ERP implementation

Although Enterprise System (ES) implementation (formerly Enterprise Resource Planning systems) literature is extremely broad, most of it takes the perspective of the implementing organisation and its employees, i.e., project managers, key users and users. The fact that it is both possible and popular to conduct such a complicated, time-consuming and expensive project using functional consultants is largely omitted. This study explores the Enterprise System implementation project from the perspective of the functional consultants and is based on the analysis of project documentation and interviews. The research questions answered by this study include the consultants’ requirements from other project participants, which help them to accomplish the goals of each project phase, to complete the activities performed in each project phase, and to deliver the products that are requested of them.

The implementation of enterprise resource planning (ERP) systems is nowadays a key issue for companies. The problems that can appear during their integration, which is always a difficult task, are nowadays better identified, even if their origins are often multiple and complex. This study focuses on the integration of the human resource characteristics in business processes, which is a key issue for the ERP adoption and optimisation phases. In that purpose, it is suggested to better adapt business processes to human actors by explicitly taking into account concepts like the role, competence and knowledge of human resources. It is shown on a practical case-the implementation of PeopleSoft TM in a university-how these concepts may optimise ERP implementations by better identifying the requirements and possibilities of the workforce, with the final goal of increasing the efficiency and acceptability of the system to be implemented.

For the last decade or so, the biggest category of the IT investment has unarguably been Enterprise Resource Planning (ERP). Most of the bigger corporations in the developed countries have implemented ERP systems with an aim to achieving competitive edge in their respective business areas. Now that the top end of the ERP market has been saturated, the main interest has moved to non-commercial sectors such as universities and small and medium-sized enterprises (SMEs). These organisations have not been able to benefit directly from the ERP revolution because an ERP implementation requires huge resources and entails high risks.

Business Process Reengineering (BPR) has been witnessed. This evolution reflects both the increasing maturity of information technology and also the business outlook of firms seeking to use IT for competitive advantage. In this paper we argue that system development is now entering a new phase of maturity with the advent of Enterprise Resource Planning (ERP) software packages.

Enterprise resource planning (ERP) systems are highly complex information systems. The implementation of these systems is a difficult and high cost proposition that places tremendous demands on corporate time and resources. Many ERP implementations have been classified as failures because they did not achieve predetermined corporate goals. This article identifies success factors, software selection steps, and implementation procedures critical to a successful implementation. A case study of a largely successful ERP implementation is presented and discussed in terms of these key factors.

The enterprise resource planning (ERP) solutions that gained acceptance in industries world over as they represent a proven, comprehensive, software backbone for achieving excellence in key business areas, have moved forward today to higher levels of innovation and technologies. The management of procurement, manufacturing, product development, finance, sales and service with various ERP modules together with complexities of operations across corporate boundaries and intense global competition have all resulted in a continuing erp discourse developed in relation to both theory and practice. This paper aims to contribute an empirical study and explore the vital process of production planning in a customized erp environment. In doing so, it takes a qualitative methodology in the form of the case of a Nordic (Northern European) log house manufacturing company. The favourable ERP implementation in the company tends to justify the customizing of applications at early phase instead of ado...

Organizational factors have long been suspected to have the greatest influence on individual and group behavior in the workplace, although there is little research on their influence in mining workplaces. In addition, there is little research on the influence of organizational factors on residual risk management in the mining industry. Consequently, a Systematic Literature Review (SLR) is needed in order to explore and understand this gap. This paper is a protocol developed using guidance from the Preferred Reporting Items for Systematic Review and Meta-Analysis Protocols (PRISMA-P) 2015 to update a previous systematic review on a similar topic. The SLR protocol provides information related to the three sections (Administrative Information, Introduction and Methods) suggested by the PRISMA-P 2015. Eligibility criteria is divided into inclusion and exclusion criteria, which also provides the scope of the review. The search strategy will involve identifying studies published between 1...

In the lead up to large-scale change bought about by enterprise system implementations, there are multiple complex influences at play that impact perceptions that the organisation might not be ready for the change effort. These influences manifest in uncertainty, ambiguity in roles and responsibilities and in many cases, information overload. Organisational change management (OCM) is often considered to be one of the most important success factors for enterprise system implementations and has even be referred to as a critical success factor. In this paper a definition of OCM will be proposed and outcomes of an investigation into the effectiveness of integrating OCM when implementing enterprise resource planning projects will be discussed. For the purposes of this investigation large scale enterprise resource planning systems were chosen as the software of choice to study. These systems by virtue of their complexity and implementation costs often cause long reaching impacts on the organization. Often to the point where organizations can wait for long periods of time to obtain any real benefit realisation. In this study 208 European organisations responded to a survey. Findings in brief indicated that experts who applied CM in their projects evaluated their projects as more successful than projects without CM.

Purpose – Enterprise resource planning (ERP) systems if successfully implemented bring about competitive advantages. On the other hand, project failure could, in an extreme case, cause an organisation to go out of business. Mapped against existing literature on ERP critical success factors, this paper examines environmental factors that impacted on the adoption of ERP by The Oman Telecommunication Company (Omantel).

During the last years some researchers have studied the topic of critical success factors in ERP implementations, out of which 'training' is cited as one of the most ones. Up to this moment, there is not enough research on the management and operationalization of critical success factors within ERP implementation projects. This technical research report proposes a framework for monitoring and evaluating training in ERP implementation projects. In order to develop a set of metrics for such monitoring and evaluating tasks, we have used the Goals/Questions/Metrics (GQM) approach. The GQM approach is a mechanism for defining and interpreting operational, measurable goals. Because of its intuitive nature the approach has gained widespread appeal. As a result, we propose a GQM preliminary plan with different metrics to monitor, control and evaluate training while implementing an ERP system. We also propose a three dimensional framework to interpret the metrics defined.

In this paper, the authors contrast complex thinking and reductionism in organizational transformation processes, focusing on enterprise resource planning (ERP) systems. ERP has been promoted as a management panacea, and has resulted in immense investments by companies around the globe. Not surprisingly, many implementations fail to match expectations. For those dealing with organizational change, the ERP phenomenon may sound uncomfortably familiar: change theorists and practitioners have witnessed the coming and going of management panaceas for quite some time. This study presents an exploratory survey of 28 implementation experiences and discusses reductionism in the realm of ERP implementations. It is argued that by applying complex thinking we may open new avenues to explain these processes.

This paper presents an extension to the technology acceptance model (TAM) and empirically examines it in an enterprise resource planning (ERP) implementation environment. The study evaluated the impact of one belief construct (shared beliefs in the benefits of a technology) and two widely recognized technology implementation success factors (training and communication) on the perceived usefulness and perceived ease of use during technology implementation. Shared beliefs refer to the beliefs that organizational participants share with their peers and superiors on the benefits of the ERP system. Using data gathered from the implementation of an ERP system, we showed that both training and project communication influence the shared beliefs that users form about the benefits of the technology and that the shared beliefs influence the perceived usefulness and ease of use of the technology. Thus, we provided empirical and theoretical support for the use of managerial interventions, such a...

This paper considers the impact of ERP implementations upon the role of management accountants, upon management accounting in general, and upon business processes. It does so in the context of the perceived success of the ERP implementation. A postal questionnaire was circulated to almost 700 management accountants working in large UK-based organisations. It finds that under successful ERP implementations, management accountants have time for other, less mundane activities and their role becomes more enriching. In contrast, when the implementation is unsuccessful, the role of the management accountant increases: the ERP system deficiencies require increased activity on their part without any noticeable reduction in the tasks they traditionally perform.

... This led to a larger nation-wide research project that aimed at identifying the next ... The purpose of this paper is to establish a research framework for the IMERAS project. ... Second intellectual resistance, this has to do with the employees not understanding the integration within the ...

It is generally accepted that user adoption and user engagement are key critical success factors for ERP business value realization. However, a majority of ERP implementations take a qualitative approach for managing user adoption and user engagement. A qualitative approach focuses on data that is subjective, interpretive and exploratory. Let's see how successful this passive approach has been in the past. According to a 2014 survey from Panorama Consulting Solutions of 192 businesses, 66 percent of respondents reported receiving 50 percent or less measurable benefits from their ERP implementation, and less than 40 percent were satisfied with the rate of user adoption. In the US, a recent study estimates that over half of all Accounting, ERP, and CRM implementations fail to meet their objectives. In Europe, the corresponding statistic is 70%-80 %! An oldie but goodie is what was learned from the 1999 Hershey's ERP failure (user adoption). A recurring theme from the ERP failures listed above is a lack of actively tracking and managing user adoption and user engagement. Traditional approaches of End User Testing (EUT), Just-In-Time (JIT) training and user surveys are insufficient for a reliable, effective user adoption and engagement process. In the following sections, we will discuss practical steps that you can take to better quantify user adoption and user engagement. User Adoption vs. User Engagement The first step to take in implementing a measured and repeatable approach is to understand the difference between user adoption and user engagement. User adoption is when users adopt a system that works to fill a specific need. User engagement measures how effectively a system is utilized. A user can adopt an ERP solution but yet the user is not making the most of the ERP functionality available. In my humble opinion, I believe that we in the ERP industry too often try to broadly address these specific areas with qualitative surveys which are translated into quantitative data with some level of bias. Don't get me wrong, using surveys and statistics as a tool to provide some high level of quantification of qualified user feedback. The problem occurs when user surveys are the ONLY method we use to manage user adoption and user engagement. Surveys were necessary in what I call the 1 st generation of ERP given that the technology and availability of user data was not a primary objective for ERP vendors. However, now that we are in the 2 nd generation of ERP, user data is more available for consumption. We in the ERP industry have to leverage this new capability in addition to conventional means. What data should we go after to highlight user adoption and user engagement? Consider the following illustration as a starting point.

This paper examines the impact of the duration of ERP implementation on firm performance both during and after implementation. Organizations choose either an accelerated implementation approach or a traditional (longer) implementation approach. The former approach gives the organization the advantage of speed, but the disadvantage of fitting its processes to that of a packaged (thus, undifferentiated from competitors) ERP. The latter approach allows the organization to redesign strategy and processes, and thus, search for ways to be unique from its competition. The study uses a regression model to capture the changes in various performance measures during and after implementation between firms that implemented the ERP, using the performance measure of a matched group of firms that did not implement an ERP as a benchmark/ control sample, on the basis of the duration of the implementation. Financial data from Compustat, and data on start date and end date of ERP implementation between 1990 and 2005 for firms in the Oil and Gas industry was collected from an ERP vendor. Results show that measures such as return on sales improved after implementation. However, measures such as inventory turnover, which reflect operational benefits, improve during implementation. We find that accelerated implementation confers both operational and strategic benefits. This study highlights the strategic consequences of the different choices of implementation.

Previous studies have estimated the failure rate of Enterprise Resource Planning (ERP) implementations to be between 40 to 60%. This high failure rate also extends to ERP adoption by Small to Medium-sized Enterprises (SMEs) in developing countries. The failure rate is concerning since SMEs contribute to the development of many nations. It is known that the quality of a business case has a profound effect on the outcome of an investment. Hence, stronger business cases would increase the success of IT implementations. Yet, there is a lack of research or guidance for SME on preparing business cases. As a first step in addressing this concern, this study aimed to integrate various business case elements from the academic literature, distilling a set of considerations which SMEs adopting ERP systems can use to develop realistic business cases. The study uses a general inductive approach to analyse the academic literature as a secondary data source. The review looks at the broad area of IT business cases reviewing in more detail ERP business cases at one side of the spectrum and SME IT business cases on the other extreme. The final result is a description and a summary of categorised business case considerations for SMEs adopting an ERP system. The practical contribution of the paper is that SMEs adopting ERP systems may use the proposed framework to build realistic business cases, thereby increasing their chances of implementing ERP systems successfully. Secondly, the study lays a foundation for further research on business case considerations for SMEs adopting ERP systems and the subsequent confirmation of the proposed framework to support the development of better business cases.

Many sources speak to the symptoms that result in ERP implementation failure but few speak to the root cause of these failures.  The root cause has more to do with the wrong implementation strategy.  Today, the majority of ERP implementations follow a traditional, “build-from-scratch” approach that is not adequate for implementing packaged software like ERP.  What is required is an approach that addresses both the inherent advantages and challenges associated with ERP.  Following are principles to assist you in building the right ERP implementation strategy.

PurposeThe success rate of enterprise resource planning (ERP) implementations is not high in view of the sums invested by organisations in these applications. It has often been indicated that a combination of inadequate preparedness and inappropriate project management have been responsible for the low‐success rate of ERP implementations. The purpose of this paper is to present a case study of a successful ERP implementation.Design/methodology/approachIn this paper, the authors use a case study of a very successful roll out of an ERP application in the Irish subsidiary of a UK multinational to investigate the validity of one of the most commonly cited project management frameworks, the project management body of knowledge (PMBOK), to ERP projects. Discussing each category of the framework in turn, the case data to illustrate where the PMBOK framework is a good fit or needs refining for ERP projects is used.FindingsIt is found that, by and large, PMBOK, because it is a very broad fra...

Purpose-This study aims to examine organizational factors (i.e. top management support, training and education, enterprise-wide communication) that may influence the enterprise resource planning system implementation success in Iran. Design/methodology/approach-Empirical data were collected via a survey questionnaire. The questionnaires were distributed to selected managers of companies adopting ERP systems in Iran. Findings-The results indicate that the companies' top management must provide full support and commitment to the project if the system is to be successful. In addition, management must also ensure the plans are communicated and understood by the entire company. Finally it is also illustrated that adequate training and education pertaining to the systems must be given to all users to ensure that they are able to use the system effectively and efficiently thus contributing to their satisfaction which will subsequently influence the implementation success. Research limitations/implications-The ERP implementation success dimensions were measured using subjective and perceptual measures. This was due to the difficulty in securing the related factual data from the participating organizations. Practical implications-The findings may help companies planning to implement an ERP system to strategise their efforts and process to ensure successful implementation. Originality/value-This study examines how organizational factors, namely top management support, training and education as well as enterprise wide communication among ERP users, affect ERP implementation success in Iran.

Though several key enterprise resource planning (ERP) implementation factors, including top management commitment and support, change management, and consultantsÕ support haven been broadly discussed in literature, other factors such as leadership style and team cohesiveness have recently received more attention in technical project implementation [Thite M. Leadership styles in information technology projects. International Journal of Project Management 2000:18;235-41; Jiang JJ, Klein G, Chenoun-Gee H. The relative influence of IS project implementation policies and project leadership on eventual outcomes. Project Management Journal 2001;32(3):49-55]. The charismatic leadership style has often been adopted by organizational leaders, primarily in Asian countries including Taiwan. The present study, based upon the team leadership theory proposed by Zaccaro, Rittman, and Marks [The sociology of religion [Transl. Ephraim Fischoff]. Boston: Beacon Press; 1963], serves as an initial step towards understanding the impacts of charismatic leadership style on ERP implementation. Three-hundred companies listed in the ''Top 500 of The Largest Corporations in Taiwan 2001,'' that have implemented ERP systems, were surveyed.

ERP systems are considered to be mission-critical information systems in the current business environment. The adoption of ERP should not be hindered solely by the size of an organisation. The key aims of this paper are to elucidate the various strategies Enterprise Resource Planning (ERP) vendors have developed to encourage Small to Medium Enterprises (SME) to adopt their products. These strategies focus around solutions such as pre-configured solutions, implementation methodologies and hosting options. In order to meet this aim, this paper utilises two case studies as examples which demonstrate the experiences of companies who have utilised these strategic options. Based on the extant literature, the barriers to implementation of ERP systems in SMEs have also been discussed. Discussion about the implementation barriers is included to explain how organisations can prepare and plan for effective ERP system implementation.

Economic globalisation and internationalisation of operations are essential factors in integration of suppliers, partners and customers within and across national borders, the objective being to achieve integrated supply chains. In this effort, implementation of information technologies and systems such as enterprise resource planning (ERP) facilitate the desired level of integration. There are cases of successful and unsuccessful implementations. The principal reason for failure is often associated with poor management of the implementation process. This paper examines key dimensions of implementation of ERP system within a large manufacturing organisation and identifies core issues to confront in successful implementation of enterprise information system. A brief overview of the application of ERP system is also presented and in particular, ERP software package known as SAP R/3, which was the ERP software package selected by Rolls-Royce plc. The paper takes an in-depth look at the issues behind the process of ERP implementation via a case study methodology. It focuses on business and technical as well as cultural issues at the heart of the Rolls-Royce implementation. The case study also looks at the implementation time scales and assesses the benefits from the project both tangible and intangible.

Culture has a substantial and definite influence on organizations, organizational behavior, and the management of organizations. Taking the cultural differences into consideration is critical for a successful Enterprise Resource Planning (ERP) implementation. The literature indicates that the cultural differences cause difficulties in the implementation of Western ERP software programs in developing countries. In this research, by means of a questionnaire survey, we identified the most influential Critical Success Factors (CSFs) from each dimension of Hofstede cultural dimensions. Considering Iran's scores of Hofstede cultural dimensions, we can support ERP managers and consultants with guidelines on influential CSFs in areas of weak or undesirable cultural dimensions. The findings of our study reveal that Iran's highest ranked dimension, Uncertainty Avoidance, has the most influence on "clear and defined goals and objectives", "organizational support" and "minimal customization". Also Iran's second highest Hofstede ranking dimension, Power Distance, mostly affects "organizational culture", "top management support" and "organizational support". The other results and recommendation have brought in the end of this paper.

This paper describes the impact of Critical Success Factors (CSFs) across the stages of Enterprise Resource Planning (ERP) implementations using the responses from 86 organizations that completed or are in the process of completing an ERP implementation. Our results provide advice to management on how best to utilize their limited resources to choose those CSFs that are most likely to have an impact upon the implementation of the ERP system. 0-7695-

Enterprise resource planning (ERP) systems have emerged as the core of successful information management and the enterprise backbone of organizations. The difficulties of ERP implementations have been widely cited in the literature but research on the critical factors for initial and ongoing ERP implementation success is rare and fragmented. Through a comprehensive review of the literature, 11 factors were found to be critical to ERP implementation success ± ERP teamwork and composition; change management program and culture; top management support; business plan and vision; business process reengineering with minimum customization; project management; monitoring and evaluation of performance; effective communication; software development, testing and troubleshooting; project champion; appropriate business and IT legacy systems. The classification of these factors into the respective phases (chartering, project, shakedown, onward and upward) in Markus and Tanis' ERP life cycle model is presented and the importance of each factor is discussed.

This paper develops a theoretical framework and empirical formulation for describing and analyzing the information systems (IS) implementation process. Here, the sequential mapping of project events is integrated with the 'Exchange Relations' model of IS failure that identifies evolving recursive interactions. Three major IS implementation components are considered: the project organization, the information system and its supporters. Our model, referred to as process recursive interactive systems model (PRISM), demonstrates antecedent conditions, critical events and outcomes over the course of an IS implementation project lifecycle. It acts as a theoretical lens to make sense of the process where analysts may utilize PRISM in post-mortem analyses to diagnose the issues surrounding IS development and devise useful management strategies for any future system implementation. PRISM is formulated and illustrated within a structured case study of implementing an enterprise resource planning system (ERP) project. The contribution of the research is to enable formal analysis of critical incidents and their relations between preceding events and consequences which provide insights into potential project success or failure. It is believed that the findings will be of benefit to both academics and practitioners engaged in the complexities of ERP implementation. r

Business information system is an area of the greatest significance in any business enterprise today. Enterprise Resource Planning (ERP) projects are a growing segment of this vital area. These software systems are designed and installed by ERP vendors. Most current research on the subject concerns only managerial issues. This study is to probe the performance of ERP software in terms of the three crucial technical factors that determine the success or failure of a given ERP software. To probe these research issues, an exploratory case study was conducted with a survey and interview at a large organization with an ERP system. The statistical analysis of the collected data supports the three hypotheses of the study, leading to the conclusion that the crucial technical factors for ERP implementation are the same in literature and in the companies with successful ERP implementation. The future research study will involve other technical aspects of ERP implementation for enhancing its p...

in recent years ERP, as a comprehensive new system, has been used by many Malaysian companies. It has been successful in some and in some others it has failed. This article assesses 15 success factors and 8 failure factors in SME companies and tries to recognize the effective ones. The results show that the two most important failure factors in implementing ERP in Malaysian SMEs are 'poor planning or poor management ' and 'inappropriate training methods' and the most important success factors are ' Implementing team's teamwork and composition' and ' Effective training of users'. It could be conducted that team work is a key success factor in Malaysian SMEs and also training is of vital importance. As a result, by a sound investment and effective trainings we may guarantee the success of ERP in SMEs in Malaysia, failure to do so will lead to a defeat for ERP in Malaysian setting.

... into seven types: collaborative, interface, mobile, information/Internet, reactive, hybrid, and smart ... simultaneously in different departments: 1. In the inventory management department, coordination ... Proceedings of the Second International Conference on Autonomous Agents. ...

ERP implementation issues have been given much attention since two decades ago due to its low implementation success. Nearly 90 percent of ERP implementations are late or over budget and the success rate with ERP implementation is about 33%. In China, the success rate of implementing ERP systems is extremely low at 10% [28] which is much lower than that in West countries. This study attempts to study critical success factors affecting enterprise resource planning (ERP) systems implementation success in China with focus on both generic and unique factors. User satisfaction and White's ABCD classification method are used to judge whether an ERP system implementation is a success or a failure. Survey methodology and structural equation modeling technique of PLS-Graph are used to collect and analyze data. Discussions on the results of data analysis are made.

Organizations recognize the need to adopt Enterprise Resource Planning (ERP) in order to become more competitive, efficient, and productive, although the adoption and implementation of an ERP system is a costly and risky endeavor. Recently, cloud computing has become a viable and competitive means by which most organizations, especially Small and Medium-sized Enterprises (SMEs), can implement an ERP system in a short time frame and cost-effective way. Our research examines the feasibility of cloud-based ERP systems for SMEs through a case study. The case emphasizes the potential of cloud-based ERP systems for SMEs as well as some of the challenges and peculiarities involved in their efforts to obtain an affordable and versatile ERP system. Our findings can potentially guide SMEs to make well-informed decisions throughout their cloud-based ERP adoption process.

ERP implementation success is influenced by a large number of factors, which most of the times are difficult to measure objectively. Adequate Business Process Redesign (BPR) is one of the most cited critical success factors in ERP implementation projects, and one of the most critical ones for the their satisfactory outcome. This study attempts to define a set of metrics for monitoring BPR within ERP implementation projects by using the Goals/Questions/Metrics method. The results of this work are twofold. First, a literature review on the BPR topic as related with ERP implementation projects is presented. And second, a Goals/Questions/Metrics preliminary plan to monitor andcontrol BPR within ERP implementation projects is proposed.

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Enterprise Resource Planning (ERP) systems integrate information across an entire organization that
automate core activities such as finance/accounting, human resources, manufacturing, production and
supply chain management… etc. to facilitate an integrated centralized system and rapid decision making–
resulting in cost reduction, greater planning, and increased control. Many organizations are updating their
current management information systems with ERP systems. This is not a trivial task. They have to identify
the organization’s objectives and satisfy a myriad of stakeholders. They have to understand what business
processes they have, how they can be improved, and what particular systems would best suit their needs.
They have to understand how an ERP system is built; it involves the modification of an existing system with
its own set of business rules. Deciding what to ask for and how to select the best option is a very complex
operation and there is limited experience with this type of contracting in organizations. In this paper we
discuss a particular experience with contracting out an ERP system, provide some lessons learned, and
offer suggestions in how the RFP and bid selection processes could have been improved.

Implementing an Enterprise Resource Planning (ERP) system project is a difficult and high cost proposition as it places tremendous demands on organization's time and resources. The ERP implementation literature contains many case studies of organizations that have implemented ERP systems successfully. However, many organizations do not achieve success in their ERP implementation projects. Much has been written about implementation and the critical success factors for ERP implementation projects. But there very few studies have scientifically developed and tested constructs that represent critical success factors of ERP implementation projects. Based on a survey of 53 organizations in Australia, the results suggest that a 65 item instrument that measures seven dimensions of ERP implementation is well -validated. It is argued that model proposed in the paper is valuable to researchers and practitioners interested in implementing Enterprise Resource Planning systems.

ERP has attracted phenomenal interest in the recent years. Actually, an ERP System is considered as a backbone of most organizations across all the industries. It will usually cover all business functions on all management levels, supporting most or all functional areas in the daily operations of the enterprise, and it is considered as a source of competitive advantage for some organizations, if the system is set up at the right way. However, the chance of failure has always been high. Today, many companies fail to realize the full benefits of ERP systems due to their negligence of some aspects of management and implementation. Finally, the result is either the improvement of the performance or on the contrary a slowdown because of its powerful concept. To answer that we tried to do a literature review of “the implementation and management of ERP systems”. we have selected a certain number of papers of work published between 2010 and 2017 (1st September) . It seeks to define the gen...

This study aims to highlight on the effect of Enterprise Resource Planning System. Enterprise Resource Planning (ERP) system consists of different sets of software that are used to integrate the business functions in a company or organization. Given that these solutions provide an integrated solution to the needs of an organization, these systems are in high demand by all organizations. The full potential of these systems can only be realized only if they are successfully implemented. However, the implementation process is costly and time consuming, and thus requires careful planning and organization. If successfully implemented, ERP systems provide many benefits to those organizations that adopt them. On the other hand, if the implementation process is not successful, the venture can prove costly. By examining the existing literature on this topic, this paper focuses on how ERP systems can be successfully implemented in organization and the critical success factors. The information provided in this paper may be used to guide organizations in the implementation of ERP systems.

Chinese enterprise resource planning (ERP) vendors have been able to defend the challenge from global ERP leaders such as SAP and Oracle. This article seeks possible reasons for major international ERP vendors not being able to dominate the Chinese ERP market. Taking an ensemble view of technology, we conceptualize ERP systems as being embedded in complex social contexts, which heavily influence ERP implementation and use. Based on this conceptualization, we contend that a historical perspective and a social-cultural perspective can offer a rich understanding on ERP implementations in China. From the historical perspective, this paper describes China's ERP evolution and compares it with the ERP evolution in Western countries. From the social-cultural perspective, five cases in which foreign ERP vendors have failed in their Chinese implementations are presented and analyzed. Eight factors are identified which have contributed to ERP failure. Implications of the findings for future ERP implementations in China are discussed. r

The purpose of this paper is to discuss the segments and elements that influence on Enterprise Resource Planning (ERP) system implementation. The authors categorize the elements into four segmentations: functional capability, managerial capability, implementation capability and technology capability. The authors use the iterative triangulation methodology to establish this study. The proposed concept is then applied into a number of Malaysian SMEs to analyze their capability in ERP system adoption. By proposing these segments and elements influenced on ERP system implementation, the researcher expects that this concept will be valuable for giving the supplement in academic researches and also assist the practitioners in industry to implement ERP system successfully.

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Tugas 2  Pengertian Dan Fungsi Aplikasi Odoo
Mata Kuliah Enterprise Resource Planning (ERP)
Fakultas Ilmu Komputer, Universitas Subang.

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ERP has attracted phenomenal interest in the recent years. Actually, an ERP System is considered as a backbone of most organizations across all the industries. It will usually cover all business functions on all management levels, supporting most or all functional areas in the daily operations of the enterprise, and it is considered as a source of competitive advantage for some organizations, if the system is set up at the right way. However, the chance of failure has always been high. Today, many companies fail to realize the full benefits of ERP systems due to their negligence of some aspects of management and implementation. Finally, the result is either the improvement of the performance or on the contrary a slowdown because of its powerful concept. To answer that we tried to do a literature review of "the implementation and management of ERP systems". we have selected a certain number of papers of work published between 2010 and 2017 (1st September). It seeks to define the general topics, to address some issues related to implementation and management of ERP , and point out overall trends.

Enterprise resource planning (ERP) is an enterprise-wide information system designed to coordinate all the resources, information, and activities, it provides a unified enterprise view of the business for all functions and departments, and also an enterprise database for all business transaction, but despite all the benefits they are also seen as an expensive, profoundly complex, and notoriously difficult to implement because it is different from other IT systems. There are as many reasons for successful ERP implementations as there are for failed projects.It is really difficult to measure the success of a project of implementation because each organization can look at the success of ERP implementation differently. It is important for the organization to have as much information as possible before embarking an ERP project, and also respect some critical factor for the success of the project. Measuring and knowing the importance of each factor will help an organization to make the right decision, at the right moment. This survey examines and also tries to determine the necessary critical success factors (CSFs) in implementing Enterprise Resource Planning (ERP) systems and also try to examine the impact of this technology on the performance of the whole organization. We were able to identify six critical success factors by the survey. They are (1) Infrastructure, (2) Business process management, (3) Project management, (4) Project team, (5) Culture, communication, and change management, and (6) Training and education.