KERANGKA KUSTOMISASI ERP UNTUK MENCAPAI KESESUAIAN ANTARA SISTEM ERP DAN PROSES BISNIS: LITERATURE REVIEW

Sistem Entreprise Resource Planning (ERP) saat ini telah banyak diimplementasi di berbagai perusahaan baik dalam skala small-medium ataupun large enterprise. Dalam penerapan ERP, sebagian besar perusahaan terkendala dalam penyelarasan antara proses bisnis perusahaan dengan sistem ERP. Oleh karena itu perlu adanya kustomisasi sistem ERP yang dapat menangani permasalahan tersebut. Namun, kustomisasi memiliki tingkat kompleksitas yang tinggi, sehingga perlu adanya framework yang dapat dijadikan sebagai panduan dalam kustomisasi ERP. Pada makalah ini dibahas framework terkait kustomisasi ERP dengan berbagai perspektif dan studi kasus. Hasil akhir dari makalah ini diperoleh perbandingan untuk masing-masing framework baik dari segi perspektif maupun studi kasus.Kata kunci: entreprise resource planning, ERP, customization DOI : https://doi.org/10.33005/scan.v15i2.215

Knowledge prioritisation for ERP implementation success Perspectives of clients & implementation partners in UK industries

Purpose - Knowledge management is crucial for enterprise resource planning (ERP) systems implementation in real industrial environments, but this is a highly demanding task. The purpose of this paper is to examine the effectiveness of knowledge identification, categorisation and prioritisation that contributes to achieving ERP implementation success. Design/methodology/approach - This study adopts a mixed methods approach; a qualitative phase to identify and categorise knowledge types and sub-Types; conducting in-depth interviews with ERP clients and implementation partners; plus a quantitative phase to prioritise knowledge types and sub-Types based on their contribution to achieving ERP success for business performance improvement. An analytic hierarchy process-based questionnaire was used to collect empirical data for the quantitative phase. Findings - This study has been able to identify, categorise and rank various types of ERP-related knowledge based on in-depth interviews and survey responses from both ERP clients and implementation partners. In total, 4 knowledge types and 21 sub-Types were ranked based on their contribution to achieving ERP success; 4 variables of information quality, systems quality, individual impact and organisational impact were used to measure ERP success. Originality/value - The empirical findings demonstrate exactly what kinds of knowledge need to be managed, enabling knowledge prioritisation when a client organisation or an implementation partner steps into an ERP implementation, in a real industrial environment

Priority selection of agro-meteorological parameters for integrated plant diseases management through analytical hierarchy process

To understand the influence of agro-meteorological parameters to take decisions related to various factors in an integrated plant disease management, it becomes vital to carry out scientific studies on the factors affecting it. The different agro-meteorological parameters namely temperature, humidity, moisture, rain, phenological week, cropping season, soil type, location, precipitation, heat index, and cloud coverage have been considered for this study. Each parameter has been allocated the ranking by using a technique called analytical hierarchical process (AHP). The parameter priorities are determined by calculating the Eigenvalues. This helps to make decisions related to integrated plant disease management where the prediction of plant disease occurrence, yield prediction, irrigation requirements, and fertilization recommendations can be taken. To take these decisions which parameters are good indicators can be identified using this method. The parameters majorly contribute to plant diseases and pest management decision making while delivers minor contribution in irrigation and fertilizer management related decision making. The manual results are compared with software generated results which indicates that both the results correlate with each other. Therefore, AHP technique can be successfully implemented for prioritizing agro-meteorological parameters for integrated plant diseases management as the results for both levels are consistent (consistency ratio < 0.1)

Towards the Implementation of an Intelligent ERP System: Guidelines for Building Intelligent ERP Systems

Dissertation presented as the partial requirement for obtaining a Master's degree in Information Management, specialization in Information Systems and Technologies ManagementThe digital age has forced companies to change the way they operate their businesses and adapt quickly to the digital transformation driven by increased global competitiveness in recent years. To remain competitive, organizations must implement management solutions that allow them to efficiently control all business areas through an Enterprise Resource Planning (ERP) system. Management systems have had to evolve to keep up with technological advancements by incorporating intelligent tools. As a result, ERP companies have created new systems known as intelligent ERP (i-ERP). Given the variety of improvement opportunities, it has become necessary to develop a series of guidelines for i-ERP manufacturing as well as for companies that want to implement intelligent solutions in their different business areas, in order to assist technical and non-technical people selecting the best existing option. A design science research (DSR) methodology was used to accomplish the study's goal. It was mandatory to start by defining what an i-ERP system is. Furthermore, their seven capabilities have been clarified, such as intelligent behaviour, learning management, advanced analytics, process automation, intelligent interfaces, dark analytics, and simplification of customization. These capabilities are based on technologies such as artificial intelligence, machine learning, big data, and cloud computing. The guidelines were based on these seven capabilities and were applied to the four major modules of an ERP, which are financial, purchasing, sales, and human resources. As a result, it was possible to create a table with recommendations in general by i-ERP capabilities, followed by guidelines focusing on the financial, purchasing, sales, and human resources areas, and an assessment tool that allowed creating measures to evaluate an ERP system, considering its level of intelligence based on the recommendations created. Finally, the evaluation system was used to rate the latest system developed by SAP SE, SAP S4/HANA, demonstrating its usefulness, followed by expert interviews to validate the recommendations for the four areas identified in terms of their use and acceptance. The relevant literature review and my personal work experience were used as the basis for this master's thesis. It is expected that this study will contribute to the scientific community's understanding of intelligent information systems as well as arouse curiosity in future studies.A era digital forçou as empresas a mudarem a forma como operam os seus negócios e a adaptarem-se rapidamente à transformação digital impulsionada pelo aumento da competitividade global nos últimos anos. Para se manterem competitivas, as organizações devem implementar soluções de gestão que lhes permitam controlar eficazmente todas as áreas de negócio através de um sistema de planeamento de recursos corporativos (ERP). Os sistemas de gestão tiveram de evoluir para acompanhar os avanços tecnológicos, incorporando ferramentas inteligentes. Como resultado, as empresas de sistemas ERP criaram produtos conhecidos como ERP inteligentes (i-ERP). Dada a variedade de oportunidades de melhoria, tornou-se necessário desenvolver uma série de orientações para fabricantes de i-ERP bem como para empresas que pretendam implementar soluções inteligentes nas diversas áreas de negócio, a fim de ajudar as pessoas técnicas e não técnicas na seleção da melhor opção existente. Uma metodologia de desenho de investigação científica (DSR) foi utilizada para atingir o objetivo do estudo. Foi obrigatório começar por definir o que é um sistema i-ERP bem como as suas sete capacidades identificadas, como ter um comportamento inteligente, gestão da aprendizagem, análise avançada, automatização de processos, interfaces inteligentes, análise escura, e simplificação da personalização, que têm como base tecnologias como inteligência artificial, aprendizagem de máquinas, grandes dados e armazenamento em nuvem. As orientações utilizaram como base estas sete capacidades e foram aplicadas aos quatro principais módulos de um ERP, que são o financeiro, compras, logística e recursos humanos. Como resultado foi possível criar uma tabela de recomendações gerais por capacidades de um i-ERP, seguida de recomendações com foco na área financeira, compras, logística e recursos humanos e por último uma ferramenta de avaliação que permitiu criar medidas para avaliar um sistema ERP, considerando o seu nível de inteligência com base nas recomendações criadas. Por último, o sistema de avaliação foi utilizado para classificar o mais recente sistema desenvolvido pela SAP SE, o SAP S4/HANA, demonstrando a sua utilidade, seguido de entrevistas a especialistas para validar as recomendações para as quatro áreas identificadas em termos de respetiva utilização e aceitação. Uma relevante revisão bibliográfica e a minha experiência profissional foram utilizadas como base para esta tese de mestrado. Espera-se que este estudo contribua para a compreensão dos sistemas de informação inteligentes pela comunidade científica, assim como despertar curiosidade em estudos futuros

Strategies for Implementing a Successful Enterprise Resource Planning System

The U.S. Department of Defense executives consider enterprise resource planning systems as a critical technology because of increasingly global operations and audit compliance pressures, which may affect organizational performance and overall success. The estimated cost to implement enterprise resources systems to avoid failure and meet budget cost across the Department of Defense services and agencies has ranged from $530 million to$2.4 billion. Guided by the general systems theory, the purpose of this single-case study was to explore enterprise resource planning strategies developed and implemented by United States Marine Corps military leaders. Data collection consisted of a review of organizational documents and semistructured interviews of 5 organizational leaders in a United States Marine Corps base in Albany, Georgia. Data analysis entailed interview transcription, keyword and phrase coding, and emergent theme identification. The prominent emergent themes were essential strategic planning guidance and organizational leaders and change management, which are the essential components for effectively implementing enterprise resource planning systems. The Department of Defense executives and senior leaders may use the findings of this study to develop an essential strategic plan, which could reduce the excessive cost and over-budget associated with enterprise resource planning systems. Social change implications include enhancing end user knowledge and reducing inefficiencies within organizations to improve corporate social responsibility

CPPS-3D: a methodology to support cyber physical production systems design, development and deployment

Master’s dissertation in Production EngineeringCyber-Physical Production Systems are widely recognized as the key to unlock the full potential benefits of the Industry 4.0 paradigm. Cyber-Physical Production Systems Design, Development and Deployment methodology is a systematic approach in assessing necessities, identifying gaps and then designing, developing and deploying solutions to fill such gaps. It aims to support and drive enterprise’s evolution to the new working environment promoted by the availability of Industry 4.0 paradigms and technologies while challenged by the need to increment a continuous improvement culture. The proposed methodology considers the different dimensions within enterprises related with their levels of organization, competencies and technology. It is a two-phased sequentially-stepped process to enable discussion, reflection/reasoning, decision-making and action-taking towards evolution. The first phase assesses an enterprise across its Organizational, Technological and Human dimensions. The second phase establishes sequential tasks to successfully deploy solutions. Is was applied to a production section at a Portuguese enterprise with the development of a new visual management system to enable shop floor management. This development is presented as an example of Industry 4.0 technology and it promotes a faster decision-making, better production management, improved data availability as well as fosters more dynamic workplaces with enhanced reactivity to problems

Successful Strategies for Implementing an Enterprise Resource Planning System

The enterprise resource planning (ERP) implementation success rate is as low as 30%. Researchers have shown that ERP system implementation could cause both system and organization failures, affecting operations and stakeholders, alike. The technology-organization-environment conceptual framework was used to ground this qualitative single-case study. The purpose of the study was to explore strategies that a manufacturing firm in Ghana used to implement ERP systems successfully. The population of this case study comprised 5 stakeholders from a manufacturing firm in Ghana who had success in implementing an ERP system. Data were collected using face-to-face semistructured interviews and review of various corporate documents. Data analysis consisted of reviewing interview transcripts, compiling and organizing the data using an open-coding system, grouping the data into themes, and interpreting the meaning of the themes and data. Triangulation was used to strengthen the validity of the case study design. The primary themes that emerged from data analysis included critical strategies that organizational leaders can use to implement ERP systems successfully in Ghana-based manufacturing firms. Significant findings were that leaders who engage in ERP implementation should focus on managing human and technological infrastructure resources, seeking the support of top management, and designing and executing comprehensive change management plans. Implications for positive social change include the potential to increase funding for local schools, after-school youth programs, and philanthropic donations based on increased organizational profits generated from successful ERP leader implementation strategies