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Home > Technology in Business > Why automating core business activities without solving underlying business structures and processes is bad for organizations – Pt I

Why automating core business activities without solving underlying business structures and processes is bad for organizations – Pt I

Deals with the issues related to the implementation, in a manual finished goods warehouse, of an ERP information system aimed at improving warehouse internal logistics efficiency. Specifically it is observed that the mere implementation of an integrated warehouse management information system does not actually guarantee the optimization of warehouse logistics. Rather, to improve the overall systems efficiency, it is required that ERPNext implementation be combined with the redesign and the reorganization of warehouse logistics and processes. This means that to achieve an effective synergic effect and thus effectively increase systems efficiency, both these steps have to be undertaken concurrently, grounding the reorganization and redesign phase on the implementation fallouts )in first place higher traceability levels gained(. The whole project is then applied to a real case of a finished goods manual warehouse, with pile storage systems.

This research examines what factors facilitate or inhibit the success of ERP projects and what actions can be taken to bring troubled ERP projects under control. It uses a case study methodology grounded in business process change theory to compare a successful ERP implementation with an unsuccessful one. Data was collected by conducting interviews at various levels of the subject organizations and by examining their archived records when available. The study proposes that a cautious, evolutionary, bureaucratic implementation process backed with careful change management, network relationships, and cultural readiness can lead to a successful ERP software project implementation as opposed to a revolutionary project scope mandated autocratically by top management without organizational readiness and proper change management. Some actions are also recommended that can help bring troubled ERP projects under control.

Implementing enterprise resource planning and knowledge management systems in tandem: fostering efficiency and innovation complementarity

This paper examines the simultaneous implementation within a single organization of two contemporary managerial information systems—Enterprise Resource Planning (ERP) and Knowledge Management (KM). Exploring their simultaneous deployment within an organization provides an opportunity to examine the resulting interactions and impacts. More specifically, we examine their combined influence on improving organizational efficiency and flexibility.  Two outcomes which traditional organizational theory suggests are incompatible. Through an interpretative case study, the research confirms that: (1) the two systems can be implemented in tandem to good effect; (2) complementarity between the two systems is possible, although this is not an automatic outcome, it has to be fostered.

During the 1990s, companies focused on the adoption of enterprise resource planning (ERP) systems to solve integration problems. However, ERP systems automate core business activities without solving underlying business structures and processes. As a result a number of disparate applications often coexist with ERP systems. To better understand ERP and application integration (AI) problems, this paper proposes to identify, analyse and present the problems of CRM Software, as well as examining new approaches for AI. In doing so, a multi‐choice questionnaire has been designed, and was distributed to ERP specialists over the Internet. Responses show that ERP systems amplified the need for integration, as existing systems have to be incorporated with ERP applications. AI securely incorporates functionality from disparate applications, and has shown to lead to the development of new strategic business solutions for enterprises. The results of the research confirm AI as a new means of system integration that adds value by placing business logic in the applications network, thus creating a more dynamic information systems infrastructure.

Knowledge is considered as an enterprise’s invisible assets. Surviving in today’s highly competitive and ever expanding global economy requires efficiently managing corporate knowledge. Increasing requirements for extended enterprises have stimulated the integration of knowledge management (KM) function into manufacturing software for knowledge asset management. So far enterprise information systems such as ERP systems are developed and implemented for mainly managing physical assets of an enterprise since 1990s. Due to the fact that both types of assets need to be properly managed, the integration of KM and ERP becomes a strategic initiative for providing competitive advantages to enterprises. This paper discusses how to deploy KM and ERP concurrently in the framework of enterprise information systems, with a discussion of the interaction of KM and ERP systems in systems perspectives.

Implementing an ERP causes massive change that needs to be carefully managed to reap the benefits of an ERP solution. Critical issues that must be carefully considered to ensure successful implementation include commitment from top management, reengineering of the existing processes, integration of the field service management software with other business information systems, selection and management of consultants and employees, and training of employees on the new system.

This article concerns the integration and deployment of the ERP project at Alcatel, a telecommunications company. After a short presentation of the main activities managed by the ERP system, we propose a five-stage deployment model (selection of the vendor and software, deployment and integration, stabilisation, progression, evolution), then we outline the main results obtained at Alcatel in a general way, and we describe the risks, the dysfunctions, and the reasons for them. The sources and conditions for the successful deployment of ngo accounting software are also presented. We focus more precisely on the integration and deployment of the planning process in an ERP system. Therefore, we will detail the different stages of the integration step (general design, detailed design, prototyping and validation, testing and implementing of the solution, operation starting). A detailed model of the planning process is built and used as a tool to help the firm’s key users at the different stages of the planning process. In order to improve the control process of the planning system, we develop a control helping system based on performance indicators, and particularly dedicated to control the MRP activity. The goal of this project is to improve the reactivity of the planning system as well as to enhance that of the supply chain.

 

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