Wyniki wyszukiwania - Biblioteka Nauki

1

Critical success factors for ERP implementation – the perspective of implementation consultants

100%

Klesta R. N. , Sierszeń A.

Zeszyty Naukowe Politechniki Poznańskiej. Organizacja i Zarządzanie

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2024

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tom Nr 89

59--84

EN

ERP (Enterprise Resource Planning) systems are essential for the management of resources in enterprises functioning on the local as well as the global market. Yet, their implementation consumes considerable resources and frequently ends in failure. The goal of this article is to present an empirical assessment of the critical success factors for ERP implementation as defined in the literature, which was undertaken by experienced implementation consultants from multiple countries. A ranking of the importance of these factors will also be presented. First, a literature review around the critical success factors for ERP implementation was conducted. Next, using a survey, research was conducted among respondents working for an IT consulting company delivering ERP implementation services with subsidiaries in nine countries. The empirical study confirmed the significance of the critical success factors for ERP implementation as defined in the literature. It also pointed out differences in the perception of the importance of these factors between the employees of the companies where the system had been implemented and the experienced implementation consultants. It was found that the critical success factors as defined in the literature brought value to the industry practice, in the opinion of the respondents, thereby confirming that these should be taken into account when working on ERP system implementation. It was also demonstrated that in certain cases, the opinions of the consultants differed from the opinions of the employees of the organizations where an ERP system had been implemented.

PL

Systemy ERP (Enterprise Resource Planning) w wielu przedsiębiorstwach funkcjonujących zarówno na rynku rodzimym, jak i globalnym stanowią fundament zarządzania ich zasobami. Wdrożenia tych systemów pochłaniają jednak znaczne środki finansowe i często kończą się niepowodzeniem. Celem artykułu jest przedstawienie empirycznej oceny zdefiniowanych w literaturze krytycznych czynników sukcesu wdrożeń systemów ERP, dokonanej przez doświadczonych, pochodzących z wielu krajów konsultantów wdrożeniowych. Przedstawiony zostanie także ranking istotności tych czynników w opinii praktyków. W pierwszej kolejności przeprowadzono badania literaturowe w obszarze krytycznych czynników sukcesu wdrażania systemów ERP. Następnie przeprowadzono badanie ankietowe z użyciem ankiety internetowej wśród respondentów pracujących dla firmy konsultingowej IT, świadczącej usługi wdrażania systemów ERP, w jej oddziałach w dziewięciu krajach. Badanie empirycznie potwierdziło istotność zdefiniowanych w literaturze krytycznych czynników sukcesu wdrażania systemów ERP. Wykazało ono również różnice w postrzeganiu ich istotności przez pracowników organizacji, w których system był wdrażany, a doświadczonych konsultantów wdrożeniowych. Wskazano, że zdefiniowane w literaturze krytyczne czynniki sukcesu w opinii respondentów stanowią wartość z punktu widzenia praktyki gospodarczej. Potwierdzono też, że czynniki te powinny być brane pod uwagę przy pracy nad wdrożeniem systemu ERP. Wykazano też, że w niektórych przypadkach opinia konsultantów różni się od opinii pracowników organizacji, w których wdrożono system ERP.

2

Analysis of processing accounting information with a focus on satisfaction with present accounting software products

94%

Horák J.

Nauki o Finansach

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2013

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nr 2 (15)

83-96

EN

Nowadays it is very important for a business entity to succeed in the competitive environment. Business enterprises look for ways to significantly and radically improve the efficiency of their corporate processes in order to facilitate the reduction of costs below the maximum level while at the same time maintaining the required quality of products and services. One of the ways to potentially reduce company costs is to implement the enterprise information system into the company environment. To become successful companies cannot simply rely upon their information system only, believing that the system implementation will improve their production efficiency. If core processes and their management are not working, no information system will lead a company to success.

3

Selection Process of ERP Systems

83%

Molnár B. , Szabó G. , Benczúr A.

Business Systems Research Journal

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2013

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tom 4

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nr 1

36-48

EN

Background: The application and introduction of ERP systems have become a central issue for management and operation of enterprises. The competition on market enforces the improvement and optimization of business processes of enterprises to increase their efficiency, effectiveness, and to manage better the resources outside the company. The primary task of ERP systems is to achieve the before-mentioned objectives. Objective: The selection of a particular ERP system has a decisive effect on the future operation and profitability of the enterprise. The qualitative correlation between the size of enterprises, market position, etc. and the applied selection criteria for ERP systems should be analysed as to whether which criteria are used at multinational enterprises or at SMEs. Methods/Approach: Our research is grounded in a literature review and case studies of everyday practice related to the introduction, implementation and roll-out of ERP systems. Results: The dominant critical success factor of ERP introduction seems to be “ERP software suitability”, “Information quality”, “ERP vendor quality”. Conclusion: The set of criteria on one hand shows strong correlation with non-functional requirements codified in standards, and on the other hand with usual functional requirements for ERP systems.

4

The Country-specific Organizational and Information Architecture of ERP Systems at Globalised Enterprises

59%

Molnár B.

Business Systems Research Journal

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2011

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tom 2

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nr 2

39-50

EN

The competition on the market forces companies to adapt to the changing environment. Most recently, the economic and financial crisis has been accelerating the alteration of both business and IT models of enterprises. The forces of globalization and internationalization motivate the restructuring of business processes and consequently IT processes. To depict the changes in a unified framework, we need the concept of Enterprise Architecture as a theoretical approach that deals with various tiers, aspects and views of business processes and different layers of application, software and hardware systems. The paper outlines a wide-range theoretical background for analyzing the re-engineering and re-organization of ERP systems at international or transnational companies in the middle-sized EU member states. The research carried out up to now has unravelled the typical structural changes, the models for internal business networks and their modification that reflect the centralization, decentralization and hybrid approaches. Based on the results obtained recently, a future research program has been drawn up to deepen our understanding of the trends within the world of ERP systems.

5

Selection and Implementation of ERP Systems: A Comparison of SAP implementation between BIH and Turkey

59%

Findik S. , Kusakci A. , Findik F. , Kusakci S.

South East European Journal of Economics and Business

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2012

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tom 7

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nr 1

19-28

EN

In this research, the selection and implementation of ERP Systems will be discussed. The ERP concept, the selection process, and the importance of selecting a certain ERP solution for the companies will also be dealt with. However, implementation of ERP software brings not only benefits, but also incurs costs. After the literature review of ERP implementation strategies, a survey is reviewed that was conducted among several large and mid-size companies that adopted SAP, one of the major ERP solutions, in their businesses in Bosnia and Herzegovina and Turkey. The focus of the survey will be on different aspects of SAP implementation, such as struggles that have been faced during its implementation and its benefits following implementation. In the final section, a comparison is made between Turkish and Bosnian companies. While the study indicates some differences in implementation strategies and major benefits, similarities between the two countries are more pronounced.

6

Post-implementation challenges of ERP adoption in apparel industry of developing country

48%

Saif A. N. M. , Rahman A. A. , Mostafa R.

LogForum

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2021

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tom Vol. 17, no. 4

519--529

EN

Background: In the current tenure of fourth industrial revolution (Industry 4.0), time has come to revisit the issues of post-implementation challenges of Enterprise Resource Planning (ERP) systems in the apparel industry of developing countries around the globe. This bibliometric review aims to identify the post-implementation challenges of ERP in apparel industry of a developing country. Methods and procedures: Total 4854 published papers during the period 2000-2021 from the databases of Scopus and ScienceDirect were scanned to identify the relevant 52 publications using PRISMA flow diagram. Full bibliometric information was synthesized to create term co-occurrence network map using VOSviewer1.6.16. Later, cross-mapping the bibliometric terms from the meta-analyses with the six in-depth qualitative interviews conducted in a developing country, authors established themes through three levels of association. Results: Results of this study have portrayed three themes; technical, operational, and human. Apparel industry of developing country faces technical, operational, and human challenges at the post-implementation phase of ERP adoption. Conclusions: Technical, operational, and human are the major categories of challenges that need to be addressed to sustain the ERP implementation for developing countries. So, practitioners at the industry level, consultants, policymakers in the apparel industry, IT experts along with other knowledge workers should pay attention to these issues to build ERP systems more stable. Finally, the qualitative paper ends with the direction for further research in this specific field of enterprise information systems.