Enterprise Resource Planning Vendors Research Articles

Diffusion of ERP knowledge: a case of ERP resource centre in Taiwan

Enterprise Resource Planning (ERP) systems are gradually being implemented by companies to achieve business goals and competitive advantages around the world. The demand for ERP professionals is rising dramatically; in light of this, the university alliances programme was executed by the SAP Company, which is the leading ERP vendor cooperating with National Central University (NCU) in Taiwan. Accordingly, ERP Resource Centre was established at NCU to extend ERP knowledge throughout Taiwan. The results show that the centre provides teaching activities, including cultivation of seed teachers, SAP students' club, ERP course popularisation and ERP book publishing. Also, support activities include academic conferences, ERP professional authentication and industry/academic collaboration. The experiences at NCU offer innovative and efficient methods that can be used to present the ERP curriculum and inspire future collaboration of the universities to contribute to the development of e-business courses.

Competitive advantage of enterprise resource planning vendors in Iran

Enterprise Resource Planning (ERP) has become one of the competitive advantages for companies around the globe and the dynamic force driving the process of global integration through information. Governmental organizations are increasing their adoption of these systems for various benefits such as integrated real-time information, better administration, and result-based management. Reaching the standard level of being a global company, organizations are concerned about this application and invest in this project for many years and, as a result, help the company reduce the cost and increase the efficiency and effectiveness. Iranian organizations, along with multi-national companies, attempt to be a good player in the flow of this change. The primary purpose of this study is to investigate and determine the competitive environment of ERP vendors implementing their product in Iranian context. The authors investigated the activities of both international and local ERP vendors established in the country and analyzed them by their advantages and potentials.

Process efficiency of the enterprise resource planning adoption

PurposeThe purpose of this paper is to examine the performance of business processes, operational process efficiency and profitability of enterprise resource planning (ERP) pre‐ and post‐adoption in the long term. The paper also aims to examine the factors of ERP supplier types and firm size in Taiwan.Design/methodology/approachThe paper measures business process (structure capital value added and operational expense ratio), process efficiency (account receivable turnover and inventory turnover) and profitability (continuing operating income and net profit margin) of pre‐ and post‐adoption ERP. First, the overall samples are tested. Second, ERP performances are compared, classified as large, medium and small. Finally, the ERP performances, classified as international and local supplier, are compared using the Wilcoxon rank test.FindingsThe results show that the business process, process efficiency, and profitability increase in the fourth or fifth years. This shows that the benefits of ERP are evident in the long term. Regarding firm size, big firms enhance their business process through process efficiency and financial performance. Medium‐sized firms raise continuing operating income only in the first five years. Small firms show no improvement. The results show that the business process, relating to process efficiency and profitability, demonstrates significant improvements in implementing international ERP vendors. Adversely, firms using local ERP systems have a diminished outcome in overall performance.Practical implicationsThis paper suggests that when companies plan to adopt an ERP system, large firms possess more advantages than medium‐sized or small firms and international ERP vendors are preferable to local systems.Originality/valuePrevious research has rarely compared the results of process reengineering after ERP system implementation. This paper offers insight into ERP adopters in the electronics industry.

The demand for training and consultancy investment in SME-specific ERP systems implementation and operation

This research examines the demand for the level of investment in training and consultancy necessary to successfully implement and operate small and medium sized enterprises (SME)-specific enterprise resource planning (ERP) systems in SMEs. The extant literature on ERP, as well as established business practices adopted by the majority of ERP vendors and trainers, suggests that in order to implement and operate ERP systems effectively, a training model including an extensive training period, and often utilising external consultants, is a necessary condition. An in-depth case study has been conducted in this research on a UK-based SME-specific ERP systems vendor, which maintain that their SME-specific ERP systems can be implemented and operated effectively with only five days of formal training and no additional consultancy. This research evaluates the validity of this claim, and investigates the basis for the training model employed by the case company is, or is not, sufficient for users to successfully implement and operate SME-specific ERP systems.

Way to Grow

This article discusses features of enterprise resource planning (ERP) systems that aim to help small engineering firms in managing their businesses. With the proliferation of ERP systems and vendors in the past decade, the big vendors as well as a series of small and niche players are now marketing their offerings for the small-to-midsize company and for specialized companies. Small companies often find that ERP systems give them better control of inventory and production scheduling. The engineer-to-order operation has unique needs that can be met by a specialized ERP system. Jobscope, a company in Greenville, South Carolina, makes ERP software especially for small-to-midsize engineer-to-order companies. In order to serve engineer-to-order type of engineering companies, the Jobscope system stores business information on a per project rather than a company-wide basis. It is because engineer-to-order companies batch and track jobs on a project basis. The experts agree that bringing in an ERP system might seem daunting to the smaller engineering operation. However, they also agree on another thing: it can help small companies manage the complexities of growing business.

Requirements Engineering Method and Maturity Model for ERP Projects

Requirements engineering is an important component of Enterprise Resource Planning (ERP) projects. We propose: (1) An ERP maturity model (EMM) for assessing the ERP maturity within the organization and (2) A Requirements Engineering (RE) method to capture the requirements from the different types of users of an ERP system, verifying and validating them. The EMM consists of three levels and each level has a focus and a key process area. Key indicators of ERP functionality identified by a major ERP vendor have been used to apply the EMM to an enterprise. This identifies the level of the EMM to which an enterprise belongs. Then the RE is used to enable the enterprise to assess its ERP system requirements and refine it using a process database to reach a higher level in the EMM. We deem that the EMM and the RE can benefit users across all the ERP projects.

ERP is Dead, Long Live ERP

Enterprise resource-planning (ERP) systems, relational databases, and other mature information technologies are undergoing commoditization and facing challenges from software-as-a-service (SaaS) players moving into front-end enterprise applications. Yet, such systems are likely to be around for a long time because they are reliable and have lengthy life cycles. That said, investing in disruptive markets and business models and exploring innovative technologies in high-performance computing, pervasive connectivity, Web services, and other trends will be vital if ERP vendors wish to survive well in the unfolding future.

Technical isomorphism at work: ERP‐embedded similarity‐enhancing mechanisms

PurposeThe purpose of this paper is to discuss the mechanisms inducing a user organization to conform with enterprise resource planning (ERP)‐embedded organizational logics and accompanying implementation procedures.Design/methodology/approachBased around the notion of technical isomorphism, the authors describe and analyze how ERP‐embedded mechanisms work out in a Dutch utility company. Interviews and document analysis were conducted with key informants over a number of years.FindingsThe company intentionally and unintentionally self‐enforced its steering towards conformation with its ERP‐system (SAP) through a number of strategic decisions during the adoption and implementation phases.Research limitations/implicationsThis case study is the first empirical analysis of an ERP implementation through the lens of technical isomorphism. Further validation of this perspective and these case study results can be used to study other ERP vendor industry combinations.Practical implicationsPrior to adoption, ERP users and their “implementation partners” should analyze intended as well as unintended consequences for their operational processes and organizational design. ERP‐embedded organizational logics may be at odds with organizational preferences. If detected early, such mismatches may be corrected.Originality/valueThe paper demonstrates the role of an ERP‐provider in enhancing inter‐organizational similarities.

The adoption and use of business intelligence solutions in Australia

The global Enterprise Resource Planning (ERP) systems industry blossomed in the 1990s automating back office operations. These systems have now become essential infrastructure for many companies. These companies are now extending these transaction-based systems to support more strategic and complex decisions. Accordingly, the ERP vendors have developed a range of solutions focusing on Business Intelligence (BI) in various functional areas. However, the question must be asked is there an evolutionary nature to the adoption and use of these various solutions similar to that which occurred with ERP systems. This paper adopts a two pronged research methodology to investigate the adoption of BI solutions in Australian companies. The first methodology involved a web-based survey to identify BI implementation patterns. This was then expanded upon using a case study approach. The research identified an evolutionary maturity to how BI solutions are adopted in Australian companies.

Managing ERP system evaluation and selection in SMEs using the six-imperatives methodology

Enterprise Resource Planning (ERP) adoption involves initiating the appropriate business process changes and information technology upgrades to enhance enterprise performance, quality, costs, flexibility and responsiveness. While the number of articles in ERP implementation is substantial, limited attention has been given to the ERP adoption by Small- and Medium-sized Enterprises (SMEs). Motivated by the organisation fit of the ERP concept, we propose a structured methodology for ERP system evaluation and selection which can be easily used by SMEs, as it provides the necessary information for their decision-making process. This article describes the ERP evaluation and selection methodology followed by an industrial Greek company. The proposed methodology consists of a framework built upon six imperatives, which generate a number of ERP objectives materialised through a set of levers. The analysis results in the identification of tailor-made ERP objectives, which, in turn, are used in a multiple criteria model as part of the decision-making process to select, from a list of alternatives, a suitable ERP vendor.

Security for Enterprise Resource Planning Systems

Enterprise Resource Planning (ERP) is the technology that provides the unified business function to the organization by integrating the core processes. ERP now is experiencing the transformation that will make it highly integrated, more intelligent, more collaborative, web-enabled, and even wireless. The ERP system is becoming the system with high vulnerability and high confidentiality in which the security is critical for it to operate. Many ERP vendors have already integrated their security solution, which may work well internally; while in an open environment, we need new technical approaches to secure an ERP system. This paper introduces ERP technology from its evolution through architecture to its products. The security solution in ERP as well as directions for secure ERP systems is presented.

A critical evaluation of Enterprise Resource Planning (ERP) software sourcing and provision using theoretical constructs

Deliberating on Enterprise Resource Planning (ERP) software sourcing and provision, this paper contrasts the corporate environment with the small business environment. The paper is about Enterprise Resource Planning client (ERPc) expectations and Enterprise Resource Planning vendor (ERPv) value propositions as a mutually compatible process for achieving acceptable standards of ERP software performance. It is suggested that a less-than-equitable vendorclient relationship would not contribute to the implementation of the optimum solution. Adapting selected theoretical concepts and models, the researchers analyse ERPv to ERPc relationship. This analysis is designed to discover if the provision of the very large ERP vendors who market systems such as SAP, and the provision of the smaller ERP vendors (in this instance Eshbel Technologies Ltd who market an ERP software solution called Priority) when framed as a value proposition (Walters, D. (2002) Operations Strategy. Hampshire, UK: Palgrave), is at all comparable or distinctive.

Integrating Enterprise Resource Planning vendor evaluation into a proposed ERP selection methodology

This study pinpoints the absence of any literature on the vendor's process of analysing, designing, developing and delivering the Enterprise Resource Planning (ERP) system and identifies the need for a selection methodology that includes a targeted set of criteria covering these areas. We aim to address this issue by defining the term ERP Supply Chain, describing its core processes and by proposing ERP selection methodology that takes into account its main characteristics, thus providing a holistic approach and increasing ERP selection process' efficiency. In doing so, the basic steps of the methodology are presented followed by a set of selection criteria categorised within the three stages of the selection process and interrelated with the specific steps of ERP vendor's supply chain. In addition, in order to support our arguments and present a more applicable view of the proposed methodology, a case study from the Greek Gas and Oil industry is briefly presented.

A model for selecting an ERP system based on linguistic information processing

An enterprise resource planning (ERP) is an enterprise-wide application software package that integrates all necessary business functions into a single system with a common database. In order to implement an ERP project successfully in an organization, it is necessary to select a suitable ERP system. This paper presents a new model, which is based on linguistic information processing, for dealing with such a problem. In the study, a similarity degree based algorithm is proposed to aggregate the objective information about ERP systems from some external professional organizations, which may be expressed by different linguistic term sets. The consistency and inconsistency indices are defined by considering the subject information obtained from internal interviews with ERP vendors, and then a linear programming model is established for selecting the most suitable ERP system. Finally, a numerical example is given to demonstrate the application of the proposed method.

A modular approach to ERP system selection

PurposeThis paper aims to study an enterprise resource planning (ERP) software selection problem. The primary goal of this paper is to propose a two‐phase procedure to select an ERP vendor and a suitable ERP software.Design/methodology/approachIn the first phase of the proposed method the preliminary actions – such as constructing a project team, collecting all possible information about ERP vendors and systems, and identifying the ERP system characteristics – are established. In the second phase, the authors present a modular approach to ERP vendor and software selection and propose a 0‐1 programming model to minimize total costs associated with procurement and integration expenditures.FindingsThe proposed approach and the model are considered to be more useful for small manufacturing enterprises (SMEs).Originality/valueIn using the model for analyzing the data about a real case study that is a commercial SME and based on obtained results, some parameter values of the model for all SMEs are suggested.

The Validity of the Improvisation Argument in the Implementation of Rigid technology: The Case of ERP systems

Claudio Ciborra's improvisation argument provides a realistic dynamic account of how organisational practices address technology. This was developed from the study of malleable open-ended technology, but little research has occurred to investigate the theory's validity within different settings. This paper seeks to address this gap, by examining improvisation in the context of a rigid highly structured technology. It presents findings from the successful implementation of an Enterprise Resource Planning (ERP) system within a large international organisation, which was subsequently defined by the ERP vendor as being an ‘exemplary site’. Through the theoretical lens of Actor Network Theory, the paper reveals the improvisation, enactments and constant work around the plan that took place in dealing with the high contingencies of ERP implementation. The study extends the discussion on improvisation and contributes to an already illuminating argument. It invites practitioners to reflect on ERP implementation practice and review their evaluation methods.

The Importance of Social Structure in Implementing ERP Systems: A Case Study using Adaptive Structuration Theory

Many organizations report problems implementing Enterprise Resource Planning (ERP) Systems. These projects often do not meet financial and functional expectations. While managers often criticize the ERP product and vendor support, the problem may lie elsewhere. In this paper, adaptive structuration theory is used to develop a research framework that is used to analyze the transition from the mainframe legacy system environment to the distributed ERP environment. An exploratory case study analysis of a mid-sized university that experienced a failed ERP implementation showed that the failure was not the result of a poor ERP product but rather related to the organization’s social structure. The social structure which enabled the mainframe legacy system to be successful needed to be modified for the new ERP system. Findings underscore the importance for managers to facilitate the change management process.

Lies Your ERP System Tells You

This article focuses on the difficulties enterprise resource planning (ERP) faces in bridging gaps between businesses and vendors. Enterprise resource management systems promise to simplify business planning, but gaps remain in moving information to and from the factory floor. ERP vendors are making it easier to get that information. Market leader SAP, for example, is collaborating with companies that make manufacturing software. Management execution systems manage automated equipment, and moderate the flow of information to and from enterprise systems. Vendors have also rethought how ERP delivers value. Instead of emphasizing control, they talk increasingly must do it despite ongoing changes in models, specifications, and configurations. Data grow stale and corrupt over time, according to a consultant. Experts suggest that when operational personnel take as much responsibility for manufacturing data as they do for their pay checks, they will be able to count on their ERP systems to tell the truth.

Repairing ERP

Enterprise resource planning (ERP) software is used to enable organizational change. The challenges of implementing these integrated software products have recently dominated academic and practitioner literatures. Given that it is difficult for organizations to stop such projects once started, the authors'approach is to focus on howto make troubled ERP projects work. A narrative methodology is adopted to analyze a strategic initiative between a university that partnered with an ERP vendor seeking entrance into the higher education market. Through the lens of social ordering, the authors argue against the idea that consensus must be sought in instances of conflict if success is to be realized. Rather, the important thing appears to be coordinating action that will allowgoals to be achieved, even if this involves compromise. Such compromise depends on reciprocity to produce order and does not expect a shared aim as long as a solution can be negotiated.

An investigation of the value of becoming an extended enterprise

This research explores the value of a new form of enterprise, namely the extended enterprise in the new economy. To become an extended enterprise, an enterprise with a traditional Enterprise Resource Planning (ERP) system will need to upgrade or modify the existing system, and/or introduce Extended Enterprise Applications (EEA) into the system. This leads to the investigation on the potential benefits of using EEA. Interviews with EEA and ERP vendors and users are carried out to ascertain the concepts of an extended enterprise. The key results include the following: (1) manual operational tasks will be automatically managed by the EEA, and the system will even warn the enterprise if certain events did not occur or need to occur; (2) as supply chains become more integrated, and business processes are automated, the supply chain will require less day-to-day management; (3) the supply chain will be driven to manage exceptions, and the system will handle much of the ‘traditional operations’. This will mean more time to focus on improving the way the supply chain fits together, develop strategic alliances, reduce inventories, and improve productivity. The overall conclusion is that the use of EEA is expected to increase the supply-chain information velocity, greater product customization, and lower cost of doing business. However, some concerns have been identified in addition to those included in the questionnaire for the interviews, but the findings suggest that the avenue of becoming an extended enterprise is worth pursuing after considering the potential value obtained from using EEA.