Análise comparativa entre a implementação e atualização do sistema ERP R/3 da SAP considerando os fatores críticos de sucesso descritos na literatura: um estudo de caso em uma empresa do segmento de bebidas

Valentim, Onivaldo Aparecido; Politano, Paulo Rogério; Pereira, Néocles Alves; Filho, Targino de Araújo

doi:10.1590/s0104-530x2014005000004

Cited by 7 publications

(5 citation statements)

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“…De acordo com Valentim et al (2014) a SAP se mantém, desde a sua criação, entre as líderes no fornecimento de software atendendo cerca de 48 mil empresas no mundo. Ao adentrar nos termos relacionados ao cotidiano de uma organização, Luz (2003) traz que, para enxergar a cultura organizacional de uma empresa, basta virar a atenção para o comportamento de todos os grupos e indivíduos ali presentes.…”

Section: Fundamentação Teóricaunclassified

“…Conscientizar para a mudança ocorre Com maior somatório entre as seis afirmativas que tinham a intenção de responder esta questão, consta a que os colaboradores têm a noção do enriquecimento que a utilização de um ERP da SAP traz para o seu currículo. Essa consciência, de acordo com Valentim et al (2014), é explicada pelo fato de a SAP estar, desde a sua criação, entre as líderes no fornecimento de softwares no mundo, atuando em mais de 120 mil países e com 12 milhões de usuários finais. Os respondentes também concordam que usar o R/3 trouxe benefícios para a empresa o que, para Davenport (2002, p. 271), é compreendido pela "capacidade ampla e extensiva" que o produto oferece às empresas que optam por utilizá-lo.…”

Section: Remasunclassified

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MUDANÇA ORGANIZACIONAL: um estudo de caso na indústria farmacêutica

Silva

2017

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RESUMOA análise do comportamento dos colaboradores em períodos de mudança organizacional é algo essencial para gestores dentro do meio corporativo. A gestão da mudança com foco em tecnologia da informação é um tema amplo e atual. Mudar processos administrativos e a maneira como eles são executados através de Sistemas de Informação requer não somente habilidade técnica dos envolvidos, mas também, apoio e planejamento por parte das organizações. Desta forma, buscou-se compreender qual era a percepção dos colaboradores de uma indústria farmacêutica de Porto Alegre frente ao processo de mudança, decorrente da migração do sistema de gestão ERP do fornecedor TOTVS Datasul para o da SAP. Objetivando entender este problema, tanto pelo olhar destes colaboradores quanto pelo de um gestor de área, foram necessárias a compreensão de quais foram as reações encontradas neste período e dos pontos que seriam determinantes para o sucesso durante a mudança organizacional. Para atingir estes objetivos, utilizaram-se dois instrumentos de pesquisa: um aplicado aos colaboradores e o outro, ao gestor. Ao final desta pesquisa, constatou-se que as organizações necessitam atentar para as pessoas em períodos de mudança, pois, para atingir o resultado almejado, é necessário que os colaboradores desempenhem as atividades estipuladas. Além da percepção de que são imprescindíveis as máquinas para cumprir os processos, por detrás delas, há pessoas que têm angústias e medos e que se veem ameaçadas pela velocidade com que as informações mudam. PALAVRAS-CHAVE: Mudança organizacional. Gestão da mudança. Comportamento. Tecnologia da informação. Sistemas de gestão.

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Section: Fundamentação Teóricaunclassified

Section: Remasunclassified

MUDANÇA ORGANIZACIONAL: um estudo de caso na indústria farmacêutica

Silva

2017

REMAS

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“…According to Stamford (2008) apud Valentim et al (2014), ERP provides a single information flow, which is continuous and consistent across the company under a single database. It is a tool for the improvement of business processes, guided by these processes, with online and real time information and not by the functions and departments of a company.…”

Section: Many Of the Computer Systems Developed In The 70s 80s And Ementioning

confidence: 99%

“…Recent research on the ERP system has aimed to evaluate the influence of the ERP system on organizational strategic activities (Ferreira et al, 2012 and Martins et al, 2013); to identify the contribution from Enterprise Resource Planning systems for the management of information and knowledge (Souza et al, 2013); to identify success factors in the use of ERP systems for the competitiveness of the hotel industry (Azevedo et al, 2014); to evaluate ERP-system user satisfaction at medium-sized clothes manufacturers in the State of Fortaleza (Teles & Silva, 2014); and to understand the implementation and updating of the ERP system through comparison analysis, taking success critical factors described in the pertinent literature into consideration (Valentim et al, 2014), among other studies.…”

Section: Introductionmentioning

confidence: 99%

Critical factors in the implementation process of integrated management systems

Ferreira

Kuniyoshi

2015

JISTEM

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This study is the result of research whose purpose was to study the implementation process of integrated management systems, called ERP Enterprise Resource Planning in the business environment. This study, more specifically, tried to identify the variables in this process and that, somehow, made it easy or caused some type of difficulty implementing the system. Based on the mixed method approach (Creswell, 2003), the study was performed by means of the content analysis of technical and scientific publications about this theme and by means of a field research for data collection from primary sources. The content analysis was based on the per mile procedure by Bardin (1977), making it possible to identify critical factors that may be found in the implementation of ERP system projects. Primary data was collected from structured interviews with the managers in charge of the implementation of the system, in each of the 12 companies in different sectors of the economy and based in Brazil. Based on this information, it was possible to test the factors extracted from the content analysis and then develop a list of factors that may effectively influence the implementation process of the system. In order to recognize the possible relations between the selected factors, the Spearman (r sp ) correlation coefficient was applied and the multiple regression analysis was performed by means of the stepwise procedure. The purpose of the regression analysis was to determine the relation of the "Assessment of the Implementation" dependent variable with other dependent variables in the selected categories. The results of these analyses showed that the support of the top management, the communication process for the clear evidence of this support, the technical support of the ERP program provider together with the project team expertise, training and qualification processes of the team in the system operation are significantly correlated and relevant factors for a successful implementation of the project.Keywords: integrated management systems; ERP; Implementation; projects.146 Ferreira, A. A., Kuniyoshi, M. INTRODUCTIONThe implementation of the integrated management systems from different origins and based on the ERP (Enterprise Resource Planning) technology have become a reality, increasingly present in the business environment. In addition to the increased competitiveness and recognition of the strategic value of information, many other reasons justify the growth of purchases and implementation of these integrated systems in companies at the end of the last century. . Some of them mentioned their executives´ fear and the related caution about problems that could have happened to the existing systems upon the arrival of the year 2000 , a phenomenon commonly known as the Y2K bug, incurring costs to redefine or adjust information systems already in use by companies.In addition to these reasons for the growth of integrated management systems, there are others such as the benefits that a system of this large size may offer r...

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“…This was the basis for the software launched by SAP since then, today called modules (Ribeiros, 2018). Over the next decade, SAP created new versions of R/3 to improve it and to integrate new features (Valentim et al, 2014). Later, SAP ERP is launched, which still brings some R/3 system applications, but with more functional solutions and where support for non-implemented processes is contemplated (Costa, 2017).…”

Section: Enterprise Resource Planningmentioning

confidence: 99%

LIMEN - International Scientific-Business Conference - Leadership, Innovation, Management and Economics: Integrated Politics of Research

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Análise comparativa entre a implementação e atualização do sistema ERP R/3 da SAP considerando os fatores críticos de sucesso descritos na literatura: um estudo de caso em uma empresa do segmento de bebidas

Cited by 7 publications

References 1 publication

MUDANÇA ORGANIZACIONAL: um estudo de caso na indústria farmacêutica

MUDANÇA ORGANIZACIONAL: um estudo de caso na indústria farmacêutica

Critical factors in the implementation process of integrated management systems

LIMEN - International Scientific-Business Conference - Leadership, Innovation, Management and Economics: Integrated Politics of Research

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