This dissertation has been submitted by a student. This is not an example of the work written by our professional dissertation writers.
Enterprise resource planning (ERP) systems are the most ambitious, sophisticated use of information technology (IT) by businesses to date. Managers must compare the massive investments of resources and time to be committed to an ERP implementation against the significant benefits that may be derived from ERP systems in an environment in which traditional capital budgeting decision-making models may not be appropriate.
The purpose of this study is to determine if ERP implementations have brought about significant changes on large industries in India, by answering questions other studies have not answered. This study is motivated both by an appreciation of the magnitude of a company's decision to invest in an ERP system and by the fact that other research to date contains limitations of scope or method that may reduce the reliability of reported results. Accordingly, this study examines success factors of ERP implementations.
The results of this research are significantly more reliable than results of other studies because this research examines whether the ERP systems yield substantial benefits to the firms that adopt them, and that the adoption risks do not exceed the expected value, although there is some evidence (from analysis of financial leverage) that suggests that firms do definitely perceive ERP projects to be risky. There also appears to be an optimal level of functional integration in ERP with benefits declining at some level, consistent with diseconomies of scope for very large implementations, as one would typically expect.
Information systems exist in most peoples working lives. It is now generally accepted that the information system world is one where human, social and organizational factors are as important as the technological (Avison et al. 2001).The business environment is changing dramatically and in order to stay competitive in the market, organizations must improve their business practices and procedures. Organizations within all departments and functions upgrade their capability to generate and communicate accurate and timely information. During the last decades, enterprises have focused on Information Technology (IT) and implemented various applications to automate their business processes. These applications were not developed in a coordinated way but have evolved as a result of the latest technological innovations. As a result various integration problems were caused because the applications could not co-operate and disparate IT solutions could not bind together (Thermistocleous and Irani, 2000).
Prior to the concept of ERP systems, departments within an organization (for example, the human resources (HR) department, the payroll department, and the financials department) would have their own computer systems. The HR computer system would typically contain information on the department, reporting structure, and personal details of employees. The payroll department would typically calculate and store paycheck information. The financials department would typically store financial transactions for the organization. Each system would have to rely on a set of common data to communicate with each other. For the HRIS to send salary information to the payroll system, an employee number would need to be assigned and remain static between the two systems to accurately identify an employee. The financials system was not interested in the employee-level data, but only in the payouts made by the payroll systems, such as the tax payments to various authorities, payments for employee benefits to providers, and so on. This provided complications. For instance, a person could not be paid in the payroll system without an employee number. But later ERP software, among other things, combined the data of formerly separate applications. This made the worry of keeping numbers in synchronization across multiple systems disappears. It standardized and reduced the number of software specialties required within larger organizations (Slater, 1999).
1.2 Evolution of ERP
The evolution of ERP systems was after the spectacular developments in the field of computer hardware and software systems. In 1960s many organizations designed, developed and implemented centralized computing systems, which were almost like automating their inventory control systems using inventory packages (IC). These were legacy system based on their programming languages such as COBOL, ALGOL and FORTRAN. Material requirement planning (MRP) systems were developed in 1970s, which involves many planning the product or parts requirements according to the master production schedule (Okrent & Vokurka, 2004).
Following this system a new software system called manufacturing resource planning (MRP II) was introduced in 1980s with an emphasis on optimizing manufacturing process by synchronizing the materials with production requirements. Areas like shop floor and distribution management, human resource, finance, project management and engineering comes under MRP II (Okrent & Vokurka, 2004).
ERP systems first appeared in late 1980s and in the beginning of 1990s with the power of enterprise wide inter-functional co-ordination and integration. Based on the technological foundations of MRP and MRP II, ERP systems integrate business processes including manufacturing, accounting, human resource, distribution, financial, project management, service and maintenance, transportation, accessibility, visibility and consistency across the enterprise (Okrent & Vokurka, 2004).
During 1990s ERP vendors added more modules and functions as added advantage to the core modules giving birth to the ‘'Extended ERP''. These ERP extensions include advanced planning and scheduling (APS), e-business solution such as costumer relationship management (CRM) and supply chain management (SCM) (Okrent & Vokurka, 2004).
1.3 About ERP systems
During the 1990's, Enterprise Resource Planning (ERP) systems was introduced as “integrated suites” that included a wide range of software products supporting day-to-day business operations and decision-making. ERP serves many industries and numerous functional areas in an integrated fashion, attempting to automate operations from supply chain management, inventory control, manufacturing scheduling and production, sales support, customer relationship management, financial and cost accounting, human resources and almost any other data oriented management process. ERP systems have become increasingly prevalent over the last 10 years. Enterprise resource planning (ERP) systems are the most ambitious, sophisticated use of information technology (IT) by businesses to date. Managers must compare the massive investments of resources and time to be committed to an ERP implementation against the significant benefits that may be derived from ERP systems in an environment in which traditional capital budgeting decision-making models may not be appropriate. The license/maintenance revenue of ERP market was $17.2 billion dollars in 1998, it is expected to be $24.3 billion dollars in 2000, and ERP systems have been implemented in over 60% of multi-national firms. This market also cuts across industries - for example, two of the world's best-known software companies, IBM and Microsoft, now run most of their business on software neither of them makes, the SAP R/3 ERP package made by SAP AG (O'Leary, 2000).
The appeal of the ERP systems is clear. While most organizations typically had software systems that performed much of the component functions of ERP, the standardized and integrated ERP software environment provides a degree of interoperable that was difficult and expensive to achieve with stand alone, custom-built systems. For example, when a salesperson enters an order in the field, the transaction can immediately flow through to other functional areas both within and external to the firm. The order might trigger an immediate change in production plans, inventory stock levels or employees' schedules, or lead to the automated generation of invoices and credit evaluations for the customer and purchase orders from suppliers. In addition to process automation, the ability of ERP systems to disseminate timely and accurate information also enables improved managerial and worker decision-making. Managers can make decisions based on current data, while individual workers can have greater access to information, enabling increasing delegation of authority for production decisions as well as improved communications to customers (O'Leary, 2000).
1.4 Model layer of ERP
A Global Business Process Model is created which represents the whole ERP software product. This model is layered in 3 deeper levels.
- The first level is the System Configuration Level, which scopes on high-level option on the entire system. Option definition is therefore static: once a high-level option of the ERP system is chosen to be used within the organization, the choice cannot be made changed.
- One level deeper is the Object Level, which scopes on single data objects. The option on this level is more dynamic.
The lowest level is the Occurrence level, which analyses single process occurrences. Because this level elaborates on object parameters, the option is very dynamic, meaning that options can easily be altered (Garg and venkitakrishnan, 2006).
1.5 Case study
We systematically study the productivity and business performance effects of ERP using a unique dataset on firms that have purchased licenses for the SAP R/3 system, the most widely adopted ERP package. In the last 30 years, SAP has become the global leader in business software, serving more than 38,000 customers worldwide, including organizations of every size and type. Along the way, SAP has accumulated a unique knowledge base of best practices in more than 25 industries. The SAP tradition of leadership continues with a new generation of ERP software that gives the company unprecedented speed and flexibility to improve your bottom line by improving your enterprise resource planning (Web-1). Our goal is to better understand the economics of ERP implementations specifically, and more broadly, contribute to the understanding of the benefits of large-scale Industries in India.
The author has tried to find out the success of ERP (Enterprise Resource Planning) implementation and the return on investment depends, among other factors, on the active project management team. This success and return on investment is very important to the organization since implementation cost is very high and the resulting Information Technology platform needs to supply significantly to the organization's business strategy and survival. Since competitors are likely to be implementing ERP solutions at the same time, there is the added advantage to gain a benefit, a boundary. How is this achieved?
According to the research the organizations that have successfully implemented the ERP systems are gathering the benefits of having integrating working environment, standardized process and operational benefits. There have been many disgusting stories of improper ERP implementation because of which many companies have become bankrupt and in many cases organizations have decided to discard the ERP implementation projects. Not all ERP implementations have been successful. Majority of these studies have used case studies to conclude their findings and very few have used the experiential study of the ERP implementation process and its success.
The difficulties and high failure rate in implementing ERP systems have been widely cited in the literature (Davenport, 1998), but research on critical success factors in ERP implementation is rare and sectioned. Till now, only a few organizations have done a little to imagine the important predictors for initial and ongoing ERP implementation success (Brown and Vessey, 1999). This research is an effort to achieve that. It identifies the critical success factors in ERP implementation, categorizes them into the respective phases in the ERP life cycle model and discusses the importance of these factors in ERP implementation (Markus and Tanis, 2000).
1.6 Aims and objectives:
This research is an attempt to broaden the ERP implementation research by defining the theoretical areas built and operational measures specific to ERP implementation and success measure to advance ERP research.
The main aim of this research is to study and analyze the impact of implementing ERP solutions on large industries in India.
The objective of this dissertation is to:
- Study about the Enterprise Resource Planning (ERP) systems and their business aspects.
- Analysing the implementation process of ERP systems and their Life cycle.
- Analysing the success and failure factors of the implementation of ERP systems.
- Analysing the pre and post implementation strategies involved in an ERP project.
- Understanding the effect of implementing ERP solutions on Indian large industries.
- Understanding the success factors of the ERP implementation by doing the case study on SAP (Systems, Applications and Products).
This dissertation explains the importance of ERP implementation within an organization, primarily within the large industries and explains the issues related with the usability and the user's opinion on an implemented ERP system. The research project discussed in this dissertation is derived from an implemented ERP system on large industries in Bangalore. The author has chosen SAP as his case study as the SAP provides the world's best integrated solutions for the organizations. The system examined in this dissertation is the SAP implementation and the selected users for this system are the large industries in Bangalore like Bharath Heavy Electricals Limited (BHEL), Karnataka State Road Transport Commission (KSRTC), Repcol, etc.
1.7 Layout of the dissertation
Chapter 2 Literature Review - This chapter explores the literature that is relevant to the research questions on Enterprise Resource Planning systems and their implementation, Life cycle, Success factors, failure factors, the business aspects of ERP and as well as ERP solutions provided by SAP and its significance. This chapter mainly focuses on eleven critical success factors of ERP systems. This chapter will form the bases for the argument presented in proceeding chapters.
Chapter 3 Research Approach - This chapter discusses the overall review of the research approach and methods that will guide this research. This chapter also discusses about the techniques for data analysis including triangulation.
Chapter 4 Research Site - In this chapter, the site of the study and how the research was carried out (data collection) is discussed in detail. This chapter also provides the analysis of the data which was collected and an overall conclusion of the analyzed data. The particular component of the ERP system is studied and the problems being encountered.
Chapter 5 Conclusion and recommendations - This chapter outlines the conclusion of the research with the recommendations and the suggestions for future research.
According to Garg and venkitakrishnan (2006), business environment has changed more in the last five years than it was before. Enterprises are continuously trying to improve themselves in the areas quality, time to market, costumer satisfaction, performance and profitability. The Enterprise Resource Planning (ERP) software fulfils all these needs.
2.1 Definition of ERP
Enterprise resource planning has been in defined in many ways as cited by Brown (2006) they are as follows
- Sets of business software which allows an organization for complete management of operations.(Al-Mashari, et al., 2003)
- A software infrastructure fixed with “best practices,” respectively best ways to do business based on common business practices or academic theory. (Bernroider & Koch, 2001)
- An organization-wide Information System that tightly combines all aspects of a business. It promises one database, one application, and a unified interface across the entire enterprise. (Bingi, Sharma, & Godla, 1999)
- Highly integrated enterprise-wide software package that computerize core business processes such as finance, human resources, manufacturing, and supply and distribution. (Holland & Light, 1999)
- A packaged business software system that enables a company to manage the efficient and effective use of resources by providing a total, integrated solution for the organization's information-processing needs. (Nah, Lau, & Kuang, 2001)
- Business software that combines information across the organization. This integration removes inconsistencies and enables the organization to attain consolidated reports. (Shakir, 2000 cited by Brown, 2006)
- A combination of business management practice and technology, where Information Technology integrates and automates many of the business practices associated with the core business processes, operations, or production aspects of a company to achieve specific business objectives. (Web-8:www.sap.com)
2.2 Features of ERP systems
According to Garg and venkitakrishnan (2006) ERP system needs have the following features:
- Modular design comprising many distinct business modules such as distribution, accounting, manufacturing, financial, etc.
- Use centralized common database management system (DBMS)
- The modules are integrated and provide seamless data flow among the modules, increasing operational transparency through standard interface.
- They are generally complex systems involving high cost.
- They are flexible and offer best business practices.
- They are time-consuming and configuration setups for integrating with the company's business information.
- The modules work in real time with online and batch processing capabilities.
- They will soon be internet enabled (Garg and venkitakrishnan, 2006).
Different ERP vendors provide ERP systems with some degree of speciality but the core modules are almost the same for all of them. Some of the core ERP modules are Human resource management, Transportation management, Manufacturing management, Accounting management, financial management, Production management, Sales and distribution management, Costumer relation management, Supply chain management and E-Business. The modules of an ERP system can either work as stand alone units or several modules can be combined together to form an integrated system. The systems are usually designed to operate under several operating platforms. SAP AG, the largest ERP vendor provides a number of modules with its famous R/3 ERP system. New modules are introduced by SAP and other vendors in response to the market and technological demand such as the internet technology (Garg and venkitakrishnan, 2006).
Koch et al. (1999) also discusses three common approaches to ERP systems implementation in organisations. As the number of modules being implemented increases, there is a shift from a big-bang to a phased approach.
- Big bang - This approach enables organizations to cast off all their legacy systems at once and implement a single ERP system across the entire organization. This is the most ambitious and difficult of approaches to ERP implementation (Koch et al., 1999).
- Franchise Strategy - This strategy, also referred to in literature as ‘phased implementation', suits large or diverse companies that don't share many common processes across business units. Independent ERP systems are installed in each unit, while linking common processes (Koch et al., 1999). This is the most common way of implementing ERP and it allows the systems to link together only to share the information necessary for the corporation to get a performance big picture across all the business units. “Usually these implementations begin with a demonstration or “pilot” installation in a particularly open-minded and patient business unit where the core business of the corporation will not be disrupted if something goes wrong” (Koch et al. 1999 cited by Jenine, 2001).
- Slam-dunk - With this approach, ERP dictates the process design and the focus is on just a few key business processes. This implementation strategy is most appropriate for smaller organizations (Koch et al., 1999).
ERP systems are usually highly complex, expensive, and difficult to implement. Besides the traditional MRP functionality, ERP systems include applications for many other functional areas such as Customer Relationship Management, Sales and Marketing processes, Human Resources, Accounting and Finance, Supply Chain Management, and Operational and Logistical Management. Many ERP vendors are offering some or all of these functions as options within their offering. Organizations can usually pick and choose between modules, implementing only those which are applicable to their situation (Al-Mashari et al., 2000 cited by Brown, 2006).
2.4 Functions of ERP
This software tries to combine all departments and functions across a company onto a single computer system that can serve each different department's particular needs (Koch et al. 1999). ERP systems are nothing more than generic representations of the way a typical company which does business (Koch et al. 1999 cited by Jenine, 2001).
ERP is software, which collects data from various key business processes and stores in a single comprehensive data repository where they can be used by other parts of the business. Many organizations are now using ERP systems to solve their problems. ERP improves organizational co-ordination, efficiency and decision-making. It is a kind of software, which helps managers to find out the most and the least profitable jobs. This in turn, helps managers to eliminate the most unprofitable jobs (Zygmont, 1998). Pp 89-91.
ERP's allow computerising the tasks involved in performing a business process so it is important that implementers start with a clear expression of the business problems being addressed (Slater 1999 cited by Jenine, 2001).
The most common reason that companies walk away from multimillion dollar ERP projects is that they discover that the software does not support one of their important business processes (Koch et al. 1999).
Not only do the business functions need to be identified, the more delicate issues such as the company's corporate culture and management style must be examined to enable a holistic view of the implementation (Slater 1999).
ERP systems stress the importance of accountability, responsibility and communication within an organisation. They focus on optimizing the way things are done internally rather than with customers, suppliers or partners (Koch et al. 1999 cited by Jenine, 2001).
It is said that ERP is the best expression of the inseparability of business and information technology (Gupta, 2000). ERP systems highlight one specific theme: integration of all organisational processes and this has attracted many organizations to adopt ERPs in recent year (Sia, et.al. 2002 cited by Thavapragasam, 2003).
According to Gupta (2000) ERP allows companies to integrate departmental information and for many users, an ERP is a “does it all” system that performs everything from entry of sales orders to customer service. Moreover, an ERP-system enables companies to integrate data used throughout the whole organization and holds operation and logistic, procurement, sales and marketing, human resource and financial modules (Wassenaar, et al., 2002 cited by Thavapragasam, 2003).
ERPs are often known as off the shelf IT solutions that will enable organizations to achieve faster cycle fastens, reduces cost, and improved customer service (Sia, et al., 2002 cited by Thavapragasam, 2003).
Wassenaar, et al. (2002) continues to suggest that ERP-system implementation implies a much stronger organizational change that normal information system development. Problems associated with software implementations are neither new nor specific to enterprise resource planning (ERP) systems.
2.5 Impact of implementation
There is a small but growing literature on the impact of ERP systems; the majority of these studies are interviews, cases studies or a collection of case studies and industry surveys (Davenport, 1998).
McAfee (1999) studied the impact of ERP systems on self-reported company performance based on a survey of Indian implementers of SAP R/3 packages. Participating companies reported substantial performance improvement in several areas as a result of their ERP implementation, including their ability to provide information to customers, cycle times, and on-time completion rates.
ERPs are designed to help manage organizational resources in an integrated manner. The primary benefits that are expected to result from their implementation are closely related to the level of integration that is promoted across functions in an enterprise. The professional literature has been proactive in determining the types of benefits that companies might anticipate from their ERP systems and to what extent organizations had actually attained those benefits on a post-implementation basis. Expectations for improved business performance after adoption may result from both operational and strategic benefits (Irving 1999; Jenson and Johnson 1999 cited by Nicolaou, 2004).
In the Benchmarking Partners study (1998), respondent companies anticipated both tangible and intangible benefits. The most significant intangible benefits related to internal integration, improved information and processes, and improved customer service, while tangible benefits related to cost efficiencies in inventory, personnel, procurement and the time needed to close books, as well as improvements in productivity, cash/order management, and overall profitability. In assessing the extent to which they had actually attained those benefits, however, on a post-implementation basis, it was evident that they were not able to improve profitability or lower personnel, inventories, or system maintenance costs as much as they had hoped. On the other hand, respondents noted better-than-expected results in overall productivity and in order-management cycle time, as well as procurement, on-time delivery, and the ability to close financial cycles (cited by Nicolaou, 2004).
Likewise, in the Conference Board study (Peterson et al. 2001 cited by Nicolaou, 2004), responding companies reported anticipating similar types of tangible and intangible benefits, although it was evident that the realization of those benefits required more time than expected.
Where as Gattiker and Goodhue (2000) group the literature of ERP benefits into four categories:
- Improve information flow across sub-units, standardization and integration facilitates communication and better coordination;
- Enabling centralization of administrative activities such as account payable and payroll;
- Reduce IS maintenance costs and increase the ability to deploy new IS functionality;
- ERP may be instrumental in moving a firm away from inefficient business processes and toward accepted best of practice processes.
The above studies on the impact of ERP systems suggest that there are potentially substantial benefits for firms that successfully implemented ERP systems (Ragowsky and Somers, 2000). We note here the significance of ERP impact has started to attract more attention from the organizations (Sarkis and Gunasekaran, 2001 cited by Hitt et. al, 2001).
Limitations of ERP systems have also been widely documented; as identified below.
- ERP's can have a negative impact on the work practices and culture of an organization (Gefen, 2000)
- There is a need for extensive technical support prior to its actual use (Gefen, 2000).
- The need for competent consulting staff to extensively customize the ERP to increase the acceptance of a new system (Gefen 2000).
- “Lack of feature-function fit” between the company's needs and the packages available (Markus and Tanis 2000).
- It takes an average of 8 months after the new system is installed to see any benefits (Koch et al. 1999).
- The Total Cost of Ownership (TCO) of ERP, as identified by the Meta Group, includes hardware, software, professional services and internal staff costs. TCO is averaged at $15 million per system (Koch et al., 1999).
2.6 ERP lifecycle
The ERP life cycle is comprised of four phases namely analysis, installation, final preparation and go live (Robey, Ross and Boudreau, 2000). An integrative, theoretical framework was introduced which we call “integrated ERP implementation,” which is comprised of a set of theoretically important constructs. This framework has been developed based on the project life cycle approach, in which the ERP implementation project goes through different stages before it goes live.
There are number of factors that affect the ERP implementation process are termed in this study as implementation critical success factors. Upon the completion of ERP implementation project, performance is measured by a mix of outcomes (Robey, Ross and Boudreau, 2000).
Since the models are unpredictable, they cannot be measured directly, multi-item scales, each composed of a set of individual items, were needed to obtain indirect measures of each construct (Robey, Ross and Boudreau, 2000).
- Implementation planning- It is the first phase of ERP implementation in which initial implementation plan is prepared, team members are selected (which could be new or roll over from the acquisition team), project scope and initial objectives are defined. In this phase as well the implementation strategies and outcomes are identified as well.
- Installation- It is the second phase of Implementation process, activities such as hardware and network is installed according to the requirements of ERP system, configuration of ERP is conducted, system customization is performed and change management plan is executed.
- Final Preparation- In this phase data from legacy system is imported to the new system, data is converted and system testing is performed. Moreover, the users are trained on the system.
- Go Live- Going Live is the point in time in the ERP implementation, when the system is first used for actual production. In this phase, ERP system goes lives, progress is monitored and user feedback is reviewed (Robey, Ross and Boudreau, 2000).
2.7 Critical Factors of ERP implementation success
This section discusses the 11 factors that are critical to ERP implementation success (cited by Kuang, 2001).
- ERP teamwork and composition
ERP teamwork and composition is important throughout the ERP life cycle. The ERP team should consist of the best people in the organization (Bingi et al., 1999; Rosario, 2000; Wee, 2000).
Building a cross-functional team is also critical. The team should have a mix of consultants and internal staff so the internal staff can develop the necessary technical skills for design and implementation (Sumner, 1999). Both business and technical knowledge are essential for success (Bingi et al., 1999; Sumner, 1999).
The ERP project should be their top and only priority and their workload should be manageable. Team members need to be assigned full time to the implementation. As far as possible, the team should be located together at an assigned location to facilitate working together (Wee, 2000).
The team should be given compensation and incentives for successfully implementing the system on time and within the assigned budget (Wee, 2000). The team should be familiar with the business functions and products so they know what needs to be done to support major business processes (Rosario, 2000).
The sharing of information within the company, particularly between the implementation partners, and between partnering companies is vital and requires partnership trust (Stefanou, 1999). Partnerships should be managed with regularly scheduled meetings. Incentives and risk-sharing agreements will aid in working together to achieve a similar goal (Wee, 2000).
- Top management support
Top management support is needed throughout the implementation. The project must receive approval from top management (Bingi, 1999; Sumner, 1999) and align with strategic business goals (Sumner, 1999). This can be achieved by tying management bonuses to project success (Wee, 2000).
Top management needs to publicly and explicitly identify the project as a top priority (Wee, 2000). Senior management must be committed with its own involvement and willingness to allocate valuable resources to the implementation effort (Holland et al., 1999). This involves providing the needed people for the implementation and giving appropriate amount of time to get the job done (Roberts and Barrar, 1992 cited by Kuang, 2001).
Managers should legalize new goals and objectives. A shared vision of the organization and the role of the new system and structures should be communicated to employees. New organizational structures, roles and responsibilities should be established and approved. Policies should be set by top management to establish new systems in the company. In times of conflict, managers should mediate between parties (Roberts and Barrar, 1992).
- Business plan and vision
Additionally, a clear business plan and vision to steer the direction of the project is needed throughout the ERP life cycle (Buckhout et al., 1999). A business plan that outlines proposed strategic and tangible benefits, resources, costs, risks and timeline is critical (Wee, 2000). This will help keep focus on business benefits. There should be a clear business model of how the organization should operate behind the implementation effort (Holland et al., 1999).
There should be a justification for the investment based on a problem and the change tied directly to the direction of the company (Falkowski et al., 1998). Project mission should be related to business needs and should be clearly stated (Roberts and Barrar, 1992). Goals and benefits should be identified and tracked (Holland et al., 1999). The business plan would make work easier and impact on work (Rosario, 2000 cited by Kuang, 2001).
- Effective communication
Effective communication is critical to ERP implementation. Expectations at every level need to be communicated. Management of communication, education and expectations are critical throughout the organization (Wee, 2000). User input should be managed in acquiring their requirements, comments, reactions and approval (Rosario, 2000).
Communication includes the formal promotion of project teams and the advertisement of project progress to the rest of the organization (Holland et al., 1999). Middle managers need to communicate its importance (Wee, 2000). Employees should be told in advance the scope, objectives, activities and updates, and admit change will occur (Sumner, 1999).
- Project management
Good project management is essential. An individual or group of people should be given responsibility to drive success in project management (Rosario, 2000). First, scope should be established (Rosario, 2000; Holland et al., 1999) and controlled (Rosario, 2000).
The scope must be clearly defined and be limited. This includes the amount of the systems implemented, involvement of business units, and amount of business process reengineering needed. Any proposed changes should be evaluated against business benefits and, as far as possible, implemented at a later phase (Sumner, 1999; Wee, 2000). Additionally, scope expansion requests need to be assessed in terms of the additional time and cost of proposed changes (Sumner, 1999).
Then the project must be formally defined in terms of its milestones (Holland et al., 1999). The critical paths of the project should be determined. Timeliness of project and the forcing of timely decisions should be managed (Rosario, 2000). Deadlines should be met to help stay within the schedule and budget and to maintain credibility (Wee, 2000).
Project management should be disciplined with coordinated training and active human resource department involvement (Falkowski et al., 1998). Additionally, there should be planning of well-defined tasks and accurate estimation of required effort. The escalation of issues and conflicts should be managed (Rosario, 2000).
Delivering early measures of success is important (Wee, 2000). Rapid, successive and contained deliverables are critical. A focus on results and constant tracking of schedules and budgets against targets are also important (Wee, 2000).
- Project champion
Project sponsor commitment is critical to drive consensus and to oversee the entire life cycle of implementation (Rosario, 2000). Someone should be placed in charge and the project leader should ``champion'' the project throughout the organization (Sumner, 1999).
There should be a high level executive sponsor who has the power to set goals and legitimize change (Falkowski et al., 1998).
Sumner (1999) states that a business leader should be take care of a business perspective. Transformational leadership is critical to success as well. The leader must continually strive to resolve conflicts and manage resistance.
- Appropriate business and legacy systems
Appropriate business and legacy systems are important in the initial chartering phase of the project. According to Roberts and Barrar (1992), a stable and successful business setting is essential. Business and IT systems involving existing business processes, organization structure, culture, and information technology affect success. It determines the IT and organizational change required for success (Holland et al., 1999). Roberts and Barrar also argue that success in other business areas is necessary for successful MRPII implementations.
- Change management program and culture
Change management is important, starting at the project phase and continuing throughout the entire life cycle. Enterprise wide culture and structure change should be managed (Falkowski et al., 1998), which include people, organization and culture change (Rosario, 2000).
A culture with shared values and common aims is conducive to success. Organizations should have a strong corporate identity that is open to change. An emphasis on quality, a strong computing ability, and a strong willingness to accept new technology would aid in implementation efforts. Management should also have a strong commitment to use the system for achieving business aims (Roberts and Barrar, 1992 cited by Kuang, 2001).
Users must be trained, and concerns must be addressed through regular communication, working with change agents, leveraging corporate culture and identifying job aids for different users (Rosario, 2000).
As part of the change management efforts, users should be involved in design and implementation of business processes and the ERP system, and formal education and training should be provided to help them do so (Bingi et al., 1999; Holland et al., 1999).
Education should be a priority from the beginning of the project, and money and time should be spent on various forms of education and training (Roberts and Barrar, 1992).
Training, skill and professional development of the IT workforce is critical. User training should be emphasized, with heavy investment in training and skill of developers in software design and methodology (Sumner, 1999).
Employees need training to understand how the system will change business processes. There should be extra training and on-site support for staff as well as managers during implementation. A support organization (e.g. help desk, online user manual) is also critical to meet users' needs after installation (Wee, 2000).
- Business process Re-engineering and minimum customization
The most important factor that comes soon after ERP life cycle is Business process re-engineering. Technological advances, such as corporate intranets, shared databases, faster computers, etc. greatly aided in the ability of organizations to reengineer their processes. The basic concept was for organizations to examine their business processes to determine where problems might be with the process. Once a process was detailed and the problems defined, the process could be redesigned, or reengineered, to help alleviate the problems. This reengineering effort gave us the concept of Business Process Reengineering (BPR). It is inevitable that business processes are moulded to fit the new system (Bingi et al., 1999). Aligning the business process to the software implementation is critical (Holland et al., 1999; Sumner, 1999 cited by Kuang, 2001).
Organizations should be willing to change the business to fit the software with minimal customization (Holland et al., 1999; Roberts and Barrar, 1992). Software should not be modified, as far as possible (Sumner, 1999).
Modifications should be avoided to reduce errors and to take advantage of newer versions and releases (Rosario, 2000). Process modelling tools help aid customizing business processes without changing software code (Holland et al., 1999).
Broad reengineering should begin before choosing a system. In conjunction with configuration, a large amount of reengineering should take place iteratively to take advantage of improvements from the new system. Then when the system is in use reengineering should be carried out with new ideas (Wee, 2000).
Quality of business process review and redesign is important (Rosario, 2000). In choosing the package, vendor support and the number of previous implementers should be taken into account (Roberts and Barrar, 1992 cited by Kuang, 2001).
- Software development, testing and troubleshooting
Software development, testing and troubleshooting is essential, beginning in the project phase. The overall ERP architecture should be established before deployment, taking into account the most important requirements of the implementation. This prevents reconfiguration at every stage of implementation (Wee, 2000).
There is a choice to be made on the level of functionality and approach to link the system to legacy systems. In addition, to best meet business needs, companies may integrate other specialized software products with the ERP suite. Interfaces for commercial software applications or legacy systems may need to be developed in-house if they are not available in the market (Bingi et al., 1999).
Troubleshooting errors is critical (Holland et al., 1999). The organization implementing ERP should work well with vendors and consultants to resolve software problems. Quick response, patience, perseverance, problem solving and fire fighting capabilities are important (Rosario, 2000). Vigorous and sophisticated software testing eases implementation (Rosario, 2000).
Scheer and Habermann (2000) indicate that modelling methods, architecture and tools are critical. Requirements definition can be created and system requirements definition can be documented. There should be a plan for migrating and cleaning up data (Rosario, 2000). Proper tools and techniques and skill to use those tools will aid in ERP success (Rosario, 2000 cited by Kuang, 2001).
- Monitoring and evaluation of performance
Finally, monitoring and evaluation come into play at the shakedown phase. Milestones and targets are important to keep track of progress. Achievements should be measured against project goals. The progress of the project should be monitored actively through set milestones and targets (Holland et al., 1999).
Two criteria may be used Project management based criteria should be used to measure against completion dates, costs and quality. Then operational criteria should be used to measure against the production system. Monitoring and feedback include the exchange of information between the project team members and analysis of user feedback (Holland et al., 1999).
There should be an early proof of success to manage uncertainty (Rosario, 2000). Reporting should be emphasized with custom report development, report generator use and user training in reporting applications (Sumner, 1999).
Management needs information on the effect of ERP on business performance. Reports or processes for assessing data need to be designed. These reports should be produced based on established metrics. It must include effective measurable project goals that meet business needs and are reasonable. Additionally, performance should be tied to compensation (Falkowski et al., 1998 cited by Kuang, 2001).
2.8 Failure factors
The theme of ERP implementation failures has been a major topic of discussion and only one in three ERP initiatives was considered a success (Thavapragasam, 2003). Many ERP implementations fail for a variety of reasons, leading to a popular stream of academic research to attempt to explain why implementations fail and what needs to be done to prevent or reduce future failures. There are many research articles discussing the success and failure factors associated with ERP implementations (Mandal & Gunasekaran, 2003).
We also have several case studies and best practices studies which give us additional insight into how to proceed with an implementation to improve chances of success (Kumar, Maheshwari, & Kumar, 2002).
The reasons for the ERP failures definitely raise questions regarding ERP systems functionality, usability, adaptability, user satisfaction and even return on investment, which all organisations succeed for.
According to Ranganathan and Samarah (2001), the reported failures of ERP systems by companies such as FoxMeyer Drugs, Applied Materials, Hershey, Mobil Europe, and Dow Chemicals have questioned the very viability of ERP systems.
The risks involved in an ERP implementation are quite large, but the benefits continue to overtake organizations to migrate to an ERP system. Take Hershey Corp. for instance. After spending $112 million and an initial profit loss of 19%, they struggled through the implementation and now have a successful system which aided in a recent revenue increase of more than 12%, a $100 million increase (Weiss & Songini, 2000).
In addition, they have also started to realize benefits associated with the simplicity of upgrading an ERP system. Once the system is installed, upgrades can be very easy with very little impact, as long as the initial configuration did not require changes to the core code of the ERP system. These benefits, along with the disadvantages should be examined closely before any decision is made about making the plunge into an ERP implementation (Weiss & Songini, 2002).
Davenport (1999, pp171-174) explains that organizations are using ERP systems in many ways like some fast growing companies use ERP systems to inject more discipline in the organization. They want the ERP system to exert more on management control and impose more-uniform process on freewheeling and highly entrepreneurial cultures. Where as some other companies have the opposite goal. They want to use ERP to break down hierarchical structures, freeing their people to be more innovative and more flexible. Some multinational corporations use ERP to introduce more consistent operating practices across their geographically dispersed units.
Different companies will reach different decisions about the right balance between the commonality and variability. But those organizations that stress their own enterprise and not the system will gain the greatest benefits (Davenport, 1999, p-175).
It is true that failure rate among business process reengineering (BPR) and ERP is very high because it requires extensive organizational change like replacing old technologies and legacy systems which is very tough to do because it is deeply rooted in some companies (Lloyd, Dewar, and pooley, 1999).
Many studies indicate that 70% of the ERP projects fail to deliver the promised benefits because they fail to fully implement or meet the goals of their users even after 3 years of their work (Hammer and Stanton, 1995; Gillooly, 1998).
2.9 From Industry choice to positioning:
Choosing is a complex endeavour, the manager should choose at a broad generic level between the following strategies:
- Positioning the ERP and the implementation to meet the specialised standards of one segment,
- Positioning add-on products and services to meet the needs of several other segments and
- Positioning the ERP to provide general appeal across many segments (Garg and Venkateshan, 2006, p-117).
A model based on organizational information processing theory has been developed to explain the costs and benefits of ERP impact. They argue that some successfully transformed firms would enjoy these ERP benefits; however, others might not be able to benefit from such ERP implementation due to firm and site-specific differences (Gattiker and Goodhue, 2000).
Most of the industries choose SAP for building their ERP solutions and Business Process Reengineering (BPR) because SAP is the world's leading business software solution and e-business platform. SAP solutions are integrated, configurable, open and scalable. They work for all types of business, supporting and streamlining. SAP provides solution both for complex or relatively simple business process (Marchand et al, eds., 2000, pp52, 106-123, 148 and 298).
2.10 ERP solutions provided by SAP
The first ERP system was developed by two German engineers who founded SAP in the early 1970s (Okrent & Vokurka, 2004).
SAP has become the world's largest inter-enterprise software company and the world's third-largest independent software provider overall (Web-8: www.sap.com).
Since the foundation of SAP and the introduction of ERP, growth of ERP systems has been dramatic with many vendors offering ERP systems. Some of the major ERP vendors include: SAP, Oracle, and PeopleSoft (Okrent & Vokurka, 2004).
According to Davenport (1999, pp168-169), SAP solution gives the business a backbone for all the departments such as financials, manufacturing, sales, distribution and human resources. It offers the ultimate tools to enable it to play an active role within the e-business world. Investment in SAP is protected over the long term. Each initial SAP solution can be tailored to the current needs of your business, the foundation is laid for the system to be adapted and extended in line with its development through time.
SAP solutions are of 4 different types:
- SAP Business One
- mySAP All-in-One
- mySAP ERP.
- mySAP Business Suite
As shown in the figure, ABAP R/2 was the standard software that was used as the mainframe architecture. With respect to the advancing technology and the business requirement, R/3 Basis was invented which was the 3-tier Client/Server, this was found out for the integrated business processes. Now finally for the adaptive businesses SAP has invented web services like SAP NetWeaver, mySAP Business Suite and SAP xApps that are for the enterprise service architecture (Web-1)
2.10.1 SAP Business One:
SAP Business One is software, which provides integrated solution mainly for the small and mid-size market organisation. These provide the solutions for organisations that are straightforward and companies that have less number of business processes. SAP Business One offers standards, which meets the needs of the company. It helps even the smallest business to benefit from integrated operations and good relationship with third parties at low cost.
2.10.2 mySAP All-in-One:
mySAP All-in-One is a software which is again designed to small and middle market businesses but these are for sophisticated business processes which have ambitious development plans. Implementation has been increased due to pre-configured nature of the solution and the availability of templates designed for specific industries. Along with that the integral training environment of the system facilitates rapid user familiarisation in preparation for access to the productive system. This solution provides the key functions to support the business, human resources, supply chain management, financials and costumer relationship management along with a selection of e-business applications.
2.10.3 mySAP ERP:
mySAP ERP is the new generation of enterprise level software from SAP. 4.7 is the new release which is an updated version of 4.6c, this is the successor to the highly successful mySAP.com. Implementing the elements of mySAP ERP adds the benefits of functionality as the integrated tools. These helps the managers to access the areas of the business without the need of customised reports, including strategic enterprise management and finance, workforce and operations analytics. Corporate governance, financial supply chain management, employee relationship management and environmental health and safety has also been added recently to mySAP ERP recently (Web-4)
mySAP ERP is underpinned by Netweaver technology, and Web Application Server replaces BASIS. This is now SAP's entry-level global enterprise software solution, as release 4.7 is only available to existing SAP customers. Significant benefits include new efficiencies, greater integration, and lower total cost of ownership (TCO) and reduced time to return on investment (ROI).
2.10.4 mySAP Business Suite:
This is an updated version of my SAP ERP based on the same way on release 4.7 and underpinned by Netweaver, but it also includes many of the optional extras with all other SAP products. Hence it includes the solution for costumer relationship management (CRM), supply chain management (SCM), product lifecycle management (PLM), supplier relationship management (SRM), enterprise portal, business intelligence, mobile business and market place. This unbeatable combination makes MySAP Business Suite the most comprehensive ERP solution in the market place today. It is unlikely that this will be surpassed by any of SAP's rivals in the foreseeable future.
2.11 SAP solution for large industries:
In today's business climate, large enterprises are under pressure to address challenges posed by globalization, shrinking business cycles, heightened customer expectations, and demands for increased profitability. At the same time, they need the flexibility to respond to business change - without sacrificing profitability, transparency, and internal control. Given these challenges, the quality and efficiency of business processes can be the difference between success and failure. SAP software helps large enterprises in all industries improve customer relationships, enhance partner collaboration, and maximize efficiencies across their entire business operations (Web-6).
SAP for Industrial Machinery & Components (SAP for IM&C) helps your company integrate and streamline your enterprise, increase competitive advantage, and reduce costs. You can speed innovation and offer best-in-class after-sales service. SAP for IM&C - quick to implement with rapid payback - reflects SAP's 30 years of experience working with more than 1,700 customers in the IM&C industry.
From the above discussions the author has understood that ERP systems have been defined in many ways. In fact, there are probably as many definitions as there are articles and books about ERP. For the purposes of this study, ERP is an enterprise-wide combination of business management practice and technology, where Information Technology integrates and automates many of the business practices associated with the core business processes, operations, or production aspects of a company to achieve specific business objectives. It is a centralized system with a central database and application server, which all functional areas share.
Implementing an ERP requires the replacement of existing systems with the new system; there are many challenges for organizations. Users must learn to use the new system and may face bitterness about having to change. Organizations may have to restructure how they operate in order to fit into the rigid requirements of the ERP system. Business may be disrupted during the restructure or during the cutover from the old system to the new. All data migrating from the various legacy systems must be examined and normalized to reduce the possibility of data corruption or inconsistency.
The risks involved in an ERP implementation are quite large, but the benefits continue to overtake organizations to migrate to an ERP system. A total of 11 critical success factors for ERP implementation have been identified, It is interesting to observe the relative strength of the relationship between process stages and the implementation success.
The phases such as implementation planning and installation strongly influence the implementation success individually and they are found to be statistically significant. The success of ERP implementation (dependent variable) is measured in this study whether the implementation was completed within budget, within time, users were satisfied and users find it easy to use the system.
This definition is consistent with the definitions for success associated with all types of information system projects, recognizing that there is no single set of accepted measurement criteria for evaluating information system success. Success is dependent not only on the factors that influence the system implementation during the course of the implementation timeframe, but also activities that occur during the ERP implementation.
According to the research, the author has found out that even in India most of the organizations prefer SAP solutions in spite of the occurrence of other big bannered ERP providers like Oracle, Microsoft, etc. because SAP has become the world's largest inter-enterprise software company and the world's third-largest independent software provider overall. SAP solution gives the business a backbone for all the departments such as financials, manufacturing, sales, distribution and human resources.
It offers the ultimate tools to enable it to play an active role within the e-business world. Investment in SAP is protected over the long term. Each initial SAP solution can be tailored to the current needs of your business, the foundation is laid for the system to be adapted and extended in line with its development through time. Therefore most of the organizations choose SAP for their ERP solution.
This chapter highlights various methods that was used to collect information in order to meet the objectives as set in the introduction chapter of my dissertation. The most suitable approaches, strategies and methods for the project to achieve the purpose of research have been chosen. However, how to choose them as Saunders (2003) states that methodology, firstly the author must make sure what kind of research philosophy should be adopted. This chapter provides an overview about different research methodologies for conducting a research study and then, the survey was conducted.
3.2 Research Strategy
Choosing a research approach mainly depends on the researcher. There are basically two types in it; they are deductive and inductive approach. Deductive approach is making a hypothesis, which is a testable ratio between the relationship of 2 or more variables which are taken from the literature review and the main aim of the research. This refers to the collection of quantitative data which is less confusing, hard facts, with large measurements, scope of data manipulation with measurements, scope for data with statistical representation. In simple words it is testing theory. The collection of quantitative data cannot be done in this research as there are not many large industries in Bangalore which has implemented ERP systems in it. Inductive approach states the purpose to get a feel of what is going on, understand the nature of the problem, analyse the collected data and formulation of the theory. Here it mainly focuses on the production of a theory from the data, not generalised, deals with complexity, depth of understanding (Saunders et. al, 2000) and this has been done by conducting the Semi-structured interviews of the ERP implementers. The three main points in which quantitative data differs from qualitative data are: Quantitative data is based on meanings of derived from numbers, the collection results in numerical and standardised data and the analysis can be conducted by the use of diagrams and statistics (Saunders et. al, 2000). According to Saunders (2003), the strengths of quantitative method are; It helps to state the research problem in very specific and set terms, it helps to achieve high level of reliability of gathered data due to controlled observations, laboratory experiments, mass surveys and other form of research manipulations and it allows for longitudinal measures of subsequent performance of research subjects Some of these belong to deductive tradition, others to inductive approach. What really matters is not the label that has been attached to a strategy, but whether it is appropriate for the particular research and objectives. The research strategies used in this research are Survey and case study (Saunders et. al., 2003).
Reliability can be assessed by posing the following questions:
- Will the measures yield the same results on other occasions?
- Will similar observations be reached by other observers?
- Is there transparency in how sense was made from the raw data? (Easterby- Smith et al. 2002)
Reliability is one of the most critical elements in assessing the quality of the construct measures, and it is a necessary condition for scale validity. A statistically reliable scale provides consistent and stable measures of a construct. Composite reliability estimates are used to assess the inter-item reliability of the measures. Some items may be removed from the construct scales if their removal results in increases in the reliability estimate, however, care was taken to ensure that the content validity of the measures is not threatened by the removal of a key conceptual element (Robson, C. 2002).
According to Robson (2002) there are four threats to reliability:
- Participant bias
- Participant error
- Observer error
- Observer bias (Robson. C, 2002)
Validity is concerned with whether the findings are really what they appear to be about. The content validity of a questionnaire refers to the representative of item content domain. It is the manner by which the questionnaire and its items are built to ensure the reasonableness of the claim of content validity. The conceptualization of survey instrument constructs are based on preliminary literature review to form the initial items, the personal interviews with practitioners and experts used for scale purification suggest that the survey instrument has strong content validity. (Saunders et al. 2003) Validity is established by showing that the instrument measures the construct it is intended to measure. Construct validity is evaluated by performing correlation and factor analysis. High correlations considered to indicate construct validity.
Robson (2002) identified threats to validity as:
- Ambiguity about causal direction (Robson, 2002)
Generalisability is sometimes referred as external validity. The biggest threat a researcher can have in mind is the extent to which the research results are generalisable that is whether the findings may be equally applicable to other research settings. The threat increases in magnitude when the researcher conducts case study on a particular organization (Saunders 2003). But this has been overcome by the researcher by collecting the valid data from the genuine personalities.
3.3 Survey method
Survey approach is the most commonly used way of research in business and management studies. It is a strategy for the research and it includes methods like questionnaires, interviews and so on (Denscombe, 1998). The unique feature of the survey method is its combination of a commitment to a breadth of study, a focus on the picture at a given point in time, and a dependence on practical data.
3.3.1 Advantages of Survey Method:
- It has enabled the researcher to collect empirical data.
- The data collected by this method is structured and therefore it needs less analysis.
- It was an economical method
- It has enabled the researcher to frame generalizations depending on the size of the sample even though the sample size is very low. (Saunders et. al., 2003)
3.3.2 Disadvantages of Survey Method:
- Data may not be correct due to partiality opinions of the respondents.
- The results depend largely on the participant motivation (Marshall, 1997).
3.4 Case study method
Case study can be defined as a strategy for doing research which involves practical study of a particular existing fact with in its real life context using multiple sources of evidence (Robson, 2002 cited in Saunders et. al., 2003). Case study method helped the author in gaining rich understanding of the context of the research and the processes being enacted. Case study method was used while doing inductive research.
Some of the advantages of case study technique are; it helped the researcher in providing understanding and solutions to the problem, helped the researcher in understanding the context of the research process in a relevant manner, it has the ability to generate answers to the questions like ‘why?', ‘what?' and ‘how?' and the biggest advantage is that it enabled the researcher to challenge an existing theory and also provides a source of new hypotheses (Saunders et. al., 2003).
The author has used both Survey and Case study method in this research therefore this research can be called as Multi-method strategy. These approaches cannot exist in isolation and therefore it will be beneficial if we mix and match. This approach allows the researcher to take a broader, and often complimentary, view of the research problem and issue (Saunders et. al., 2000).
3.5 Collection of data
This part is the most important part in the research process because this part identifies the problem to be investigated and at the same time describes the research design and how it will be implemented to carry out the investigation. This section explains the researcher's sources of information on which this study is based (Saunders et. al., 2000). The sources are categorized into primary and secondary resources. While collecting the data the researcher has to keep in mind the issues of reliability and validity to get the right answer to the research problem.
3.5.1 Secondary Research Methods
This data is the data that has already been published and while using this data the researcher has to keep in mind about the validity and reliability of the sources where this data is published. The researcher should try and use the recently published data as it will be more applicable to the present day scenario. The level of detail in this data is less as compared to the primary data. Business researchers use other's experience and data, when these are available, as secondary data. The major advantage of is that secondary data can be obtained in a less expensive way than the primary data. In addition, secondary data can usually be obtained rapidly (Saunders et al. 2003).
In this report the researcher has used electronic journals, websites, books, business reports, newspapers and the research journals to collect the relevant material. And this secondary data has been used to analyze the findings from the findings from the primary research.
3.5.2 Primary Research Methods
A qualitative approach, as opposed to a quantitative approach, is used to collect and represent the research data. Morgan and Smircich (1980) suggest that qualitative research is an approach to research rather than a set of techniques. They believe that the appropriateness of qualitative research is derived from the nature of the social experience that is being explored. Two methods are used to find the answers for the criteria are Survey Questionnaires and semi-structured Interviews which are used to explore the impact of Implementing ERP on Large industries in India. However, the one-to-one interviews with the users specifically target the two criteria, which are user satisfaction and the post implementation factors thus validating the acceptance level.
Avison et al. (2001) refer to interviews as in-depth surveys that attempt to obtain in-depth evidence from a relatively small number of informants. They advocate that such an approach allows the researcher “to seek new insights” so that the phenomena can be explored whilst gathering explanatory and descriptive material. Interviews were carried out to identify the factors that have an impact on the use of the system and therefore an impact on the culture.
There are many types of interview; the most common of these are unstructured, semi-structured and structured interviews. But the researcher will be using the semi structured interviews; it is the most common type of interview used in qualitative research and quantitative. In this type of interview, the researcher would want to know specific information which can be compared to the information collected through other interviews. However the researcher also wants the interview to remain flexible so that other important information can still arise (Dawson, 2002).
The interview questions consisted of 12 open ended questions which were easy to answer and were helpful in collecting required data. It was very simple to understand and they were straightforward as aims of the research have been clearly directed. The topic of semi-structured interviews addresses the view of ERP implementers. Five implementers were interviewed about the process of implementation and their success factors which was again validated with the literature of secondary research. The interview questions are attached in Appendix-A.1.
18.104.22.168 Survey Questionnaires
Smith et. al. (2002) argues that each stage of the business research process is important because of its interdependent nature. However, a research survey is only as good as the question it asks. Relevancy and accuracy are the two basic criteria to be met if the questionnaire is to achieve the researcher's purposes. A questionnaire is relevant if no unnecessary information is collected and if the information that is needed to solve the business problem is obtained and accuracy of the questionnaire means that the information is reliable and valid.
The choice of questionnaire was influenced by variety of factors related to the research question. The survey questionnaires consisted of 12 simple, multiple-choice questions which were easy to answer and were helpful in collecting required data. It is very simple to understand and they were straightforward as aims of the research have been clearly directed. The topic of questionnaires addressed the view of end users of ERP systems. Eight questionnaires were filled about the post-implementation success. The quantity of the questionnaires were less because the there were not many large industries who have already implemented ERP systems in India. The survey questionnaire is attached in Appendix-A.2.
The technique of triangulation is broadly defined by Denzin (in Jick 1979) as “the combination of methodologies in the study of the same phenomenon”. Jick (1979) believes that triangulation can capture a more complete, holistic, and contextual portrayal of the unit(s) under study. It may also uncover some unique variance which otherwise may be neglected by using single methods. “The effectiveness of triangulation rests on the premise that the weaknesses in each single method will be compensated by the counter-balancing strengths of another; it purports to exploit the assets and neutralise the liabilities” (Jick 1979). Triangulation has been done as a technique between methods to validate the interview and to observe data collected.
The author has used both Survey and Case study method in this research therefore this research can be called as Multi-method strategy. A qualitative approach, as opposed to a quantitative approach, is used to collect and represent the research data. As Semi-structured interviews and survey questionnaires are chosen for this research as these methods can help the author collect relevant data from a sizeable population and hence the author can achieve the research objective within the limitations of the research.
Before we analyze the data, we need to examine the demographics of the respondents. This is important for understanding the responses received and for explaining some of the phenomenon observed.
4.1 Individual demographics:
It is important for the data to represent a cross-section of the population being studied. The target population for this study was Information Technology (IT) Professionals with at least three year of experience. We would therefore expect to see respondents ranging in age from around twenty-eight to over fifty. We would also expect to see experience in IT ranging from three year to more than twenty years. Many of the questions asked on the survey require experience with the technologies, and the higher the level of experience, the better the responses received. The final set of individual demographic information of importance is the level of involvement of the respondent to the project. All the respondents are ranging from Programmers to Top Management with the majority serving as Project Managers or Functional Area Experts. It is to be hoped that these respondents will have the best knowledge of the projects and will honestly report on those projects.
4.2 Data interpretation:
4.2.1 Survey questionnaires
The main reason for the survey questionnaire was to know the factors that were contributing for the implementation of ERP system in a Business and as well as the factors that were discouraging the same on the other end. On the whole out of eight survey questionnaires, it was observed from the responses that the main factors that are encouraging the organizations to adopt ERP in their organization are future business requirements, competition in the market and the product itself. The following section discusses in detail about these factors.
Since the volume of the survey questionnaires were very low the researcher has not made any graphical representation of their responses, but the important issues of the questionnaires are discussed in the following section. ERP has manipulated the user satisfaction and successive acceptance of the system. It is also true that a lot of organizational problems should be mentioned before the implementation of ERP. Therefore the cultural needs of the end users of ERP systems have been discussed as well. It is recommended that ERP management should observe these needs carefully because the user acceptance is very important for the success of the implementation.
22.214.171.124 Factors encouraging the uses of ERP in business according to the survey:
Future business requirements: In the present market, web enabled business has increased throughout the world. ERP software is an added advantage for the businesses that are in the stage of expansion or for the companies that are planning to expand in the near future so that they can reduce the cost and time in a long run. Most businesses see the integration factor of the ERP systems so that they can integrate various departments located in different geographical locations and process the order accurately.
Competition: This is one of the most important factor for which businesses implement the ERP systems. ERP system helps the organizations to provide excellent costumer service, and therefore businesses are using this aspect of ERP to obtain a good market share by providing an excellent costumer service.
Organizational culture: This is also one of the major factors stressed by the business. It was observed that in a Business more centralized form of decision-making in the organization is undertaking. More over the decision in this group of smaller organizations is based on less complex models and less expensive methods of information gathering. The criteria for selection of a particular ERP system also showed different priorities, as increasing organizational flexibility, extra-organizational ties with costumers and suppliers and internationality are less of an issue for smaller organizations compared to costs and adaptability of the software. Both the selection process and the implementation of the solution chosen incur less time and expenses for smaller organizations.
The author has made an effort to know the reason for the business to discourage ERP system in the questionnaire in this research. The main factor that discouraged the use of ERP system is discussed in the following chapter.
126.96.36.199 Factors discouraging the use of ERP in Business according to the survey:
Size of the organization: This is the most important factor that stops the management from implementing the ERP system. Most of the employees in the company are not enough qualified to take up the task of upgrading the task of ERP implementation. According to the survey, the companies that have employees ranging below 50 employees have not implemented ERP systems (Ravi, ERP project manager, SAP). Therefore both the company's turnover and as well as the number of employees matters a lot for the adoption of ERP systems.
Organizational change: Change factor plays an important role in implementing an ERP system in an organization. Though the number of employees in an organization is more the resistant faces by the management in an organization is also higher. The main reason for the resistance to change was observed to be one of the major factors for the success rate of new system. The main fear for the employees was that if the new system fails it might affect their jobs.
Job security: The employees were in fear that the new system may reduce the manpower requirement for the organization and may go for the lay off. This also added to the resistance to change factor.
It was observed that there are many other factors that encouraged and discouraged the adoption of ERP. One of the main factors that stopped the business was the failure of the implementation in the organization. It was also observed that the on site support were effectively trying to resolve the technical problems of the organizations in which the implementation was a failure. It was also observed that the time and cost were also the major factors which were stopping the organizations from the implementation of ERP. The ERP market has been saturated after the year 2000; major vendors of ERP have come out with smaller versions that are suitable for different business sector. This was the major cause for the boosting of adoption of ERP systems in the businesses. The collaboration of project management and ERP implementation has yielded a very good result in the adoption rate in the industries in India.
To find out about the implementation process, a series of five interviews were performed with various ERP implementers out of which four were the top officials from SAP and the fifth person was the director of a company called ‘Vallika solutions' which deals with the ERP solutions provided by SAP (Sub-dealer of SAP solutions). Two SAP officials were the business development programmers and the other two were the project managers of ‘ERP Practice' department. The author has chosen the best people for the interview so that they will be having the complete idea about the ERP market.
The author has made an attempt to know about the ERP market by interviewing the implementers. The interview questions asked and their interpretations are as follows
What are the ERP solutions offered by your company?
All the four officials of SAP (A, B, C and D) replied the same as they were working in the same company; they said that they do many ERP solutions like SAP business one, mySAP all-in-one, mySAP ERP and mySAP business suite. But according to them the initially ABAP R/2 was the standard software that was used as the mainframe architecture. With respect to the advancing technology and the business requirement, R/3 Basis was invented which was the 3-tier Client/Server; this was found out for the integrated business processes. Where as the sub-dealer (E) deals with all these software along with Optimizer 10.06, TPRS and Synchronous Analyzer and so on.
What is the trend in ERP software? Which ERP software is most popular?
According to E the trend of the software depends on the scale, the most popular ERP solutions are either SAP or Oracle applications. But as mentioned in the literature review most of the industries choose SAP for building their ERP solutions and Business Process Reengineering (BPR) because SAP is the world's leading business software solution and e-business platform. SAP solutions are integrated, configurable, open and scalable. They work for all types of business, supporting and streamlining. SAP provides solution both for complex or relatively simple business process (Marchand et al, eds., 2000, pp52, 106-123, 148 and 298). And according to A, B, C and D SAP does provide solutions for all kinds of businesses such as SAP business one- which provides integrated solution mainly for the small and mid-size market organisation, mySAP all-in-one- which is again designed to small and middle market businesses but these are for sophisticated business processes which have ambitious development plans, mySAP ERP- Implementing the elements of mySAP ERP adds the benefits of functionality as the integrated tools which is an updated version of 4.6c, this is the successor to the highly successful mySAP.com and finally mySAP business suite- This is an updated version of my SAP ERP based on the same way on release 4.7 and underpinned by Netweaver, but it also includes many of the optional extras with all other SAP products. Hence it includes the solution for costumer relationship management (CRM), supply chain management (SCM), product lifecycle management (PLM), supplier relationship management (SRM), enterprise portal, business intelligence, mobile business and market place. This unbeatable combination makes MySAP Business Suite the most comprehensive ERP solution in the market place today. It is unlikely that this will be surpassed by any of SAP's rivals in the foreseeable future.
Which are the large industries your company have provided ERP solutions for?
There are not many large industries in Bangalore that have implemented ERP in it. Most of the industries are still thinking of adopting now. The sub-dealer (E) replies that they have implemented ERP solutions for many companies like Karnataka State Road Transport Commission (KSRTC) which is the government based road transport commission for Karnataka in India which has implemented Oracle applications in it, Bharath Heavy Electricals Limited (BHEL) which manufactures over 180 products under 30 major product groups and caters to the core of Indian economy through power generation and transmission, industry, transportation, telecommunication, etc. BHEL has about USD 2 billion turnovers. BHEL has implemented SAP solutions. Where as, SAP has implemented the solutions for many other large industries like REPCOL which is an Australian based company located in Bangalore, TATA which is a very famous automobile and steel industry, and so on.
What is the adoption rate?
This question was asked specifically for the project managers of SAP and the sub-dealer. They replied that the adoption rate is 100% as they had the customized solutions for all the companies. But according to the project managers of SAP, a company must decide what its functions are and then implement a system that will work towards supporting their company. A problem faced by many organizations searching for integrated software packages is the choice between off-the-shelf packages and custom-fit providers, as the big packages become larger and more expensive that any large company would want. But the mid-size companies prefer smaller niche packages. And as mentioned in the literature review SAP solutions work for all types of business, supporting and streamlining. SAP provides solution both for complex or relatively simple business process (Marchand et al, eds., 2000, pp52, 106-123, 148 and 298).
What is the mechanism of implementing ERP?
The ERP life cycle is comprised of four phases namely analysis, installation, final preparation and go live. The activities for each stage were determined based on the literature review and discussion with the project managers of SAP. But according to the sub-dealer there are five stages in the mechanism, they are; finding out the requirements of the company, designing the software, examining the prototype, implementing the software to the company and finally maintaining it., which is the most acceptable way.
How far the implementation of SAP solutions has been successful?
According to Davenport, T. (1999, pp168-169), SAP solution gives the business a backbone for all the departments such as financials, manufacturing, sales, distribution and human resources. As mentioned in the review of the literature it offers the ultimate tools to enable it to play an active role within the e-business world. Investment in SAP is protected over the long term. SAP solution can be tailored to the current needs of your business, the foundation is laid for the system to be adapted and extended in line with its development through time.
The discussion with the panels also meant the same way because according to them, if a company plans to implement SAP solutions for their company they never even think of changing their mind as they have successfully implemented SAP solutions for many organizations and the organizations are very happy about their service. It actually depends on the organizations too for the success of the project. As mentioned in the literature review the organization should follow the critical factors for the success.
What is the marketing strategy?
SAP has a dedicated marketing team which designs and builds their delivery. SAP focuses on all kinds of business as it has got variety of solutions like SAP business one, mySAP all-in-one, mySAP ERP and mySAP business suite. Davenport, T. (1999, pp171-174) explains that organizations are using ERP systems in many ways like some fast growing companies use ERP systems to inject more discipline in the organization. They want the ERP system to exert more on management control and impose more-uniform process on freewheeling and highly entrepreneurial cultures. Where as some other companies have the opposite goal. They want to use ERP to break down hierarchical structures, freeing their people to be more innovative and more flexible. Some multinational corporations use ERP to introduce more consistent operating practices across their geographically dispersed units. The marketing team targets on the growing organizations and as well as the organizations which has planned to expand in the near future.
Conclusions and Recommendations
The purposes of this study is because ERP system is an enterprise-wide combination of business management practice and technology, where Information Technology integrates and automates many of the business practices associated with the core business processes, operations, or production aspects of a company to achieve specific business objectives.
Implementing an ERP requires the replacement of existing systems with the new system; there are many challenges for organizations. Users must learn to use the new system and may face bitterness about having to change. Organizations may have to restructure how they operate in order to fit into the rigid requirements of the ERP system. Business may be disrupted during the restructure or during the cutover from the old system to the new. All data migrating from the various legacy systems must be examined and normalized to reduce the possibility of data corruption or inconsistency.
The author has identified a total of 11 critical success factors for ERP implementation, based on a review of the ERP literature. Teamwork and composition in the ERP implementer-vendor-consultant partnership is a key factor influencing ERP implementation success. Good coordination and communication between the implementation partners are essential. Since ERP covers a wide range of functional areas, it is also important to have a cross functional ERP core team. It is extremely critical that partnership trust is present and the team members are working well together. Another very critical factor is change management program and culture. An organizational culture where the employees share common values and goals and are receptive to change is most likely to succeed in ERP implementation. Furthermore, user training, education and support should be available and highly encouraged. Change agents should also play a major role in the implementation to facilitate change and communication, and to leverage the corporate culture. Other critical factors include top management support, business plan and vision, BPR and minimum customization, effective communication, project management, software development, testing and troubleshooting, monitoring and evaluation of performance, project champion, and appropriate business and IT legacy systems. The author has also found out the perceived importance of these factors that differs across implementation partners such as top executives, users, and project team members, internal IT specialists, vendors, and consultants in the data analysis.
The results of data analysis highlight some trends: the strongest signal is the existence of a clear relationship between company size and ERP adoption. The objectives set for the research are well achieved. The result can be analysed in two ways: operative and economic. The large industries in the sense companies that have large turnovers can easy afford for the ERP systems. Similarly, the link between the ERP systems and the growth in the workforce highlight the management issues in large organizations that may benefit from acquisition and usage.
In the current globalization, the businesses have become web enabled. Implementing ERP system is an added tool for the organizations which are in stage of expansion and as well as the for the organizations which are planning to expand in their near future as the implementation can reduce cost and time in the long run as mentioned both in the data analysis and as well as the review of the literature. Competition is another factor for the business to go for ERP systems because it helps the organization provide an effective customer service. Most of the organizations are using the ERP systems to acquire good market share by providing an effective costumer service. It was observed that in a business more centralized form of decision-making is undertaken. The selection of ERP solutions also shows different priorities such as increasing flexibility and cost and adaptability of the software.
The main reasons which discouraged the adoption of ERP system was also found out in the research, they are: In the organizations there are some employees who are not qualified enough to take up the task of upgrading an ERP implementation level and therefore the management decides to run the business with the existing legacy systems. This was found out when the survey was conducted on the company called Repcol. But it is interesting to highlight that in the recent years the adoption rate of ERP systems have is increasing. The second factor was the change factor that plays an important role, the main reason for the resistance to change was observed to be the success rate of the new system. The main reason was the fear for the employees that if the new system fails it might affect their jobs. And the final factor was the Job security; the employees were scared that the new system might reduce the manpower requirement in the organization.
And from the interviews the author has found that SAP provides the best software for all kind of businesses. They want the ERP system to exert more on management control and impose more-uniform process on freewheeling and highly entrepreneurial cultures. The marketing team targets on the growing organizations and as well as the organizations which has planned to expand in the near future. SAP solutions have always been successful because if a company plans to implement SAP solutions for their company they never even think of changing their mind as they have successfully implemented SAP solutions for many organizations and the organizations are very happy about their service. It actually depends on the organizations too for the success of the project. The combination of Project management and ERP implementation has yielded a very good result in India. The organizations have successfully implemented ERP with an excellent project management team in the stipulated period. With a better understanding of the issues involved in ERP implementations, management will be able to make critical decisions and allocate resources that are required to make ERP implementation a success.
Overall, this dissertation suggests that the ERP systems yield substantial benefits to the firms that adopt them, and that the adoption risks do not exceed the expected value, although there is some evidence (from analysis of financial leverage) that suggests that firms do definitely perceive ERP projects to be risky. There also appears to be an optimal level of functional integration in ERP with benefits declining at some level, consistent with diseconomies of scope for very large implementations, as one would typically expect.
- For the implementation to be successful, it is important for the organizations to make certain things clear like the reason for undertaking such a major project. Clear understanding of the current systems and future requirements is required.
- The organizations should have an open ended culture in which every employee has an equal opportunity of contribution. The effective collective bargaining system should be carried out and thorough negotiations should be done to bring about the changes in the organization.
- The organizations should focus on the long term goals than just concentrating on satisfying with the short term profits by using legacy systems.
- The project management should be flexible enough to adopt the changes and they should able to allocate the proper training and retraining of the staff.
- The post implementation problems should be overcome by thorough project management team and technical support.
- It is always better to finish the project with the original project management team and a stable committee than the new members which may disrupt the overall project or slow down its completion. Plan on having management's attention for a year, starting with the purchase decision. If the implementation lasts longer than this, it is better to break the project into year long pieces, and approve each section with renewed management commitment.
- It is recommended that ERP management consider cultural needs of user groups quite thoughtfully as user acceptance are essential in system success.
- To overcome users resistance to change, top management has to:
- Study the structure and needs of the users and the causes of potential resistance among them
- Deal with the situation by using the appropriate strategies and techniques in order to introduce ERP successfully and
- Evaluate the status of change management efforts.
5.3 Limitations and further research:
While the data obtained and analyzed during the course of this study indicated some support for the model and hypotheses, the lack of substantial numbers of respondents greatly hampers the effectiveness of this study. A larger sample is necessary to effectively analyze the data through analyses methods such as Partial Least Squares or Structural Equation Modeling. Therefore, these results can only be treated as preliminary and more research should be performed. The low response rate may be attributed to the survey being administered during the summer when many people are on vacation. As with any survey research, there are problems associated with self-reporting biases. In this study, Information Technology (IT) Professionals were targeted. Some of the questions asked about the effectiveness of the IT participation in the project and some respondents may have been unwilling to indicate poor performance, resulting in a potential for inflated (or deflated) responses. Non-response bias is also a concern, but was not possible due to the way the survey was implemented. The experts interviewed so far have a broad experience of ERP system implementation, but an increased number of experts would have enhanced the study.
While our data does not currently allow more detailed analysis of the exact pattern of adoption (due to lack of detailed data on the extent of deployment at the worker level) or the long-term impact on productivity (due to lack of long-term post implementation data at this time), both of these issues are promising areas for future research. The research should also investigate the additional factors and the causes between tasks and issues. This can be achieved by complementing the conducted study with more expert interviews. Future respondents could have international experience as well as experience of other systems. Potential for follow-up research to this dissertation is practically limitless. There are several different analysis methods which could actually be utilized to examine the effectiveness of the implementation success model.
- Al-Mashari, M., Al-Mudimigh, A. and Zairi, M. (2003) ‘Enterprise resource planning: A taxonomy of critical factors'. European Journal of Operational Research, Vol. 146: 352.
- Al-Mashari, M. and Zairi, M. (2000) ‘Supply-chain re-engineering using enterprise resource planning (ERP) systems: An analysis of a SAP R/3 implementation case'. International Journal of Physical Distribution & Logistics Management, Vol. 30: 296: Emerald.
- Avison, D., Fitzgerald, G. and Powell, P. (2001) 'Reflections on Information Systems Practice, Education and Research: 10 Years of the Information Systems Journal', Information System Journal 11: 3-22.
- Benchmarking Partners, Inc. (1998) ERP's Second Wave: Maximizing the Value of ERP-Enabled Processes. Deloitte Consulting Study.
- Bernroider, E. and Koch, S. (2001) ‘ERP selection process in midsize and large organizations'. Business Process Management Journal, 7(3): 251 - 257.
- Bingi, P., Sharma, M. K. and Godla, J. K. (1999) ‘Critical Issues Affecting an ERP Implementation'. Information Systems Management, Vol. 16: 7: Auerbach Publications Inc.
- Brown, C. and Vessey, I. (1999) 'ERP Implementation Approaches: Toward a Contingency Framework' International Conference on Information Systems (ICIS), Brisbane, Australia.
- Buckhout, S., Frey, E. and Nemec, J. Jr (1999) ‘Making ERP succeed: turning fear into promise'. IEEE Engineering Management Review, pp. 116-23.
- Davenport, T. (1999) ‘Harvard Business Review on the Business Value of IT'. USA: Harvard business school press.
- Denscombe, M. (1998) ‘The Good Research Guide'. Buckingham, Open University Press.
- Falkowski, G., Pedigo, P., Smith, B. and Swanson, D. (1998) ‘A recipe for ERP success'. Beyond Computing, pp. 44-5.
- Garg, V. and Venkateshan, N. (2006) ‘Enterprise Resource Planning: Concepts and Practice'. New Delhi: Prentice- Hall of India.
- Gattiker, T., and Goodhue, D. (2000) ‘Understanding the plant level costs and benefits of ERP: Will the ugly ducking always turn into a swan?' In: R. Sprague, Jr. (Ed.), Proceedings of the 33rd Annual Hawaii International Conference on System Sciences, Los Alamitos, CA: IEEE Computer Society Press.
- Gefen, D. (2000) 'Lessons Learnt from the Successful Adoption of an ERP: The Central Role of Trust' in Zanakes, Netherlands: Kluwer Academic Publishers.
- Gupta, A. (2000) ‘Enterprise resource planning: The emerging organizational value systems'. Industrial Management and Data Systems, 100 (3), 114 - 118.
- Holland, C. P. and Light, B. (1999) ‘A Critical Success Factors Model for ERP Implementation'. IEEE Software, Vol. 16: 30.
- Irving, S. (1999) ‘Managing ERP, post-implementation'. Manufacturing Systems 17 (February): 24.
- Jenson, R.L. and Johnson, R.I. (1999) ‘The enterprise resource planning system as a strategic solution'. Information Strategy 15 (Summer): 28-33.
- Jick, T. D. (1979) ‘Mixing qualitative and quantitative methods: Triangulation in action'. AdministrativeScience Quarterly, 24, 602 - 611.
- Kumar, V., Maheshwari, B., & Kumar, U. (2002) ‘ERP systems implementation: Best practices in Canadian government organizations'. Government Information Quarterly, Vol. 19: 147: Elsevier Science Publishing Company, Inc.
- Koch, C., Slater, D. and Baatz , E. (1999) 'The ABC's of ERP', CIO Magazine: December.
- Mandal, P. and Gunasekaran, A. (2003) ‘Issues in implementing ERP: A case study'. European journal of Operational research 146: 274 - 283
- Marchand, D., Davenport, T. and Dickson, D. (2000), Mastering Information Management. Great Britain: Redwood Books.
- Markus M. and Tanis C. (2000) ‘The enterprise systems experience - From adoption to success'. In framing the domains of IT research glimpsing the future through the Past, Pinnafles educational resources, Cincinnati, Ohio.
- Marshall, P. (1997), Research Methods: How to design and conduct a successful project. United Kingdom: How to books Ltd.
- McAfee, A. (1998) ‘The impact of enterprise resource planning systems on company performance'. Unpublished presentation at Wharton Electronic Supply Chain Conference.
- Nah, F. F.-H., Lau, J. L.-S. and Kuang, J. (2001) ‘Critical factors for successful implementation of enterprise systems'. Business Process Management Journal, 7(3): 285 -- 296.
- Okrent, M. D., and Vokurka, R. J. (2004) ‘Process mapping in successful ERP implementations, Industrial Management & Data Systems'. Vol. 104: 637-643: Emerald.
- O'Leary, D. (2000) ‘Enterprise Resource Planning Systems: Systems, Life Cycle, Electronic Commerce, and Risk'. Cambridge: Cambridge University Press.
- Peterson, W.J., Gelman, L. and Cooke, D.P. (2001) ‘ERP Trends'. New York, NY: The Conference Board; Report 1292-01-RR.
- Ragowsky, A. and Somers, T. (2000) Call for papers: JMIS special section on ERP. http://rmm-java.stern.nyu.edu/jmis/cfp/cfpERP.html.
- Ranganathan, C. & Samarah, I. (2001) ‘Enterprise resource planning systems and firm value: An event study analysis'. International Conference in Information Systems.
- Roberts, H.J. and Barrar, P.R.N. (1992) ‘MRPII implementation: key factors for success'. Computer Integrated Manufacturing Systems, Vol. 5 No. 1.
- Robey, D., Ross, J.W., and Boudreau, M.C. (2002) ‘Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change," Journal of Management Information Systems, Vol. 19, No. 1.
- Robson, C. (2002) ‘Real World Research' (2nd edn), Oxford, Blackwell
- Rosario, J.G. (2000), ‘On the leading edge: critical success factors in ERP implementation projects'. BusinessWorld, Philippines.
- Sarkis, J., and Gunasekaran, A. (2001) ‘Enterprise Resource Planning- Modeling and Analysis'. Special Issue of European Journal of Operational Research, in progress.
- Saunders, M., Lewis, P. and Thornhill, A. (2000), Research Methods for Business Students: 3rd Edition. India: Pearson Education Ltd.
- Saunders, M., Lewis, P. and Thornhill, A. (2003), Research Methods for Business Students: 3rd Edition. India: Pearson Education Ltd.
- Shakir, M. (2000) ‘Decision Making in the Evaluation, Selection and Implementation of ERP Systems'. Paper presented at the Americas Conference on Information Systems, Long Beach, California.
- Sia, S. K., Tang, M., Soh, C. and Boh, W. F. (2002) ‘Enterprise resource planning (ERP) systems as a technology of power: empowerment or panoptic control?' The DATA BASE for Advances in Information Systems, 33 (1).
- Slater, D. (1999) 'An ERP Package for You... and You... and You... and Even You', CIO Magazine: February 15.
- Smith, M., Thorpe, R. and Lowe, A. (2002), Management Research: An Introduction- 2nd edition. London: Sage.
- Sumner, M. (1999), ‘Critical success factors in enterprise wide information management systems projects'. Proceedings of the Americas Conference on Information Systems (AMCIS),
- Themistocleous, M. and Irani, Z. (2000) ‘Taxonomy of Factors for Information System Application Integration'. Paper presented at the Americas Conference on Information Systems, Long Beach, California.
- Wassenaar, A., Gregor, S. and Swagerman, D. (2002) ‘ERP implementations in different organisational and cultural settings'. European Accounting Information Systems Conference, Copenhagen Business School, Denmark.
- Wee, S. (2000), ``Juggling toward ERP success: keep key success factors high'', ERP News, February, available.
- Weiss, T. R., & Songini, M. L. (2002) Hershey Upgrades R/3 ERP System without Hitches. Computerworld, 36(37): 25.
- Web-1-http://www.absoft.co.uk/absoft/web/site/SAPSolutions/SAP_Solutions.asp (21/02/2007)
- Web-2-http://www.absoft.co.uk/absoft/web/site/SAPSolutions/SAPBusinessOne.asp (21/02/2007)
- Web-3-http://www.absoft.co.uk/absoft/web/site/SAPSolutions/mySAP-All-in-one.asp (23/02/2007)
- Web-4-http://www.absoft.co.uk/absoft/web/site/SAPSolutions/mySAP_ERP.asp (23/02/2007)
- Web-5-http://www.absoft.co.uk/absoft/web/site/SAPSolutions/mySAP_Business_Suites.asp (29/02/2007)
- Web-7-http://www.caritor.com/downloads/case-studies/bhel-sap-implementation.pdf (05/03/2007)
- Web-6 -http://www.sap.com/industries/machinery/large/index.epx (07/07/07)
- Web- 8- www.sap.com (18/08/07)
- Have you implemented ERP in your organisation?
- If you have decided not to implement packaged ERP software for one or more of your enterprise systems, why not?
- Our legacy systems work
- We have staged implementation strategy
- Didn't see the value
- The ERP solutions on the market did not seem to be a good fit with our institution's needs
- The experience of others raised red flags
- The institution had other priorities
- We were not ready- we had no collective agreement, and therefore, no plan to move forward
- Unable to secure approval from senior management and/or the board of trustees
- Wanted to wait for the product to come down in price
- Why did your institution choose the ERP vendor that you did?
- Product features and functionality best fit our requirements
- Product architecture best fit with our IT strategy/goals
- Product price
- Vendor's reputation
- Advice from our peers
- Advice from a consultant
- Previous experience with the vendor
- Vendor's ability to provide a complete solution for our needs.
- Over the course of the project, did you change your vendor?
- How did you get to the decision of implementing an ERP solution in your organisation?
- improper functioning of legacy systems
- By seeing the competitors
- Advice of an External Consultant you have hired
- Internal focus group's recommendation
- Did you take into consideration the opinion of the employee group?
- How did you manage the resistance from the employees to the new systems?
- Proper training schedules
- Collective bargaining
- Implementing the legacy system and the new system simultaneously and by building up confidence in the employees on the new systems
- Other (Please Explain) ___________________________________________________________________________________________________________________________________.
- Please rate the following factors on how they effect an implementation of an ERP system.
Least Important - Important - Most important
- Size of the company
- Organisation Culture
- Project Management
- Organisational Change
Least Important - Important - Most important
- Time of Implementation
- Maintenance Cost
- Business Needs.
- What is the effect of outside consultants on your ERP implementation?
- Did not hire any consultants
- Was your project completed on time?
- Was your project finished within the allocated budget?
- Was post implementation costs were as expected?
- What are the ERP solutions offered by your company?
- What is the trend in ERP software? Which ERP software is most popular?
- Which are the large industries your company have provided ERP solutions for?
- What is the adoption rate?
- What is the mechanism of implementing ERP? On what basis do you design the software?
- Do you think all your implementations are successful, how far it has been successful? What criteria do you use for real success?
- Do you have any idea for launching new solutions? What is your strategy?
- Marketing strategy.
- Marketing segmentation and targeting strategy.
- Pricing model.
- Which are the main competitors?