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A framework of ERP system evaluation of project driven enterprise: a case study

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Warianty tytułu
Języki publikacji
EN
Abstrakty
EN
Nowadays enterprise resource planning (ERP) systems are worldwide a standard solution implemented in a great number of manufacturing companies worldwide. The implementation of an ERP system is performed to integrate business processes, allocate company’s resources efficiently and provide important data for decision support. Implementing an ERP system is expensive and time-consuming. Therefore a great number of research activities are focused on key success factors of ERP implementations. But what does a successful implementation of ERP system mean? If an ERP project was completed according to the schedule, the budget was not exceeded and the scope was realized, it means that the implementation was successful? Implementation of an ERP system is a long-term undertaking, and not only a short-term project that is finished just after the system installation. Especially for a project driven enterprise that realizes engineer-to-order production, the evaluation should encompass a long period of time. In the article a methodology based on ERP data analysis and end users’ satisfaction is proposed. This research is based on a real data, extracted from ERP system of a polish company that realizes prototyping production in the area of machine tools construction.
Rocznik
Strony
93--102
Opis fizyczny
Bibliogr. 17 poz., fig., tab.
Twórcy
autor
  • University of Zielona Gora, Department of Mechanical Engineering , Institute of Computer Science and Production Management, Podgorna 50, 65-246 Zielona Góra
  • University of Zielona Gora, Department of Mechanical Engineering , Institute of Computer Science and Production Management, Podgorna 50, 65-246 Zielona Góra
autor
  • University of Zielona Gora, Department of Mechanical Engineering , Institute of Computer Science and Production Management, Podgorna 50, 65-246 Zielona Góra
Bibliografia
  • [1] KUMAR K., HILLEGERSBERG J.V.: ERP Experiences and Evolution, Communications of the ACM, Vol. 43, No. 4, April 2000, pp. 23-26.
  • [2] LEE S., ARIF A., HALPIN W.D.: Simulation modeling by enterprise resource planning implementation in medium sized corporation, First International Conference on Construction in the 21st Century (CITC-2002), Miami, FL, 2002, pp. 663–670.
  • [3] YANG J. B., WU CH. T., TSAI CH. H.: Selection of an ERP system for a construction firm in Taiwan: A case study, Automation in Construction, Vol. 16, 2007, pp. 787–796.
  • [4] NG C. S. P., GABLE G. G., CHAN T.: An ERP-client benefit-oriented maintenance taxonomy, The Journal of Systems and Software, Vol. 64, 2002, pp. 87–109.
  • [5] HONG K., KIM Y.: The critical success factors for ERP implementation: an organizational fit perspective, Information and Management, Vol. 40, 2002, pp. 25-40.
  • [6] BOTTA-GENOULAZ V., MILLET P.-A., GRABOT B.: A survey on the recent research literature on ERP systems, Computers in Industry, Vol. 56, 2005, pp. 510–522.
  • [7] MOTWANI J., R., SUBRAMANIAN, P. GOPALAKRIS: Critical factors for successful ERP implementation: Exploratory findings from four case studies, Computers in Industry, Vol. 56, 2005, pp. 529–544.
  • [8] MABERT V., SONI A., VENKATARAMANAN M.: The impact of organization size on ERP implementations in the US manufacturing sector, Omega The International Journal of Management Science, Vol. 31, 2003, pp. 235–246.
  • [9] MABERT V., SONI A., VENKATARAMANAN M.: Enterprise Resource Planning: Managing the implementation process, European Journal of Operational Research, 2003, Vol. 146, pp. 302-314.
  • [10] AL-MASHARI M., AL-MUDIMIGH A., M. ZAIRI: ERP: A taxonomy of critical factors, European Journal of Operational Research, Vol. 146, 2003, pp. 352-364.
  • [11] BASOGLU N., DAIM T., KERIMOGLU O.: Organizational adoption of enterprise resource planning systems: A conceptual framework, Journal of High Technology Management Research Vol. 18, 2007, pp. 73–97.
  • [12] WEI CH., WANG M. J.: A comprehensive framework for selecting an ERP system, International Journal of Project Management, 2004, Vol. 22, pp. 161–169.
  • [13] NICOLAOU A. I., BHATTACHARYA S.: Organizational performance effects of ERP systems usage: The impact of post-implementation changes, International Journal of Accounting Information Systems Vol. 7, 2006, pp. 18– 35.
  • [14] HENDRICKS K. B., SINGHAL V. R., STRATMAN J. K.: The impact of enterprise systems on corporate performance: A study of ERP, SCM, and CRM system implementations, Journal of Operations Management, Vol. 25, 2007 pp. 65–82.
  • [15] FLYVBJERG B.: Five misunderstandings about case study research, qualitative inquiry, Vol. 12, no. 2, April 2006, pp. 219-245.
  • [16] SCHOLZ R. W., TIETJE O.: Embedded case study methods. Integrating quantitative and qualitative knowledge., Sage Publications. Thousand Oaks, 2002, ISBN 0761919465
  • [17] YIN R.K.: Case study research: design and methods 3rd edition, Sage Publications, Thousand Oaks, 2003, CA.
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-b31ce4d0-88d4-49fd-bf94-938a95cb80b6
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