Strategic ERP Extension and Use by Elliot Bendoly
By Elliot Bendoly
Strategic ERP Extension and Use offers practitioners and researchers with a window into the leading edge strategic extension and using glossy ERP structures, targeting present use of ERP approach implementation in addition to outlooks for destiny advancements for operations and strategic managers.With contributions and real-world case experiences via proven specialists within the box at such modern associations as MIT, Accenture Institute for top functionality company, and the Kelley institution of industrial at Indiana college, this quantity clarifies the present functions of ERP structures and the possibility of extensions of those functions in help of source administration techniques.
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Strategic ERP Extension and Use presents practitioners and researchers with a window into the innovative strategic extension and using sleek ERP structures, concentrating on present use of ERP procedure implementation in addition to outlooks for destiny advancements for operations and strategic managers. With contributions and real-world case experiences through tested specialists within the box at such modern associations as MIT, Accenture Institute for top functionality enterprise, and the Kelley college of commercial at Indiana collage, this quantity clarifies the present services of ERP platforms and the possibility of extensions of those functions in help of source administration ideas.
Additional info for Strategic ERP Extension and Use
What lessons were learned? • What do these companies plan to do in the future? The primary objective of the case studies was to obtain reliable and detailed information on the current status of ERP practice and implementations in the manufacturing SMEs. Comparing SME Experiences Since the mid-1990s, there have been numerous studies conducted on ERP systems. However, very few have concentrated on small and The “New” Users: SMEs and the Mittelstand Experience medium enterprises. The two exceptions and the ones most relevant to the current study are by Van Everdigen, Van Hillegersberg, and Warts (2000) and Mabert, Soni, and Venkataramanan (2003).
Respondents were also asked to evaluate their perception of the ERP system based on three metrics: 1. Switch from legacy systems to ERP 2. Beneﬁts versus costs of ERP 3. Usage of ERP The above metrics measure the recipe for success in the chartering phase, as proposed by Markus and Tanis (2000). The authors write that in this phase, success occurs when “the organization is well prepared to accept and use the system and related infrastructure of sufﬁcient quality to meet business needs” (Markus and Tanis, 2000, p.
Metric 1: Switch from Legacy to ERP Employees were asked: “Overall, I think that the switch from legacy systems to ERP is . . 1). Pre-Go-Live Results An examination of the data by position revealed the following: • Of the managers who responded to the survey, 68% felt that the switch was essential, whereas 18% felt that the switch was more trouble than it was worth. • Of the supervisors who responded to the survey, 38% felt that the switch was essential, whereas 33% felt that the switch was more trouble than it was worth.