Key lessons from the implementation of an ERP at Pratt &amp; Whitney Canada

Tchokogué, André; Bareil, Céline; Duguay, Claude R.

doi:10.1016/j.ijpe.2003.11.013

Cited by 52 publications

(35 citation statements)

References 19 publications

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“…These approaches are critical in the design of products and processes to improve supply chain efficiency (Chen and Paulraj, 2004), but they are also used in cost management of ongoing operations and reduction in production cost (Anderson and Dekker, 2009b). For example, in their case study, Tchokogue et al (2005) analyze the implementation of SAP R/3 at Pratt & Whitney Canada (P&WC). After implementing ERP, the inventory level stabilized and the additional performance enhancement included better customer response time, reduced work-in-process, increased inventory turnover, increased visibility of inventory, and reduced operating costs.…”

Section: External Is Integration In Relation To Cost and Quality Perfmentioning

confidence: 99%

Relationships between internal and external information systems integration, cost and quality performance, and firm profitability

Maiga

Nilsson

2015

International Journal of Production Economics

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a b s t r a c tThis paper proposes that the impact of information systems (IS) integration on manufacturing firm profitability is underestimated as a result of inadequate attention to indirect effects. The study uses structural equation modeling to investigate the associations among internal and external information system integration, quality and cost performance, and firm profitability. Overall, the results from a mail survey of 263 member firms of the Institute for Supply Management support the theoretical model. Results indicate that (a) internal IS integration has a significant positive association with external IS integration, (b) both internal IS integration and external IS integration are significantly positively associated with cost and quality performance, (c) quality performance is significantly positively associated with cost performance, and (d) both quality and cost performance have significant positive associations with firm profitability. However, the direct effects of internal and external IS integration on firm profitability are not significant. Rather, the association is through cost and quality performance, suggesting that both cost and quality performance act as intervening variables. This study extends the literature on IS integration by providing insights into a set of interrelationships that matters for the attainment of firm profitability from IS integration.

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Section: External Is Integration In Relation To Cost and Quality Perfmentioning

confidence: 99%

Relationships between internal and external information systems integration, cost and quality performance, and firm profitability

Maiga

Nilsson

2015

International Journal of Production Economics

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“…Recently, ERP system implementations have been growing strongly ( Lea et al, 2005;Mabert et al, 2001). ERP is considered a strategic resource by organizations (Yen and Sheu, 2004), due to their perceiving that ERP systems can provide a high level of competitiveness via the acquiring of a strong market position (Tchokogue et al, 2005).…”

Section: Introductionmentioning

confidence: 99%

TAM-based success modeling in ERP

Bueno

Salmeron

2008

Interacting with Computers

163

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a b s t r a c tThe literature assumes that Enterprise Resource Planning (ERP) systems are complex tools. Due to this complexity, ERP produce negative impacts on the users' acceptation. However, few studies have tried to identify the factors that influence the ERP users' acceptance. This paper's aim is to focus on decisive factors influencing the ERP users' acceptance and use. Specifically, the authors have developed a research model based on the Technology Acceptance Model (TAM) for testing the influence of the Critical Success Factors (CSFs) on ERP implementation. The CSFs used are: (1) top management support, (2) communication, (3) cooperation, (4) training and (5) technological complexity. This research model has offered some evidence about main acceptance factors on ERP which help to set the users' behavior toward ERP.

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“…The study covers the effects of rules and regulations in Canada on ERP implementation in Canada. Tchokogué et al (2005) applied a case study to learn some lessons from a successful implementation of an ERP system. It pointed out some strategic, tactic and operational considerations inherent in an ERP implementation that are needed to effective organizational transformation required by a system implementation such as SAP R/3.…”

Section: Fig 1 Different Components Of Erpmentioning

confidence: 99%

Key lessons from the implementation of ERP in Canada

Jabbarzadeh¹

2017

10.5267/j.ijdns

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Enterprise resource planning (ERP) is the integrated management of core business processes, often in real-time and mediated by software and technology. ERP gives us an integrated and updated image of core business processes based on common databases retained by a database management system. ERP systems are able to track business resources including cash, raw materials, production capacity and the status of business commitments such as orders, purchase orders, and payroll. This paper presents different experiences of the implementation of ERP in Canada.

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Key lessons from the implementation of an ERP at Pratt & Whitney Canada

Cited by 52 publications

References 19 publications

Relationships between internal and external information systems integration, cost and quality performance, and firm profitability

Relationships between internal and external information systems integration, cost and quality performance, and firm profitability

TAM-based success modeling in ERP

Key lessons from the implementation of ERP in Canada

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