The management of materials, information, and other resources in organizations has expanded beyond the role of typical operations managers. Along with the breakdown of internal and external organizational boundaries has come the more open environment that is espoused by enterprise resource planning (ERP) systems. Practitioners and managers throughout the world have realized the enormity and importance of these evolved systems. No longer are they just for the exclusive use of large multinational organizations, but are diffusing to small and medium-sized organizations as well. These systems are meant to encourage and support communication and cooperation among various functions, vendors, and customers of organizations. The ERP system is a central enabler to recent managerial concepts such as concurrent engineering, design for “x”, supply chain management, e-commerce, agile and virtual enterprises. Thus, their importance is strategically vital to organizations that wish to remain competitive. Practitioners have realized this importance by spending billions of dollars on these systems and supporting processes. Not only do ERP systems enable these concepts but may at times mean the rise or fall of organizations in an increasingly competitive market where globalization has been localized. Yet, researchers have been slow to critically investigate the roles of ERP
European Journal of Operational Research – Elsevier
Published: Apr 16, 2003
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