Successful Implementation Of ERP Systems Research Articles

Factors of Success in Implementation of Enterprise Resource Planning Systems

Implementing complex and yet sound and effective accounting information systems known as enterprise resource planning systems, is an enormous project for the firms that want to streamline their information flow and increase their value. As the effects of these systems on the performance of the entities are both financial and non-financial, their success is of crucial importance. This study is an exploratory factorial analysis to identify the factors of successful implementation of ERP systems in the medium and big companies in Albania. We use in depth surveys and interviews with firms that have implemented enterprise resource planning systems and include twenty initial variables in the survey. Later these variables are combined in three factors that have the biggest impact on the success rate of ERP implementation: the overall quality and end-user satisfaction with the ERP system; the cost-benefit ratio of the ERP and the support from the ERP provider and ERP implementing consultant. This study contributes not only theoretically to the empirical literature, but also practically because it helps businesses of the region that are considering implementing ERPs in the future to pay attention to the most critical factors of success with ERPs.

Exploratory study on key influencing factors of successful implementation of ERP system based on the perspective of grounded theory

To construct the index system of influencing factors for the successful implementation of ERP system and identify the key influencing factors and their ranking, so as to provide factor reference and policy guidance for the practice process of the implementation of ERP system in the manufacturing industry. In the successful implementation of ERP published five years related text using Nvivo software on the basis of objective data, using qualitative research method of grounded theory to level 3 codes, to build index system of ERP system implementation success factors, and applied to decision making and laboratory (DEMATEL) algorithm to determine important degree of the factors affecting the successful implementation of ERP system. From the four levels of organization, personnel, technology and environment, 13 related indexes were constructed to influence the successful implementation of ERP system, and the key factors were identified: the strength of management support, the level of institutional management, the quality of the system, the strategic literacy level and the strength of education and training. The construction of index system of ERP system implementation success factors from the perspective of exploratory excavation and improve the ERP system online implementation of intrinsic connection between the relevant factors in the process perfects in on-line implementation and maintenance for manufacturing ERP system to provide the reference in the process of theoretical basis, so as to improve the success rate of enterprise implement ERP and provides relevant policy suggestions and reference.

Exploring and analysing the risks and challenges of implementing ERP systems: critical system thinking

One of the success factors in implementing ERP systems is the precise identification of risks. In this research, using the critical systems heuristics (CSHs), an attempt has been made to identify risks and gaps that are not observed and discovered by other methods of factor exploration in order to evaluate the criticisms of people involved in the system. Thus, this study analyses the risks and constraints in the successful implementation of ERP systems in Iran using the critical systems heuristics (CSHs) approach. Twelve experts were selected and interviewed using the targeted sampling method. The findings of this study indicate that the risks of ERP systems implementation are in three classes of risks: before, during and after execution. In the end, a supplementary map classifying all risks in four groups was designed for decision making and also for expanding the knowledge obtained from the results.

The Mentoring Effects in Use of New Technology Systems

A less than successful implementation of ERP system can be a disaster or for organizations, at least, a hug setback. Hence, industry put great efforts searching solution to ensure a success of implementation of new ERP system. On the other side, mentoring, has long came to be recognized as an effective manageable tool to build and share core competent knowledge within corporate. A familiar user of a new enterprise information system may require the transmission of exhaustive business knowledge for the use of new technology. It may alter the methods of training used in inculcating a particular skill. There is, however, only very limited research addresses to the effects of mentoring on new ERP system implementation. This paper argues that mentoring can play an important role in affecting user satisfaction and intention to continue use. The research result showed mentoring does play a significant moderating role between high and low mentored groups.

ERP Critical Success Factors: Software system Engineering Perspective

Past research has identified critical success factors to the successful implementation of ERP system. This paper reviews critical success factors of ERP which defined through application of literature review on critical success factors (CSFs) approach and CSFs of requirement engineering. ithas been analyzed CSFs from requirement engineering perspective; the findings show that CSFs of ERP are associated to requirement engineering activities

Future Thinking

Successful implementation of ERP systems means understanding your challenges today, and predicting what they will be in the future, says Dave Worsman, MD of SAP Business One specialists, Ochiba Business Solutions

Organization Factors for ERP Projects in a Developing Country: A Case Study Jordan

The organization factors integral to the successful implementation of ERP systems are identified in this paper, and the organization factors under scrutiny include: Change Management, Business Process Management, and Top Management Support. Survey questionnaires were circulated to ERP users in companies in Jordan, which led to the collection and analysis of 314 responses in total. The results evidence significant relationship between change Management and top management support with ERP implementation success. However, the outcomes did not support the relationship between Business Process Management and ERP implementation success. This study could assist ERP vendors and consultants in developing countries in preparing certain strategies for dealing with the oddity between their ERP products and ERP adopting organizations. Also, both ERP adopting organizations and managers could attain awareness regarding the intricacies that are inherent in ERP installations in order to prevent obstacles while increasing the possibility of attaining the looked-for results.

Key factors for successful implementation of ERP systems

Key factors for successful implementation of ERP systems

Smoothing Short Duration Capacity Problems in Enterprise Resource Planning (ERP) Systems: An Algorithmic Approach

Successful implementation of ERP systems should take full advantage of the access to information, but not be constrained by many of the deficiencies associated with infinite capacity scheduling methodologies. In this paper an algorithm is developed which improves the performance of the ERP system. Lot sizing decisions based on capacity availability are used as an instrument to integrate more effectively capacity requirements planning (CRP) and Material Requirements Planning (MRP). MRP is a planning tool for a sub-set of manufacturing system specially in hierarchal multi-product, multi-period and multi-stage production planning and inventory control system. The Vehicle used for this integration is planned order release (POR) quantity. The algorithm requires minimal deviation from the MRP logic. In this sequential process MRP first issues the action notices and then the algorithm analyses the capacity situation in the work centers. The algorithm scans all planned order release quantities of lower level items in the action bucket before orders are released to the shop. For each item a delta value is computed identifying the degree orders are contributing to capacity problems. This delta is specific to each POR. The POR causing the highest overload and the one passing through the lowest utilized work centers are selected for a lot size decrease, respectively, an increase. After identifying the candidates, a series of checks analyses the suitability of the candidates for that change. The planned order release quantities of more items can be performed. Projected capacity profile after iteration will be updated and capacity requirements over a short duration are smoothed. The experiments are performed with MAP/3000 as a simulation model for this study. The developed algorithm is added to MAP/3000 as additional subroutines. The design of the experiments consists of a base test identifying the significance of different environmental parameters of MRP systems and a main test which performs a detailed evaluation. The results are evaluated using analysis of variance techniques. Most ERP systems built on the historical development of MRP and CRP systems, and the assumption of infinite capacity is affecting the performance of those systems badly. This paper is presenting an algorithm to smooth capacity problems by using the existed capacity.

Duplicated Material Records Identification in ERP Systems: A Data Quality Improvement Framework

Successful implementation of ERP systems is greatly depended on the quality of data. As the important master data, material information plays a critical role in ERP operation. However, because of l...

Theoretical Framework of Human Capital Development of SMEs: The Context of an ERP Project

ERP systems are increasingly adopted by SMEs. The ERP system is one of the more complex information systems to implement and its failure rate remains high despite the accumulated experiences. Its implementation indeed requires a large amount of knowledge and technical expertise and skills. Therefore, to facilitate access to the knowledge and expertise that have external partners, SMEs implanting ERP weave social relations (i.e. social conduits) with these external partners. Social conduits allow the transfer knowledge and sharing of expertise. The woven relations represent a social capital for the SMEs and enable them to develop their own technical knowledge, skills and experience (before the withdrawal of external partners). These intangible resources developed represent their human capital. This paper proposes, from the existing literature, a theoretical framework in which are represented the potential factors that can impact on the development of human capital. This paper is a theoretical research which contributes to the literature by showing the existence of an effect (direct and indirect) of social capital on human capital development of SMEs in the implementation ERP project. Regarding practical implications, the framework identified in this research can help the manager of SMEs to increase the likelihood of successful implementation of ERP systems.

An empirical analysis of ERP implementation in a developing country: toward a generic framework

This paper uses empirical research to provide key insights into ERP implementation in a developing country – the United Arab Emirates (UAE). UAE organisations are questioned through a cross-sectional survey about ERP applications in use, perceived barriers, critical success factors and benefits of ERP implementation. Based on the empirical analysis and discussion of the research result, a generic framework involving system adaptation, functional integration, information value and strategic justification is developed for successful implementation of ERP systems.

Organisational factors for successful implementation of ERP systems

Given the substantial investments of time, money and other resources, as well as the technical and organisational risks involved, it is important to understand what is needed to ensure a successful ERP implementation. In this study, we identified the critical success factors for ERP implementations from the relevant literature, categorised them into a sound theoretical framework and linked them to ERP success outcomes. We also provided empirical evidence from two companies that have recently implemented ERP systems. We utilised the theories of business process change, process change management and the literature on information systems success.

Understanding the critical factors effect user satisfaction and impact of ERP through innovation of diffusion theory

In the past few years, the benefits of ERP systems have appealed not only to large firms but also to small- and medium-sized firms. The samples come from 504, the winners of outstanding award given by the Ministry of Economic Affairs (MOEA) in Taiwan, R.O.C. Valid questionnaires of this research have 130 copies and it has return of 26%. This study concludes three main results by implementing ERP system: user participation and observability have strong significance on user satisfaction; user satisfaction has strong significance on individual performance; individual performance has been evaluated as positive significance on organisational performance. On the whole, most of the hypotheses were supported through EQS statistical analysis. We believe that the successful implementation of ERP system within firms will play a significant role and be associated with the competitive advantages in innovative age. Implications of these results for practice and research are provided.

Artificial Neural Network Modeling in Forecasting a Successful Implementation of ERP Systems

Artificial Neural Network Modeling in Forecasting a Successful Implementation of ERP Systems

Successful implementation of ERP systems: a case study of an international automotive manufacturer

Given the substantial investments of time, money and other resources, as well as the technical and organisational risks involved it is imperative to understand the factors that facilitate/inhibit the success of ERP implementations. Using a case study methodology grounded in business process change theory, this paper attempts to identify the critical factors that account for the success of ERP implementation at an international automobile manufacturer. Understanding such effects will enable managers to be more proactive and better prepared for ERP implementation.

Risk management as a strategic issue for the implementation of ERP systems: a case study from the oil industry

The introduction of complicated and expensive Enterprise Resource Planning Systems (ERP) in companies operating in the process industry has become a strategic issue. The success of Information Technology (IT) implementation projects is dependent upon technological issues (software and hardware), the design of new efficient processes and the utilisation of human resources that will participate in new processes using the new IT solution. Risk management can be an important component of strategy helping in the identification and control of project-related risks. The methodology presented in this paper proposes a structured risk management approach for the successful implementation of ERP systems. The application of the proposed methodology is demonstrated within a case study concerning a European company operating in the petroleum sector. The conclusion drawn by the study is that the risk management strategic approach is of significant importance when the best outcome from the implementation of an ERP project in industry needs to be obtained.

Nurturing clients’ trust to encourage engagement success during the customization of ERP systems

Customization is a crucial, lengthy, and costly aspect in the successful implementation of ERP systems, and has, accordingly, become a major specialty of many vendors and consulting companies. This study examines how such companies can increase their clients’ perception of engagement success through increased client trust that is brought about through responsive and dependable customization. Survey data from ERP customization clients show that, as hypothesized, clients’ trust influenced their perception of engagement success with the company. The data also show that clients’ trust in the customization company was increased when the company behaved in accordance with client expectations by being responsive, and decreased when the company behaved in a manner that contradicted these expectations by not being dependable. Responses to an open-ended question addendum attached to the survey corroborated the importance of responsiveness and dependability. Implications for customization companies and research on trust are discussed.

Risks and Controls in the Implementation of ERP Systems

The implementation of ERP systems has been problematic for many organizations. Given the many reports of substantial failures, the implementation of packaged ERP software and associated changes in business processes has proved not to be an easy task. As many organizations have discovered, the implementation of ERP systems can be a monumental disaster unless the process is handled carefully. The aim of this study is to identify the risks and controls used in ERP implementations, with the objective to understand the ways in which organizations can minimize the business risks involved. By controlling and minimizing the major business risks in the first instance, the scene can be set for the successful implementation of an ERP system. The study was motivated by the significance, for both the research and practice communities, of understanding the risks and controls critical for the successful implementation of ERP systems. Following the development of a model of risks and controls, a field study of an ERP system implementation project in an organization was conducted to provide a limited test of the model. The results from the field study provided support for risks and controls identified in the literature. The results also identified several controls not mentioned in the reviewed literature. The study lays the foundation for further research into the risk/control framework so important for the success of the implementations of ERP systems.

Organizational Key Success Factors for Implementing SCM/ERP Systems to Support Decision Making

This paper reports the findings of on-going research into SCM/ERP systems implementation issues and discusses the role of DSS in ERP and SCM environments. A part of the research consists of reviewing several reported cases of ERP systems implementations in SCM environments. The meta-analysis of all these cases revealed, firstly, that decision support provided by ERP is questionable. Secondly, it was found that the critical factors for successful implementation of ERP systems fall into two main categories: technological and organizational. However, the organizational, cultural and human aspects of the implementation process seem to be more important than the technological ones as far as the successful implementation of SCM/ERP systems is concerned.