A Framework for Evaluating ERP Implementation Choices

Luo, Wu; Strong, Diane M.

doi:10.1109/tem.2004.830862

Cited by 165 publications

(110 citation statements)

References 8 publications

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“…12 The more rigid the solution, the more standardized the business processes [5,9,12,13,14,17,20,24,25,26,27,36,39,40,42]. 13 The more rigid the solution, the tighter the integration of operational and informational procedures that the organization can achieve [1,5,9,10,11,12,13,14,17,18,19,20,21,22,24,25,26,27,31,35,36,37,38,39,40,41,42]. 14 The more rigid the solution, the better the level of interoperability that can be achieved [1,24,25].…”

Section: Appendixmentioning

confidence: 99%

“…15 The more rigid the solution, the more predictable the global business processes [12,13,14,20,25]. 16 The tighter the integration of operational and informational procedures, the greater the changes in processes and data management imposed on the organization [1,5,9,10,11,12,13,14,17,18,19,20,21,22,24,25,26,27,31,35,36,37,38,39,40,41,42]. 17 The tighter the integration in terms operational and informational procedures, the more complex the changeover management processes [5,13].…”

Section: Appendixmentioning

confidence: 99%

“…26 The more flexible the solution, the higher the risks of release lags [21,41]. 27 The more flexible the solution, the higher the customization risks [5,12,13,14,26,27,31]. 28 The more flexible the solution, the more the upgrade difficulties [5,12,13,14,26,31].…”

Section: Appendixmentioning

confidence: 99%

“…27 The more flexible the solution, the higher the customization risks [5,12,13,14,26,27,31]. 28 The more flexible the solution, the more the upgrade difficulties [5,12,13,14,26,31]. 29 The more flexible the solution, the higher the customization costs [9,12,13,14,21].…”

Section: Appendixmentioning

confidence: 99%

See 3 more Smart Citations

Requirements engineering for cross-organizational ERP implementation undocumented assumptions and potential mismatches

Daneva

Wieringa

2005

13th IEEE International Conference on Requirements Engineering (RE'05)

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Section: Appendixmentioning

confidence: 99%

Section: Appendixmentioning

confidence: 99%

Section: Appendixmentioning

confidence: 99%

Section: Appendixmentioning

confidence: 99%

See 2 more Smart Citations

Requirements engineering for cross-organizational ERP implementation undocumented assumptions and potential mismatches

Daneva

Wieringa

2005

13th IEEE International Conference on Requirements Engineering (RE'05)

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show abstract

“…Another question that also have been discussed a lot is the problem with finding the "right" enterprise resource planning (ERP) or in other words finding an ERP that fits the organisation and its business processes [4][5][6][7]. The way end-user organisations have solved this problem has to a great extent been by customization of the ERP [8].…”

Section: Introductionmentioning

confidence: 99%

Developing a “Better” ERP System: The Risk of Loosing Competitive Advantage

Johansson

IFIP International Federation for Information Processing

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Abstract, hi this paper the resource-based view of the firm is used to describe and explain how organisations, which have different roles in the value-chain in an enterprise resource planning (ERP) system development/implementation project, receive competitive advantage from selling or using ERPs. This discussion relates to the on-going discussion about how organisations receive competitive advantage from information and communication technology (ICT), and from that and by the influence from the resource-based view a set of propositions related to ERP development and competitive advantage and what role different stakeholders play in the value-chain are presented. These propositions have the ambition of acting as a foundation for future research on development and implementation of ERPs and if and if so, how the different stakeholders* different ways of receiving competitive advantage influence ERP development and especially when it comes to development of a more standardized or pre-customized ERP system. The propositions also act as a foundation for increasing the knowledge about reasons for why developing a future "better" ERP system is that hard.

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The Role of CRM‐SRM Bolt‐ons in Enterprise Resource Planning System: Toward a Customer‐Oriented Supply Chain

et al. 2014

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Servitization has become a widely pursued fi eld of research due to services ' creation of mutual value through a shift from selling products to selling product-service systems ( Baines et al ., 2007 ;Parry et al ., 2012 ). One of its main characteristics is the increased level of customer orientation ( Bastl et al ., 2012 ). Customer orientation is determined by inter-fi rm cooperation ( Rindfl eisch and Moorman, 2003 ), which generates long-term relationships between business partners, particularly cooperative supplier-customer relationships that allow more frequent communication and more open sharing of business-relevant information ( Eggert and Helm, 2003 ). Th is supplier-customer relationship enables easier deployment of services through relational exchange ( Zajac and Olsen, 1993 ).During the switch, companies face several challenges, including: strategy, organization and enterprise management, marketing, production, delivery, servitization design, communication, and managing supplier-customer relationships during the product-service shift ( Barnett et al ., 2013 ). An effi cient information technology (IT) structure is essential, supported by an enterprise resource planning (ERP) system to integrate processes and functions within the supply chain (SC). Moreover, companies can link their integrated solutions to respond more efficiently to customers ( Cohen et al ., 2006 ). 1 JEL classifi cation codes: L23, M15, O14.B olt-on extensions enhance the road toward a customer-oriented supply chain.At this point, customization of the ERP system is necessary. By adding bolt-on extensions, companies can integrate supplier-customer information in supply chain management (SCM), obtaining a holistic view of the business from a single IT architecture ( Rosemann et al ., 1999 ).Consequently, by implementing customer relationship management (CRM) and supplier relationship management (SRM) bolt-ons in an ERP system, companies are able to integrate important partner information in SCM. Th ey thus have the ability to respond faster to market demands, developing working patterns for product and service designs jointly so that this cooperative relationship between customer and suppliers can generate a source of competitive advantage ( Cannon and Homburg, 2001 ). Unfortunately, few studies have attempted to explore the capacity of bolt-on extensions in fi rms and their potential for customizing business functions.Th e purpose of this paper is to review the route toward a customer-oriented supply chain emphasizing the use of bolt-on extensions in servitization, particularly the use of CRM and SRM bolt-ons as enhancers for a customeroriented supply chain. Th e paper is organized as follows.In the next section, we present literature related to servitization, followed by literature on CRM, SRM, and demand chain management (DCM). Th en, the ERP system customization process is presented, followed by literature on bolt-on extensions. Next, the CRM-SRM conceptual model is described. Th e third section introduces the research methodolo...

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A Framework for Evaluating ERP Implementation Choices

Cited by 165 publications

References 8 publications

Requirements engineering for cross-organizational ERP implementation undocumented assumptions and potential mismatches

Requirements engineering for cross-organizational ERP implementation undocumented assumptions and potential mismatches

Developing a “Better” ERP System: The Risk of Loosing Competitive Advantage

The Role of CRM‐SRM Bolt‐ons in Enterprise Resource Planning System: Toward a Customer‐Oriented Supply Chain

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