No abstract

Due to the persistence of failure to conduct information systems implementation projects, and because of the lack of researchers' consultation on the key factors of project management success, it is advisable to broaden the reflection on the main factors of failure and success, taking into account the contexts specific to each project. This paper lies within an exploratory approach, trying to identify the success factors of managing ERP implementation projects within companies, and proving the existence of strong interactions between the three project phases. It also tries to explain that project management should not be executed independently of the initial business plan. The methodological approach applied in this research is not part of a linear approach that investigates a phenomenon known in advance; it aims at building knowledge based on qualitative and empirical data. It is a combination of Maxwell's qualitative and empirical research' foundations, as well as the principles of grounded theory used in qualitative analyses in which the studied sample's size is not known in advance. The article showed that the success of ERP implementation is not as obvious, it should not be perceived separately from the study and exploitation's stages. In fact, it is the outcome of an appropriate preparation during the pre-project stage, optimized implementation during the project's conducting stage, as well as satisfaction of final users. This complexity requires the involvement of all stakeholders as well as agility at all levels. Thus, the stakeholders are required to take into account all events and possibilities that may affect the course of the software

The logistics activity exercise is in fact submitted to several constraints related to physical, financial and information flows; it also requires operational expenses optimization, compliance with performance indicators and processes control. Being structured in different integrated modules, the ERPs provide operational, tactical and strategic planning features that allow the company to balance its supply and demand plans. Although project management practices are considered effective nowadays, many companies are still struggling to implement these ERPs and automate the various logistics processes: indeed the situation of such projects becomes uncontrollable or they are abandoned. It is therefore appropriate to consider, in this article, the main risks that may arise during the logistics integration in the ERPs; then try to explain the most adequate governance to implement in order to reduce their impact.

In Morocco and unlike the first world countries, and with the absence of the ethical code of medical promotion, a lot of pharmaceutical companies use the gifts policy in order to influence the doctors prescribing to the patients. Concerning the Moroccan pharmaceutical industry, a study made by the competition council in 2011 showed that the existence of dubious practices that goes against the patient’s interest. These practices are often materialized by public relations actions between the stakeholders operating in the medical field in the doctor’s favor, especially the aspects of the heavy and expensive pathologies. While medicine is usually governed by some very strict rules of ethnics and morals, this article aims to analyze the nature of the links that governs the relationship between the pharmaceutical laboratories and the doctors of different specialties; different scales and different areas in Morocco. The article will present a set of elements that demonstrate on the basis of the sample studied that the relationship between the various stakeholders operating in the medical sector is still not healthy, and that it is strongly impacted by material interests. to the detriment of patients, hence the need to involve professional and state actors for the implementation of a strict ethical code.