The Proposed Research Model for Successful ERP Implementation in Indian Manufacturing Sector

The purpose of this paper is to identify critical success factors, risk factors, product selection factor, project management success factors, user satisfaction, tangible benefit and intangible benefits from the literature and propose a conceptual framework for successful ERP implementation in Indian manufacturing sector. The proposed model will give implementers the better understanding of ERP implementation in manufacturing sector. The benefit of this research will be to identify the areas responsible for successful implementation and show the outcome of the implementation in terms of project management success metrics like scope, functionality, budget and schedule. This will result in avoiding implementation mistakes thereby increasing the success rate

ความสัมพันธ์เชิงโครงสร้างของพฤติกรรมการยอมรับระบบบริหารทรัพยากรองค์กรสำหรับองค์กรสุขภาพ

The study aim to analyze the structural correlation of the adoption of Enterprise Resource Planning Systems for healthcare organizations. The paper used the concept of the Unified Theory of Acceptance and the Use of Technology (UTAUT) and Institutional Theory. The scope of the research study included 165 respondents who the use of ERP system in public hospitals under the Ministry of Education and Stratified Random Sampling was used in the research with questionnaire rating scale with confidence of 0.958. The data analysis using statistical package LISREL analysis descriptive statistic and the analysis the model of structural relationship which measurement model was consistent with the empirical data with the statistics x2 = 222.76, df = 218, p-value = 0.40, x2/df = 1.02 GFI = 0.91 AGFI = 0.85 RMSEA = 0.012 and CFI = 1.00 The key factors influencing attitudes towards the use had the highest direct effect toward behavior intention. It was followed by the mimetic pressure which had direct effect on the performance expectations of the user. Social factors had direct effect on behavioral intentions. The effort expectancy of the system user had direct effect on behavior intention. and Normative pressure factor had direct effect on the performance expectations of the user

Enterprise resource planning post-implementation assimilation challenge : an integrative framework for a better post-implementation assimilation

Cette étude s'inscrit dans la recherche émergente sur la post-implémentation des TI et vise à contribuer à la discussion sur l'impact des facteurs contextuels sur le niveau d'assimilation des technologies complexes telles que les systèmes ERP. Compte tenu de la rareté des recherches, cette étude vise aussi à enrichir ce champ de recherche qui a été considérablement négligé lors de l'examen des initiatives d'ERP d'entreprises dans un pays en développement. Comme la plus-value d'une TI ne peut être réalisée que lorsque le système est véritablement assimilé dans l'organisation, cette recherche examine les facteurs qui entraînent des niveaux d'assimilation variés entre les entreprises malgré leur utilisation d'une technologie de base similaire. En adoptant une méthodologie de recherche qualitative recourant à une approche de cas multiples, on explore les déterminants de l'assimilation efficace de l'ERP et ses défis ultérieurs. En outre, on développe un modèle intégrateur qui décrit les relations entre les facteurs identités. L'analyse des données a révélé un ensemble de facteurs organisationnels, technologiques et environnementaux ayant un impact direct et indirect sur l'assimilation de l'ERP. Cela est surtout vrai pour le soutien de la haute direction, ses stratégies, ses interventions et ses perceptions, qui se sont avérés les facteurs sous-jacents influant directement et indirectement sur le processus d'assimilation dans une entreprise. De même, les différences entre les deux groupes d'entreprises sont liées plus à leur contexte organisationnel qu'aux différences culturelles. Ces résultats sont communs pour toutes les entreprises étudiées dans les deux contextes. Fondé sur les résultats de l'analyse, un modèle intégrateur est suggéré dans le but de décrire les relations entre les différents facteurs. Ainsi, cette étude offre une feuille de route structurée pour mieux comprendre l'assimilation et met en relief plusieurs problèmes critiques et des déterminants cruciaux qui devraient être attentivement gérés et minutieusement .considérés afin de réaliser une valeur ajoutée importante de l'ERP

Lean manufacturing in small and medium-sized food processing enterprises : practice, performance and its determining factors

Why do only a few food processing SMEs take advantage of lean manufacturing? Is there anything inherent to food processing SMEs with respect to plant, product, process and organizational behavior influencing the applicability and effectiveness of lean manufacturing? In other words: What are the determining factors that contribute to the variations in operational performance in food processing SMEs and most importantly, how? This doctoral research provides some interesting insights into this topic. Firstly, food processing SMEs are mainly focusing on quality assurance (food safety) and less on quality improvement. Secondly, lean manufacturing implementation improves the operational performance, especially in relation to productivity and quality. Thirdly, variations in the use of lean manufacturing practices are substantial and some practices are yet to be fully used in the food sector. Fourthly, the size of the company is positively correlated with the degree of use of lean practices. Fifthly, the commitment of the top management, training, change agent, product and process characteristics of the food sector are critical for the success of lean manufacturing implementation. Food processing SMEs that manage these determining factors effectively have a higher probability of implementation success. Finally, a framework - house of lean for food SMEs - that takes into consideration the needs and characteristics of food processing SMEs has been proposed in order to assist managers in lean practices implementation

Aligning Key Success Factors to ERP Implementation Strategy: Learning from a Case Study

CAHIER DE RECHERCHE n°2012-08 E5These last years, we can observe that most of companies implemented an ERP system but many of them fail. Much of research that has been conducted in this field, focus on KSFs. We have noticed that confronting those KSFs to ERP implementation strategies seems quiet fecund. So provide in this article a brief overview of the literature dealing with key success factors related to an ERP implementation project to better cope with the field, then come out with a framework analyzing these KSFs depending on implementation strategies. Then we study a case of an ERP implementation project in a company operating in the automotive industry, with a quail-metric methodology, to better understand the reasons of ERP implementation projects success or failure

Aligning Key Success Factors to ERP Implementation Strategy: Learning from a Case Study

CAHIER DE RECHERCHE n°2012-08 E5These last years, we can observe that most of companies implemented an ERP system but many of them fail. Much of research that has been conducted in this field, focus on KSFs. We have noticed that confronting those KSFs to ERP implementation strategies seems quiet fecund. So provide in this article a brief overview of the literature dealing with key success factors related to an ERP implementation project to better cope with the field, then come out with a framework analyzing these KSFs depending on implementation strategies. Then we study a case of an ERP implementation project in a company operating in the automotive industry, with a quail-metric methodology, to better understand the reasons of ERP implementation projects success or failure

Empirical Study of key success factors in IS Projects

Inter-functional business integration that improves cooperation among departments, or even inter-organizational integration could be supported by the implantation of an ERP system. Consequently, in these last five years, more and more companies are implementing ERP system but lots of them fail so far. We try to understand in our work, from a project management perspective, the reasons that bring the ERP implementation project to success or to fail. We provide in this article a brief overview of the literature dealing with key success factors related to an ERP implementation project to better cope with the field, then we study the case of an ERP implementation project in a company operating in automotive industry, with a quail-metric methodology, to better deepen the reasons of ERP implementation projects success or failure.ERP Implementation Project; Key Success Factors; Case Study; Quail-metric Approach.

Supply Chain Resource Planning Systems: A Scenario of Future Enterprise Systems

To envisage possible future enterprise systems, we describe four scenarios that all respond to the increasing need for better supply chain-wide coordination of resource allocation decisions. We use two drivers to derive these scenarios; namely “normal form of providing corporate computing resources” and “stance of regulators towards explicit forms of industry-wide coordination”, the latter of which includes cooperation among competitors. While three of our scenarios are familiar to contemporary readers, the fourth, supply chain resource planning (SCRP) systems, marks a radical break with current practice. We describe the operating principle of SCRP systems and discuss possible governance structures for organizations supporting SCRP systems. We hope to encourage discussion about the future of enterprise systems that moves beyond extrapolating past and current trends. The paper concludes by outlining four areas for promising future research

Investigating the impact of institutional forces on the operations of an organisation-implemented ERP system in a developing country

In response to the pressure of the ever-changing and dynamic global market, enterprise resource planning (ERP) systems have become the cornerstone for organisations of all sizes to compete internationally. However, implementing organisations in developing countries doesn't enjoy the same benefits as implementing organisations from developed countries, because ERP systems general originate from developed countries and these do not necessarily fit the requirements of implementing organisations in developing countries owing to the different business practices, legal and government regulations. ERP systems are built on institutional models, procedures and forces that set the rules of rationale and these forces serve to bind implementing organisations to fundamental choices about how organisational operations and processes should be organised. Limited studies have been done on the impact of institutional forces on implementing organisations from developing countries, particularly in South Africa, yet these organisations continue to invest huge amounts of their financial resources in ERP systems. Until implementing organisations understand the impact of institutional forces on their operations, misalignment will continue to deny realisation of the full benefits of these systems. This study aimed at exploring the institutional forces and their impact on the operations of the implementing organisation within the South African context. A qualitative research approach was undertaken from an interpretive epistemological position. A single case study was conducted at Organisation X. Organisation X is a public sector organisation formed in 1999 and implemented an ERP system in 2006. Thirty employees participated in the study and the data were analysed using the thematic analysis qualitative technique. The selected participants only include those who joined the Organisation X before the implementation of the ERP system because they have a broad general knowledge of the ERP and have undergone the experience during this time. These include executive managers, senior managers and support staff. Major themes from the data illustrate that implementing organisations from the public sector resort to modifying the ERP because they operate in highly regulated environments. These themes also demonstrate that economic differences, sector requirements, organisational culture, IT infrastructure and operational differences are the institutional forces that affect the implementation and use of software packages. The findings reveal that ERP-embedded institutional forces have a negative impact on the implementing organisational structures, bring changes to the process controls and procedures of the implementing organisation, affect the reporting structure of the organisation, create additional roles and responsibilities, bring undesirable changes to organisational culture and increase organisational spending in IT infrastructure. Institutional forces also have positive impact on implementing organisation operations, including improved availability, accessibility, accuracy and reliability of the information and, lastly, thus improve the effectiveness and efficiency of operations. The findings of this study help to build a body of knowledge on ERP misalignment for organisations planning to implement or adopt ERP systems. This study alerts implementing organisations of the need to systemically review regulations and national rules together with industry best practices prior to deployment