Factors influencing ERP implementation in Indian manufacturing organisations

Abstract

Purpose -The purpose of this paper is to present the findings of a study which is based on the results of a comprehensive compilation of literature and subsequent analysis of ERP implementation success factors in the context of Indian micro, small and medium-scale enterprises (MSMEs). The paper attempts to assess empirically which factors are most critical in the ERP implementation process from the perspective of the Indian MSMEs. This research is potentially aimed at being useful to MSMEs as a guideline, so as to ensure a positive outcome of the implementation process. Design/methodology/approach -The paper tries to explore the factors affecting implementation across the stages of ERP implementations using the responses from 98 MSMEs engaged in manufacturing activities. The minimum number of factors explaining the maximum variance in data is determined using confirmatory factor analysis (CFA). The factor analysis is performed on SPSS with the principal component method using the Varimax rotation technique. Findings -The results of this study highlights four crucial factors that influence the ERP implementation process in the Indian MSME segment. Broadly, they may be summed up under the following heads: project execution competency; product and vendor perspective; organizational climate; and technical perspective. Originality/value -The findings will be beneficial for MSMEs for proper utilization of their limited resources and to pay adequate attention to those factors that are most likely to have an impact on the implementation of the ERP system.

Identifying Critical Success Factors for ERP in SMEs through a Case Study

“…On the other hand, if the management is not supportive, the project communication deteriorates that impacts cooperation in a negative way. Refer to [6]- [10] for CSF for Indian SMEs, [11]- [12] for China, [13]- [15] for Malaysia, [16] Equipped with CSFs, let us now learn about RetailS and its reasons of implementing ERP system in the organisation. RetailS was formed in 1995.…”

Brand Experience, Trust Components, and Customer Loyalty: Sustainable Malaysian SME Brands Study

“…Despite the importance of brand experience has been acknowledged in the marketing literature, the current study hope to examine the relationship from the context of SME brands in the foodservice sector because the result might be different. Following past empirical studies, the same factors will exhibit different significance when tested between large organization and SMEs (Berthon et al, 2008;Caloghirou et al, 2014;Upadhyay, Jahanyan, & Dan, 2011). Hence, this study posits the following hypothesis:…”

“…This study posits that a deeper investigation on trust dimensions will provide a better insight on the experience and loyalty relationships. Moreover, it is important to examine these relationships on SME brands because it may contribute different result as compared to global/ big brands (Berthon et al, 2008;Caloghirou et al, 2014;Upadhyay, Jahanyan, & Dan, 2011). Besides, there has been lack of studies on SME brand loyalty (Asamoah, 2014;Centeno et al, 2013;Krake, 2005;Reijonen, Laukkanen, Komppula, & Tuominen, 2012).…”

Impact of critical success factors on successful technology implementation in Consumer Packaged Goods (CPG) supply chain

“…The same is presented in Table 1. Annamalai et al, 2013;Singh 2013;Ngai et al, 2008;Stanley et al, 2006;Bhatti 2005;Favilla et al, 2005;Haleem et al, 2012 2 Organization's willingness and commitment (C2) Hammant, 1997;Damien, 2005;Kumar et al, 2016 3 Alignment between Information Technology (IT) and business objectives (C3) Upadhyay et al, 2011;Chang, 2006;Done et al, 2011;Kolbusak-McGee 1998 4 Proper IT investment justifications (C4) Sandhu et al, 2012;Upadhyay et al, 2011 5 Change management initiatives (C5) Bozarth, 2006;Saini et al, 2013;Sandhu et al, 2012;Hoffer et al, 1998 6 Trust between supply chain partners (C6) Paul, 2003;Laeequddin et al, 2012;Anbanandam et al, 2011;Stanley et al, 2008;Norris et al, 2001;Jharkharia et al, 2005;Buxmann et al, 2004;Olorunniwo et al, 2010;Borade et al, 2010;Sahay et al, 2003;Pomponi et al, 2015 7 Cooperation and commitment of supply chain partners (C7) Fynes et al , 2005;Flynn et al, 2010;Park et al,2001 8 Cultural alignment among partners (C8) Thakkar et al, 2008;Gunasekaran et al, 2013 9 Investment in IT infrastructure by supply chain partners (C9) Kannabiran et al, 2012;S...…”