What managers should know about ERP/ERP II

What managers should know about ERP/ERP II Purpose – This paper aims to examine the impact of enterprise resource planning (ERP) on organizations and discusses critical issues that should be considered by managers and decision makers who are considering implementing an ERP/ERP II system. Design/methodology/approach – Extensive literature review and the author's professional experience on the topic provide the foundation for this article. Findings – ERP/ERP II are designed to improve competitiveness by upgrading an organization's ability to generate timely and accurate information throughout the enterprise and its supply chain. The goal of an ERP/ERP II is to integrate all business units of an organization and to create a system that is capable of providing up‐to‐date and relevant information for the corporation's decision makers and employees as well as business partners. The investment that is required is significant, sometimes running into the hundreds of millions of dollars and the decision to purchase and implement an ERP system is one of the most important decisions a manager will have to make. Practical implications – Implementing ERP systems often requires organizational change and commitment by top managers. Participation by decision makers and executives from the acquisition phase to the end is essential to the success of ERP/ERP II. Factors that managers should consider are outlined in the study. Originality/value – This paper provides useful information to both academicians and practitioners who are interested in ERP. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Management Research News Emerald Publishing

What managers should know about ERP/ERP II

Management Research News, Volume 29 (4): 10 – Apr 1, 2006

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Publisher
Emerald Publishing
Copyright
Copyright © 2006 Emerald Group Publishing Limited. All rights reserved.
ISSN
0140-9174
DOI
10.1108/01409170610665040
Publisher site
See Article on Publisher Site

Abstract

Purpose – This paper aims to examine the impact of enterprise resource planning (ERP) on organizations and discusses critical issues that should be considered by managers and decision makers who are considering implementing an ERP/ERP II system. Design/methodology/approach – Extensive literature review and the author's professional experience on the topic provide the foundation for this article. Findings – ERP/ERP II are designed to improve competitiveness by upgrading an organization's ability to generate timely and accurate information throughout the enterprise and its supply chain. The goal of an ERP/ERP II is to integrate all business units of an organization and to create a system that is capable of providing up‐to‐date and relevant information for the corporation's decision makers and employees as well as business partners. The investment that is required is significant, sometimes running into the hundreds of millions of dollars and the decision to purchase and implement an ERP system is one of the most important decisions a manager will have to make. Practical implications – Implementing ERP systems often requires organizational change and commitment by top managers. Participation by decision makers and executives from the acquisition phase to the end is essential to the success of ERP/ERP II. Factors that managers should consider are outlined in the study. Originality/value – This paper provides useful information to both academicians and practitioners who are interested in ERP.

Journal

Management Research NewsEmerald Publishing

Published: Apr 1, 2006

Keywords: Competitive advantage; Organizational change; Resource allocation; Management strategy; Benefit‐cost ratio

References

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