ERP adoption: a technological evolution approach

Chung, Sock H.; Snyder, Charles A.

doi:10.1108/14654650010312570

Cited by 96 publications

(60 citation statements)

References 13 publications

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“…Indeed, the need to coordinate capacitated transport and production together with low stock levels, and its relation with lean systems, is probably no small concern. MRP does not offer planning tasks in this sense (Drexl et al 1994); instead, it supports planning, but only to a limited extent (Chung and Snyder 2000), and a program that works on the shop floor cannot be obtained through its use (Ho and Chang 2001). In fact, MRP systems are supplemented with spreadsheets into which data are manually gathered to develop production plans (Hahn et al 2000).…”

Section: Introductionmentioning

confidence: 97%

A two-stage sequential planning scheme for integrated operations planning and scheduling system using MILP: the case of an engine assembler

2011

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This paper presents an operations planning scheme based on mathematical programming models (specifically, Mixed-Integer Linear Programming (MILP) models) integrated into a web-enabled Advanced Planning and Scheduling System (APS), developed for and implemented in an engine assembler that supplies the car industry. One objective of this paper is to provide empirical insights into some operations planning characteristics in the automotive industry. The other main objective is to show MILP models and their use to create plans that enable the coordination of different planning levels (mid-term and short-term) and planning domains (procurement, production and distribution). The APS fulfills the requirements of an engine assembler in the automotive sector (namely lean-type constraints and objectives). The system is based on two MILP models, which have been purposely developed together along with their relations. The models presented herein provide a solution that considers supply chain objectives and constraints, and are integrated by means of data and constraints which have proven sufficient to fulfill users' and stakeholders' requirements. This case study presents the models' most relevant aspects and their implementation.

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Section: Introductionmentioning

confidence: 97%

A two-stage sequential planning scheme for integrated operations planning and scheduling system using MILP: the case of an engine assembler

2011

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“…ERP, conventionally used by capital intensive industries, has since been introduced to other sectors such as finance, education, insurance, retail, and telecommunications [30]. Many large companies have replaced legacy systems with an ERP system as the primary software infrastructure for integrated transaction processing and reporting [86].…”

mentioning

confidence: 99%

Implementing enterprise resource planning systems: organizational performance and the duration of the implementation

et al. 2011

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This paper examines the impact of the duration of ERP implementation on firm performance both during and after implementation. Organizations choose either an accelerated implementation approach or a traditional (longer) implementation approach. The former approach gives the organization the advantage of speed, but the disadvantage of fitting its processes to that of a packaged (thus, undifferentiated from competitors) ERP. The latter approach allows the organization to redesign strategy and processes, and thus, search for ways to be unique from its competition. The study uses a regression model to capture the changes in various performance measures during and after implementation between firms that implemented the ERP, using the performance measure of a matched group of firms that did not implement an ERP as a benchmark/ control sample, on the basis of the duration of the implementation. Financial data from Compustat, and data on start date and end date of ERP implementation between 1990 and 2005 for firms in the Oil and Gas industry was collected from an ERP vendor. Results show that measures such as return on sales improved after implementation. However, measures such as inventory turnover, which reflect operational benefits, improve during implementation. We find that accelerated implementation confers both operational and strategic benefits. This study highlights the strategic consequences of the different choices of implementation.

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“…Yet, as companies become more global and develop international supply chains, the limitations of MRPII have become apparent. Chung and Snyder [13] identify the attempt being made by many organizations to expand there IS infrastructure beyond their organizational boundaries through developing inter-organizational business systems. Consequently, this has resulted in the widespread adoption of enterprise resource planning (ERP) solutions, with Heald and Kelly [25] identifying a portfolio of reasons behind the predicted US$ 72.63 billion market size of the ERP industry by the year end 2002.…”

Section: Introductionmentioning

confidence: 99%

Information systems evaluation: navigating through the problem domain

Irani

2002

Information & Management

261

155

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Information systems (IS) make it possible to improve organizational efficiency and effectiveness, which can provide competitive advantage. There is, however, a great deal of difficulty reported in the normative literature when it comes to the evaluation of investments in IS, with companies often finding themselves unable to assess the full implications of their IS infrastructure. Although many of the savings resulting from IS are considered suitable for inclusion within traditional accountancy frameworks, it is the intangible and non-financial benefits, together with indirect project costs that complicate the justification process. In exploring this phenomenon, the paper reviews the normative literature in the area of IS evaluation, and then proposes a set of conjectures. These were tested within a case study to analyze the investment justification process of a manufacturing IS investment. The idiosyncrasies of the case study and problems experienced during its attempts to evaluate, implement, and realize the holistic implications of the IS investment are presented and critically analyzed. The paper concludes by identifying lessons learnt and thus, proposes a number of empirical findings for consideration by decisionmakers during the investment evaluation process. #

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ERP adoption: a technological evolution approach

Cited by 96 publications

References 13 publications

A two-stage sequential planning scheme for integrated operations planning and scheduling system using MILP: the case of an engine assembler

A two-stage sequential planning scheme for integrated operations planning and scheduling system using MILP: the case of an engine assembler

Implementing enterprise resource planning systems: organizational performance and the duration of the implementation

Information systems evaluation: navigating through the problem domain

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