Process Alignment or ERP Customisation: Is There a Unique Answer?

Grabot, Bernard

doi:10.1007/978-1-84800-183-1_9

Cited by 2 publications

(12 citation statements)

References 32 publications

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“…An ERP system usually has several modules such as Order Management, Financial management, Capacity Management, Scheduling and Planning, Process Planning, Knowledge Management, Customer Relation or Project Management, Product Management, and Service Management, etc. It should be pointed out that implementation of ERP involves high failure rate because of the mismatch of the technology selected and the actual production processes, inadequate re-engineering strategies and the lack of research and development technical capability [1]. Traditionally, in ERP implementation, standard processes are adopted in order to reduce the business risks [2,3] which companies are most concerned with.…”

Section: Introductionmentioning

confidence: 99%

Interoperability Challenges of ERP Implementation in a Collaborative Manufacturing Environment

2013

AMR

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Abstract. The paper tries to address the common challenges that many small and medium enterprises (SMEs) are facing: the manufacturing data integration with a collaborative manufacturing environment with low volume and high mix production orders. The research focus is on the interoperability between the existing and a new ERP system, as well as the collaboration scheme among different suppliers and partners in a supply chain model.

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Section: Introductionmentioning

confidence: 99%

Interoperability Challenges of ERP Implementation in a Collaborative Manufacturing Environment

2013

AMR

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“…ERP systems are large business software packages that impose standardised procedures on the input, use and dissemination of data across an organisation, and integrate business processes and associated workflows (O'Leary, 2000;Dery et al, 2006a). Therefore, implementing an ERP system fundamentally requires alignment with the standard processes prescribed by the (target) ERP system (Grabot, 2008;Al-Mashari, 2001). Such alighments typically involve significant business process reengineering efforts (Moon, 2007) that imply new work modules and job descriptions, and new work structures and procedures (Kallinikos, 2004).…”

Section: Motivationmentioning

confidence: 99%

“…By definition, each change sets into question an existing, possibly stable and perhaps satisfying situation, both at the individual and organisational level. Therefore, it may arouse resistance which may have different origins (Grabot, 2008). A potentially high degree of change can raise severe levels of negative human affections and their side-effects through resistance and/or lack of acceptance (Razavi and Ahamad, 2011).…”

Section: Motivationmentioning

confidence: 99%

“…For example, a survey of 264 organisations from 64 countries around the world indicated that user resistance is the first-ranked challenge for the implementation of enterprise resource planning (ERP) systems and 63percent of companies experienced difficulty in addressing process and organisational change issues (Panorama Consulting Group, 2011). This indicates that while the most critical challenges during ERP implementation concern the support for change and relate to arisen resistance (Grabot, 2008), companies frequently underestimate the importance of organisational change management and often do not give it the attention which is required for an ERP implementation.…”

Section: Literature Review and Forming The Conceptual Frameworkmentioning

confidence: 99%

“…In this regard, while implementing the standard processes, included in an ERP system, is considered as an extreme condition of success of the implementation (Grabot, 2008), aligning the business processes of a company with best practices is usually considered as a significant source of performance improvement (Al-Mashari, 2001). Thus, successful reengineering, the success of the ERP implementation, and organisational benefits are closely linked (Law et al, 2007).…”

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confidence: 99%

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Development of a user-resistance-aware framework for implementing enterprise resource planning systems

Bagheri¹

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Although Enterprise Resource Planning (ERP) systems are one of the most important developments in corporate information systems, their implementation process is usually problematic, and many challenges in different aspects come along during the implementation of these large integrated systems. Amongst them, the human-related issues potentially affect ERP implementation projects and decrease their success rate dramatically. Numerous studies have shown that user resistance is the most influential failure factor for such projects. Existing ERP implementation process models usually cover the technical aspects and steps of the implementation and do not face the humanrelated aspects of the process such as resistance to the new system and processes, and organisational conflicts and politics which arise during this huge organisational change. Also, the extant theories of resistance to IS implementation largely adopt a narrow approach to dealing with user resistance and, hence, the solutions provided by them are fragmented and cannot present a holistic approach to our problem (i.e. understanding and dealing with human resistance in the process of implementing ERP systems). This research proposes to use change management body of knowledge as an overarching perspective to deal with resistance in the process of ERP implementation which could provide a more holistic and coherent approach to understand and address such problem, and could enrich the implementation process models in terms of encountering human-related issues (i.e. user resistance). Accordingly, the Kotter’s change model was identified as an appropriate model for such projects, particularly due to the role of power and politics in the system implementation process. The study maps Kotter’s change ii model with ERP implementation process models, and introduces a userresistance-aware framework. To improve this framework, the theories of resistance to information systems implementation are reviewed, and sources of resistance and also the strategies suggested by each theory are categorised according to the process stages. The framework is evaluated and improved through conducting three case studies, during which it is also investigated that how people’s reactions (resistance instances) to the new system could be mapped chronologically against the implementation stages. The final framework mainly helps in understanding the complexity of the issues and improving the change readiness, and can be used as a practical guide for companies and IT project managers. It encourages the organisations to proactively deal with the situation and hence, help people cope with the new routines and environment more conveniently and smoothly, which ultimately improve the success rate of adopting such systems.

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Process Alignment or ERP Customisation: Is There a Unique Answer?

Cited by 2 publications

References 32 publications

Interoperability Challenges of ERP Implementation in a Collaborative Manufacturing Environment

Interoperability Challenges of ERP Implementation in a Collaborative Manufacturing Environment

Development of a user-resistance-aware framework for implementing enterprise resource planning systems

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