Research of the implementation factors of the ABC method in the steel industry of Romania

This article describes and analyzes the critical implementation factors of Activity-Based Costing method (ABC) in the Romanian steel industry in case of success or failure. Also, the article presents the successful implementation itinerary of ABC and the conclusions of worldwide specialty studies about adopting or not adopting this method.implementation factors; management accounting; organizational culture; Activity-Based Costing; reengineering.

An analysis of the impact of IT software architecture on business transformation strategy.

This thesis is submitted in partial fulfilment of the requirements of the degree of Master of Commerce in the University of the Witwatersrand, Johannesburg.Managers are increasingly aware that they need to leverage their company's resources in order to deal with the challenges of the changing business world in the 90' s and the coming millennium. The aim of this research is to evaluate how organisations are utilising enterprise wide packaged software applications in order to achieve strategic and transformational benefits for their organisations. The relentless change in the business landscape has meant that organisations have needed to respond in increasingly innovative ways to stay in business. This has been more so for South African organisations which have now been accepted back into the world community after years of isolation due the country's political policy of apartheid. The watershed years of the early 1990's opened up once forbidden markets to South African organisations and in doing so launched these organisations into a global competitive environment. To compete effectively in these newly opened and changed markets, companies have sought to reposition themselves. Since information technology is clearly embedded in many of these organisations they are increasingly turning to infonnetion technology to underpin their new businesses strategies. The relevance of the information architecture an organisation chooses will also be explored in this research, as the flexibility and structure of the architecture will determine what strategic options are available to the company. Many organisations are implementing software packages as opposed to writing their own software to fit unique processes. This trend is strengthened by advancements on the technological front, the disappointment of cost overruns with previously in-house written applications, and the critical shortage of experienced IT (information technology) skills ill the country. Business can no longer wait years for a system to be developed. The implementation of enterprise wide packaged software applications facilitates integration and process transformation which many organisations see as fundamental to their new strategies to remain competitive. This research showed that the implementation of enterprise wide packaged software applications forces change on an organisation in that a number of domains within the organisation are challenged. Processes need revisiting, human resources undergo a change and teamwork is facilitated. There is a new sharing of knowledge and information within the organisation, and such information systems are deployed rapidly and with the business objectives firmly in place. Whilst there were strategic and transformational benefits, there were also a number of unexpected benefits. The changes brought about by such implementations were largely underestimated by managers within these organisations.Andrew Chakane 201

ERP Implementation and Cultural Issues: A case study

Business Process Reengineering (BPR) is defined as the fundamental rethinking and radical redesign of business processes. Implementing an Enterprise Resource Planning (ERP) system involves reengineering the existing business processes to accommodate the best practices adopted by these software packages. It is also suggested that an awareness of cultural differences, both at organizational and national levels, is critical to ERP success. This paper reports on a study of BPR through ERP implementation in two Chinese medium sized manufacturing organizations. The selected organizations are the same size and have implemented the same type of ERP systems to reengineer their business processes. One of the companies is a stateowned company and the other is a private organization. The findings suggest that business processes can only reflect technical aspect from socio-technical view. Other two subsystems, human system (eg, culture, motivation, communication, willingness to change) and management system are equally important to contribute to overall organizational performance

IMAS: An Integrated Manufacturing Application Server for BPR

AbstractInformation management systems should be reconfigured rapidly to respond to the change of requirements in Business Process Re-engineering domain. Inspired by the trend mentioned above, we proposed the notion of IMAS (An Integrated Manufacturing Application Server for BPR) and researched the connotation of it. Firstly, as the instruction system definition of IMAS, a special BPR language DTBP (Data Translate of Business Process) was described in detail. Secondly, we gave the hierarchical architecture of IMAS which consists of communication layer, platform layer and application layer, and all of the three layers were illustrated in detail. In the end, we make conclusion of this paper and point the future works

Enterprise resources planning implementation success factors of steel industry

In order to survive in a rapidly changing business environment, organizations must improve their business practices and procedures.A steel industry has to undergo various procedures before embark on the production phase.Hence, enterprise resource planning (ERP) can be considered as the most important systems in this type of organization as it serves as the organization business operation backbone handling all the bulky procedures and processes efficiently.The difficulties and high failure rate in implementing ERP systems have been widely discussed in the literature. However, factors affecting ERP implementation are complex and abundant thus should be investigated contextually.The objective of this paper is to explore the key issues that possibly influence ERP systems implementation in one of the enterprise steel industry organizations.Several factors deduced from literature were used to further investigate concerning the relevancy of the factors in the context of the study.The factors were further validated through expert reviews with five ERP consultants using semi-structured interviews.Consequently, seven from eight deduced factors were found to be critical to be considered in the next phases of study which may involve model understanding and validation after the primary data collection

Critical success factors in enterprise resource planning implementation in industrial organizations : case study (Esfahan steel company)

In order to survive in a rapidly changing business environment, organizations must improve their own business practices and procedures. Enterprise resource planning (ERP) systems can be considered as the most important development in the corporate use of information technology and are beginning to be the backbone of organizations. The difficulties and high failure rate in implementing ERP systems have been widely cited in the literature. Factors affecting ERP implementation are complex and abundant and numerous authors have identified a variety of factors that can be considered to be critical to the success of an ERP implementation. In this research, the critical factors that affect ERP systems implementation success in Esfahan Steel Company (ESCO) in Iran have been identified and the importance of these factors has been investigated. Through a comprehensive review of the literature, 8 factors were found to be critical to ERP implementation success. A conceptual framework that determines critical factors which influence the ERP implementation will be developed. The importance of these factors was investigated within the qualitative method with conducts 18 asynchronous online interviews with managers and non-managers has been done to obtain a general understanding of what the critical success factors (CSF) of implementing ERP. “Top management support” and “User Education and Training” have been shown to be the extremely important factors for ERP implementation and in addition, "Business Process Reengineering" was found to moderate the relationship between CSFs and ERP's success in ESCO. This study will extend in the research field of successful implementation ERP to have more knowledge in term of implementation ERP

Technical Data on Typologies of Interventions in Knowledge Exchange and Enterprise Network (KEEN) projects. Report 6b

This technical data report is an addendum to the typology and hierarchies of intervention report, which provides an analysis of the type and range of business interventions provided through the Knowledge Exchange and Enterprise Network (KEEN) programme to SMEs in the West Midlands region. There were 126 KEEN projects in total, through which a range of business interventions were provided to the participating companies. KEEN assisted around 100 SMEs through 126 projects, and provided 617 interventions overall. The projects were managed by six the university partners: the University of Wolverhampton, Coventry University, Aston University, Birmingham City University, the University of Worcester, and Staffordshire University