used to analyze the data. Findings The results reveal positive relationships between the implementation of S-ERPs and economic, environmental and social sustainability performance. Research limitations/implications Considering the research methodology used, which relies on a laboratory experiment design; nevertheless, empirical data derived from a quasi-experiment conducted in a real-world context would offer valuable insights into the existing literature. Practical implications For manufacturing sector managers, the results offer value as organizations can benefit from S-ERP adoption in the internal and external integration of sustainability functions. The findings also provide decision-makers in the manufacturing context, particularly in emerging countries, with tangible reasons to consider S-ERP adoption for holistic sustainability benefits including waste management, resource consumption reduction and management of sustainable supply chain complexities. Further, the findings provide valuable insights for ERP vendors on how they can develop their ERP packages to align with software sustainability criteria. Originality/value This study is among the few that experimentally investigates the influence of S-ERPs implementation on sustainability performance within the manufacturing sector, especially in an emerging context such as Egypt. This unique contribution provides valuable insights into the complex connection between technology adoption and sustainability outcomes.

Phenomenological Review of the Role of the Internal Control System and Corporate Culture in Enterprise Resource Planning (ERP) System Implementation to Produce Quality Financial Reports

The best way to influence the quality of financial reports is to use an Enterprise Resource Planning (ERP) system. Implementation of an ERP system with an internal control system and corporate culture can help companies and management make decisions. This study aims to look at the interpretative-phenomenological role of internal control systems and corporate culture by implementing ERP systems to produce quality financial reports. The research method uses a qualitative interpretative-phenomenological paradigm. The informant determination technique in this study used purposive sampling. The data collection procedure used in this study was designing research instruments for the interview process, making transcripts, then conducting interviews with nine informants. The results of this study, there is an internal control system and corporate culture, with the implementation of the ERP-SAP system carried out in accordance with established Standard Operating Procedures, resulting in quality financial reports.

A CRITICAL REVIEW OF ERP SYSTEMS IMPLEMENTATION IN MULTINATIONAL CORPORATIONS: TRENDS, CHALLENGES, AND FUTURE DIRECTIONS

Enterprise Resource Planning (ERP) systems have become indispensable tools for managing complex business processes in multinational corporations (MNCs). This paper presents a critical review of the trends, challenges, and future directions associated with ERP systems implementation in the context of MNCs. The study synthesizes existing literature to offer a comprehensive understanding of the evolving landscape of ERP adoption in a globalized business environment. The trends in ERP implementation within MNCs underscore the increasing reliance on integrated software solutions to enhance operational efficiency and facilitate seamless communication across diverse geographical locations. Notably, the integration of emerging technologies such as artificial intelligence, machine learning, and blockchain into ERP systems has gained traction, presenting new opportunities and complexities for MNCs. However, the implementation of ERP systems in MNCs is not without challenges. Cultural diversity, varying regulatory frameworks, and differences in business practices across regions pose significant obstacles to successful deployment. Additionally, the sheer scale and complexity of MNCs' operations demand careful consideration of customization needs, scalability, and alignment with organizational goals. The critical review highlights the need for a strategic approach to ERP implementation in MNCs. Successful cases often involve top management commitment, extensive user training, and a phased implementation strategy that accommodates regional variations. Furthermore, the study emphasizes the importance of post-implementation evaluation and continuous improvement to address evolving business requirements. Looking ahead, future directions in ERP systems implementation within MNCs are shaped by the rapid evolution of technology and the dynamic nature of global business. The integration of cloud-based solutions, the advancement of Industry 4.0 technologies, and the increasing emphasis on sustainability are anticipated to influence the next wave of ERP adoption in MNCs. This critical review contributes valuable insights into the current state of ERP systems implementation in multinational corporations, addressing trends, challenges, and future directions. It provides a roadmap for practitioners, researchers, and policymakers to navigate the complexities of ERP adoption in the ever-evolving landscape of global business.
 Keywords: ERP, MNCs, Industry 4.0, Multinational, Corporation, Review.

Driving Efficiency and Competitiveness: Trends and Innovations in ERP Systems for the Wood Industry

Enterprise Resource Planning (ERP) systems offer various functionalities to support an organization’s core functions. However, many anticipated benefits often need to materialize due to business context changes and users’ high expectations. Continuous adaptation and improvement are necessary to address user disappointments. This research focuses on ERP systems, exploring key factors influencing the success of their implementation. Recognizing challenges in ERP system implementation, this study provides a comprehensive literature review, identifying essential and contemporary Critical Success Factors (CSFs) influenced by technological advancements. Addressing challenges specific to the wood industry, this research introduces additional industry-adapted CSFs, including industry adaptability, integration with production machinery, effective warehouse management, and supply chain tracking. Furthermore, this paper emphasizes the need for continuous adaptation and improvement of ERP systems, especially in light of current trends and technological achievements. This study recommends a holistic approach, considering traditional or essential CSFs while adapting to new trends. Critical success factors in ERP implementation in the next decade involve considering cloud technology, artificial intelligence and machine learning, data security, mobile access, IoT integration, user experience, and training. The main objective of this paper is to identify the latest CSFs in ERP implementation. This research highlights essential success factors in ERP implementation, and contemporary trends in ERP implementation with a particular focus on the specifics of wood industry. While organizations should aim to maximize the potential of ERP systems, they should also acknowledge the crucial role played by human intervention in the effective and responsible implementation of artificial intelligence.

Measuring The Acceptance Level of User Interface Design of ERP System at PT Allure Alluminio Using Technology Acceptance Model (TAM) Method

The utilization of information technology and the internet in the industry is generally done through the implementation of Enterprise Resource Planning (ERP) systems to manage business processes. The success of ERP system implementation requires efforts to support and prevent failure risks. One of the risk factors for failure is the User Interface (UI) design of the ERP system. Good UI design that meets user needs needs to be considered. This research utilizes the Design Thinking (DT) method to create a good UI design and the Technology Acceptance Model (TAM) method to measure the acceptance of UI design in the manufacturing module of PT Allure Alluminio. The DT method was chosen as the UI design method for the ERP system because it is considered more creative in generating product concepts compared to other standard methods and TAM was chosen as one of the best methods for explaining technology acceptance and is a popular and commonly used approach. The UI design process is carried out in 6 phases of DT under the guidance of the Person in Charge (PIC), and the acceptance of UI design is measured after system implementation. Acceptance measurement is conducted using TAM with navigation and UI design variables as external variables, which are taken from previous research, and it tests the variables of Perceived Usefulness (PU), Perceived Ease of Use (PEOU), and Behavioral Intention to Use (BITU) among 50 users of the ERP system in the manufacturing module at PT Allure Alluminio through a Google Form questionnaire. The collected data is analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) in SmartPLS 3.2.9. The research results indicate that the DT method is effective for UI design as it involves users. The analysis shows that the use of ERP systems is influenced by perceived usefulness and ease of use, but not influenced by UI design. Navigation and UI design provide ease of use.

The impact of ERP utilization and ESG practices on earnings management—An empirical study of Taiwan

Enterprise Resource Planning (ERP) system utilization and Environmental, Governance, Social (ESG) practice incorporation have jointly wielded significant influence on various aspects of accounting operations. On the other side, leveraging the robust information infrastructure, Taiwanese firms have widely implemented ERP systems and have been aligning with international ESG initiatives in recent years. The objective of this study is to investigate the impact of ERP utilization and ESG practices on real and accrual earnings management among firms listed in Taiwan over an 19-year span from 2003 to 2021. The results of this study suggest duration of ERP implementation has a negative impact on accruals earnings management, but has a positively influence on real management. The results underscore the significant influence of ERP utilization duration on the different aspects of corporate earnings management activity. Additionally, our investigation illustrates a negative association between the corporate assimilation of ESG practices and both real and accrual earnings management. This reveals that enterprises committed to implementing ESG practices highlight long-term substantive operations over the short term periodic performance of financial statements.

Harmony in Integration: Unveiling Novel Paradigms in ERP Implementation and Trends

Purpose: Enterprise Resource Planning (ERP) systems, originating in the early 1970s, have undergone a transformative evolution, becoming pivotal in unifying various company functions such as marketing, finance, production, and human resources. These systems, like SAP's large-scale deployments since the 1990s, enable the swift collection and processing of real-time data for effective daily management control.
 Methodology: In the dynamic ERP landscape, Oracle stands out as a Leader in the 2023 Gartner® Magic Quadrant for Cloud ERP for Service-Centric Enterprises, particularly with its Oracle Fusion Cloud ERP. Recognized for financial management, order-to-cash, source-to-pay, and other ERP functionalities, Oracle excels in "Ability to Execute" and "Completeness of Vision."
 Findings: Despite their transformative impact, ERP system implementations could be more flawless. Challenges include non-user-oriented interfaces, partially migrated data, and insufficient adaptation to user needs. However, these hurdles can be surmounted through meticulous planning, customized training, and system fine-tuning to align with specific business requirements.
 Unique contributor to theory, policy and practice: This research article provides insight into ERP system implementation and current trends. It highlights challenges faced by businesses during implementation and proposing solutions. Emphasizing that ERP systems streamline processes and aid decision-making with real-time data, the study underscores that success requires a well-planned strategy and customization to meet individual business needs.

Enterprise Resource Planning (ERP) System Implementations and Corporate Misconduct

Enterprise Resource Planning (ERP) System Implementations and Corporate Misconduct

An adoption of sustainable business model: An empirical study identifying the success factors of IT service sector organizations

Being competitive has become essential to surviving in the current, rapidly evolving and highly dynamic corporate climate. Companies must streamline their operations if they want to remain competitive. Enterprise resource planning (ERP) systems that have been applied successfully give businesses better practices and procedures. The article uses past literature to illustrate a new conceptual framework considering strategic, organizational, technological and environmental aspects for the effective implementation of ERP system in the information technology (IT) service sector. The primary focus is to find out the effectiveness of ERP deployment from the users’ perspective. For this analysis, information was gathered from 152 Indian IT companies that had already installed an ERP system. Factor analysis, both exploratory factor analysis and confirmatory factor analysis, was used in the present study to find out the factors from the mentioned four perspectives. Structural equation modelling allows researchers to observe the relationships between the emerged factors. The findings suggest that end users of IT firms have recognized the value of emerging constructs for successful ERP implementation leading to sustainable firm growth, underscoring the significance of the suggested framework in their quest to become more competitive in the market.

Navigating the ERP Landscape: Unveiling the Key Drivers in Enterprise Resource Planning Success - A Comprehensive Literature Exploration

Organizations require information systems as a means of aiding decision-making processes. Enterprise Resource Planning (ERP) systems serve as information system tools that enhance work efficiency. They are considered the optimal solution for organizations seeking a competitive edge. The successful implementation of ERP systems offers numerous benefits to organizations. It is essential to note that while some organizations have encountered difficulties using ERP systems, others have succeeded. Implementing ERP systems poses a challenge for organizations, and this study aims to identify the critical success factors with ERP systems and get to know what category is most important to implementing ERP in an organization. This research identifies and categorizes the top five CSFs for successful ERP implementation: training and job redesign, adequate ERP software selection, clear goals and objectives, business process reengineering, and implementation strategy and timeframe. These CSFs are vital for organizations of all scales, offering a holistic framework for effective ERP integration. Through systematic analysis, the study maps these CSFs into four dimensions: Project Strategy, Project Structure, Information Systems, and People Management, highlighting the interplay between technology and human factors. This research underscores the enduring significance of ERP systems in the globalized business landscape and calls for continued exploration of evolving CSF trends to ensure ongoing organizational competitiveness and success. By following the outlined procedures, this study can be applied by organizations of different scales, including small and large businesses, to achieve effective ERP implementation. Integrating ERP systems will demonstrate advantages for organizations over the short and long run within the market context.

Workhorse or White Elephant? End User Acceptance of ERP System in a Shared Service Center

Businesses globally heavily invest in Enterprise Resource Planning (ERP) implementation to meet high customer demands and maintain competitiveness. Despite significant investments, underutilization hampers reaping the system's full benefits, leading to stagnant or adverse performance. Hence, this study aims to uncover reasons for the lack of end-user adoption of ERP systems. It focuses on the correlation between performance expectancy, effort expectancy, social influence, and organizational support in determining ERP system acceptance by end users. This study utilized a quantitative methodology. Data were collected from 392 respondents within a Malaysian shared service center. Multiple regression analysis was conducted employing the UTAUT model and perceived organizational support theory to evaluate and interpret the collected data. The study’s key findings include the significant positive association between performance expectancy and ERP system adoption, reinforcing the influence of effort expectancy on technology adoption. Despite its positive effects, social influence had little effect on end-user adoption. Additionally, it was observed that ERP system adoption was consistently facilitated by organizational support. This study confirms the essential factors that drive the adoption of ERP systems by end-users. It emphasizes the crucial role of leadership in prioritizing these elements for organizations to enhance user acceptance and ensure the successful implementation of ERP systems. Doi: 10.28991/HIJ-2023-04-04-013 Full Text: PDF

Digital Transformation: An Emphasis Analysis of Enterprise Resource Planning (ERP) Modules in Higher Education

Industry, and educational institutions in particular, regard digital transformation as a critical information technology. This is due to the fact that educational institutions are required to effectively respond to a multitude of changes, including those associated with digital transformation. This study aims to empirically analyze to the challenges associated with the process of digital transformation, this study examined pertinent scholarly publications, books, and journals. The utilization of the Enterprise Resource Planning (ERP) system in this research endeavors to assess ERP system modules that may be implemented in academic establishments to facilitate the digital transformation process while increasing the efficiency and effectiveness of information resource and technology management. In pursuit of global educational excellence and benchmarks. ERP modules implemented in educational institutions include Competency and Certificate Management, Career Service Management, Student Information Management, Financial and Accounting Management, Asset Management, and E-Learning Management. It is anticipated that the implementation of an ERP system in academic institutions will improve visibility, adaptability, and the capacity to strategize, plan, and operate more effectively. It is crucial to note, however, that many factors must be considered when implementing ERP system modules in academic institutions, including elevated costs, adequate resources, and stakeholder support.

Implementation of an Enterprise Resource Planning (ERP) System and its Impact on Manufacturing Company Operational Efficiency

This article explores the implementation of an Enterprise Resource Planning (ERP) system and its consequential impact on operational efficiency within manufacturing companies. The research delves into the intricate process of integrating ERP systems, emphasizing their role in streamlining various business functions such as supply chain management, production planning, and inventory control. The study investigates the challenges faced during the ERP implementation phase and elucidates strategies employed to overcome these hurdles. It also examines the role of employee training and change management in ensuring a smooth transition to the new system, emphasizing their pivotal contribution to operational success. Furthermore, the article meticulously analyzes the tangible outcomes of ERP implementation, focusing on key performance indicators (KPIs) that gauge improvements in operational efficiency. This includes reductions in production lead times, enhanced accuracy in demand forecasting, and optimized resource allocation. The research methodology incorporates case studies and empirical data from manufacturing companies that have undergone ERP implementation. Comparative analyses highlight the variations in operational efficiency before and after ERP adoption, providing a comprehensive understanding of the system’s impact. The findings underscore the positive correlation between ERP implementation and operational efficiency, offering insights that contribute to the body of knowledge in both information systems and manufacturing management. Additionally, the article discusses potential challenges that may persist post-implementation and proposes ongoing strategies for continuous improvement. In conclusion, this article contributes valuable insights into the dynamics of implementing ERP systems in manufacturing companies, shedding light on their transformative impact on operational efficiency and providing a foundation for future research in the field.