Major Success and Failure Factors During the Online ERP Implementation Process
Keywords:
ERP, Implementation, case study, CSF, CFF, SOWAbstract
Enterprise resource planning (ERP) technologies are becoming more popular among businesses working toward dynamic growth. Enterprise resource planning, sometimes known as ERP for short, is a centralized software system that makes it simpler for all departments to work together and share data in real time. This might result in decisions being made more quickly and procedures being simplified directly.
Only two of the numerous factors determining how long it takes to establish an ERP system are the size of the company and the number of SKUs that need to be connected. There are still many more factors that play a role. Many distinct factors are considered when determining whether or not an ERP implementation is effective. It has been determined via study that various strategies and criteria are pertinent. Using these strategies decreases the likelihood of encountering issues and increases the possibility of successfully deploying an ERP system.
Implementing enterprise resource planning (ERP) is seen as a significant undertaking by the customers and the service providers deploying ERP systems. Customers may incur considerable money and time costs if the method is unsuccessful. This is because several departments are often involved in the process. Suppose an ERP provider’s project is unsuccessful. In that case, it may have a detrimental effect on their reputation and future commercial possibilities.
To ensure their ERP deployments are successful, firms implementing ERP systems seek to develop efficient and smooth processes. Despite this, problems inside the implementation team remain the root reason for some efforts’ failure. Issues such as these can arise when an individual does not have appropriate knowledge of the subject matter or does not have a good understanding of the product. This demonstrates how important it is to have skilled and knowledgeable employees about the ERP system and the organization they work for.
The effectiveness of an enterprise resource planning (ERP) system may be affected by a wide variety of stakeholders, both internal and external to the organization. Through the whole ERP installation process, the firm’s internal environment, including its culture, traditions, and readiness to change, is given significant consideration.
Downloads
References
Ahmad, M. M., & Cuenca, R. P. (2013). Critical success factors for ERP implementation in SMEs. Robotics and computer-integrated manufacturing, 29(3), 104-111.
Bansal, V. (2013). Identifying critical success factors for ERP in SMEs through a case study. International Journal of Future Computer and Communication, 2(5), 471.
Colmenares, L. E., & Otieno, J. O. (2005). Critical Success factors of ERP implementation. In Encyclopedia of Information Science and Technology, First Edition (pp. 628-633). IGI Global.
Holland, C. P., Light, B., & Gibson, N. (1999). A critical success factors model for enterprise resource planning implementation. In ECIS 1999: 7th European conference on information systems (pp. 273-287).
Hong, K. K., & Kim, Y. G. (2002). The critical success factors for ERP implementation: an organizational fit perspective. Information & management, 40(1), 25-40.
Krumbholz, M., & Maiden, N. (2001). The implementation of enterprise resource planning packages in different organisational and national cultures. Information systems, 26(3), 185-204.
Maxie Burns, O., Turnipseed, D., & Riggs, W. E. (1991). Critical Success Factors in Manufacturing Resource PlanningImplementation. International Journal of Operations & Production Management, 11(4), 5-19.
Nah, F. F. H., Lau, J. L. S., & Kuang, J. (2001). Critical factors for successful implementation of enterprise systems. Business process management journal, 7(3), 285-296.
Nandhakumar, J. (1996). Design for success? critical success factors in executive information systems development. European Journal of Information Systems, 5(1), 62-72.
Nandhakumar, J., Rossi, M., & Talvinen, J. (2005). The dynamics of contextual forces of ERP implementation. The Journal of Strategic Information Systems, 14(2), 221-242.
Peng, G. C., & Nunes, J. M. B. (2010). Why ERP post-implementation fails? Lessons learned from a failure case in china. In PACIS 2010-14th Pacific Asia Conference on Information Systems (pp. 296-307). AIS.
Rizkiana, A. K., Ritchi, H., & Adrianto, Z. (2021). Critical Success Factors Enterprise Resource Planning (ERP) Implementation in Higher Education. Journal of Accounting Auditing and Business-Vol, 4(1).
Sar, A., & Garg, P. (2012). Analysis of critical failure factors in ERP implementation: an Indian experience. International Journal of Business Information Systems, 11(3), 360-378.
Shirouyehzad, H., Dabestani, R., & Badakhshian, M. (2011). The FMEA approach to identification of critical failure factors in ERP implementation. International Business Research, 4(3), 254.
Umble, E. J., Haft, R. R., & Umble, M. M. (2003). Enterprise resource planning: Implementation procedures and critical success factors. European journal of operational research, 146(2), 241-257.
Wong, A., Scarbrough, H., Chau, P., & Davison, R. (2005). Critical failure factors in ERP implementation.
Wilson, F., Desmond, J., & Roberts, H. (1994). Success and failure of MRP II implementation. British Journal of Management, 5(3), 221-240.
Xue, Y., Liang, H., Boulton, W. R., & Snyder, C. A. (2005). ERP implementation failures in China: Case studies with implications for ERP vendors. International journal of production economics, 97(3), 279-295.
