Cross-organizational ERP management

Eckartz, Silja; Daneva, Maya; Wieringa, Roel; Hillegersberg, Jos van

doi:10.1145/1529282.1529641

Cited by 23 publications

(11 citation statements)

References 21 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…3 The ERP Vendor's Business Case ERP systems can be divided into two groups, namely ERP I and ERP II [13]. While ERP I systems focus on integration of back-office ISs, ERP II systems (which we consider here) focus on collaboration among companies and their customers, serve all sectors and have open webbased architectures.…”

Section: Cross-enterprise Collaborative Business Processesmentioning

confidence: 99%

“…While ERP I systems focus on integration of back-office ISs, ERP II systems (which we consider here) focus on collaboration among companies and their customers, serve all sectors and have open webbased architectures. ERP II are complex systems that have more difficulties in coordination among partners as well as in management and assessment, and, thus, can lead to more frequent failures [13].…”

Section: Cross-enterprise Collaborative Business Processesmentioning

confidence: 99%

“…Among others, Enterprise Resource Planning (ERP) systems also support cross-enterprise CBPs [13]. It might have specific restrictions (discussed further) that make it hard to control and monitor such processes, e.g., private/public and explicit/implicit information flows, diversity of ERP integrations with customers' information systems (IS), a lack of mechanisms for collaborative process monitoring and backward recovery, and inability to make changes in customers' ISs.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Enabling Support of Collaborative Cross-enterprise Business Processes for Legacy ERP Systems.

Alksnis

Asnina

Kirikova

et al. 2015

CSIMQ

View full text Add to dashboard Cite

Abstract. In order to create innovative business products, share knowledge between people and businesses, or increase the control and quality of services, more and more often enterprise business processes involve in collaborations by delegating or providing some pieces of work to other enterprises. Necessity to cooperate in the cross-enterprise setting leads to Collaborative Business Processes (CBPs). The difference between CBPs and Business Processes (BPs) is in the decentralized coordination, flexible backward recovery, participants notification about the state, efficient adaptability to changes, presence of multiple information systems, and individual authorization settings. In the paper we consider a specific case of CBPs where multiple collaborating partners use Enterprise Resource Planning (ERP) system of the same vendor. The vendor can see (e.g., monitor) the changes of data elements, but does not have explicit process awareness in the ERP system to support flow of activities in the crossenterprise setting. The paper also discusses different settings of cross-enterprise CBP and shows simplified enterprise models behind the vendor possibilities to positively impact collaborative processes. The restrictions of the vendor are implicit information flows in BP, diversity of ERP integrations with third party Information Systems (IS), the lack of mechanisms for monitoring BP instances, backward recovery, user notification about the current state and tasks, and inability to make explicit changes in customers' ISs.

show abstract

Section: Cross-enterprise Collaborative Business Processesmentioning

confidence: 99%

Section: Cross-enterprise Collaborative Business Processesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Enabling Support of Collaborative Cross-enterprise Business Processes for Legacy ERP Systems.

Alksnis

Asnina

Kirikova

et al. 2015

CSIMQ

View full text Add to dashboard Cite

show abstract

“…On the other hand, those who discuss benefit realization and assessment, do not discuss the identification of benefits [14,15]. Shang et al [13] provide the most complete benefits list from all benefit categorizations [16]. In each benefit categorization a distinction can be made between tangible and intangible benefits [17].…”

Section: Benefits Managementmentioning

confidence: 99%

A Design Proposal for a Benefits Management Method for Enterprise System Implementations

Eckartz

Katsma

Maatman

2012

2012 45th Hawaii International Conference on System Sciences

Self Cite

View full text Add to dashboard Cite

Enterprise Systems (ES) involve relative high investments and long-lasting implementations for its adopters. A business case (BC) is often developed in the beginning to evaluate and justify this investment. This BC explains the expected costs, benefits and risks of the ES implementation. In this paper we especially focus on the problems of the current BC development and present a design proposal based on Benefits Management (BM). Research in costestimation is matured and BM is perceived as a standard in this domain. We use an iterative design science approach to create our proposal. First, we give a structured overview of current BM methods both from practitioners as well as academia using the methodological framework of Avison and Fitzgerald [1]. Second, we derive our own improved BM method based on the work of Ward and Daniel [2]. During the development process, in five iterations, we interviewed and collaboratively worked with experts towards this method.

show abstract

“…ERP systems are packaged software applications that support most of a company's information needs within and across functional areas in an organization [14]. Modern ERP systems serve as the foundation for a wide range of e-business models within one company as well as throughout the value chain [15]. In ERP systems based on modular software structure and a centralized database, information flows in manufacturing, finance, sales, distribution as well as human resources processes that can be integrated in real-time [16].…”

Section: Introductionmentioning

confidence: 99%

Multi-Agent Enterprise Resource Planning Production Control (MAERPPC) Methodology Based on Personnel Health Monitoring

Faghihi

Kazerooni

2023

Scientia Iranica

View full text Add to dashboard Cite

Cross-organizational ERP management

Cited by 23 publications

References 21 publications

Enabling Support of Collaborative Cross-enterprise Business Processes for Legacy ERP Systems.

Enabling Support of Collaborative Cross-enterprise Business Processes for Legacy ERP Systems.

A Design Proposal for a Benefits Management Method for Enterprise System Implementations

Multi-Agent Enterprise Resource Planning Production Control (MAERPPC) Methodology Based on Personnel Health Monitoring

Contact Info

Product

Resources

About