Implementation of enterprise resource planning systems in the Cypriot brewing industry

Tsamantanis, Vassilis; Kogetsidis, Harry

doi:10.1108/00070700610644933

Cited by 12 publications

(14 citation statements)

References 2 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…The latter on the other hand are relatively large of labor and investment. There are small scale sectors that will have specific contributions (Hashi, 2019;Antero, 2015;Tsamantanis & Kogetsidis, 2006).…”

Section: Role Of Smesmentioning

confidence: 99%

Critical success factors of ERP implementation in SMEs

Kiran¹,

Reddy²

2019

10.5267/j.jpm

View full text Add to dashboard Cite

This paper is aimed at reviewing present state of the art (1998( -March 2019 on the impact of Enterprise Resource Planning (ERP) implementation in Small and Medium Enterprises (SMEs). It includes critical success factors and critical failure factors. The technique depends on writing survey for optional information gathering. It characterizes the expressions that are utilized to get explore papers from databases and advanced studies on the ERP implementation in SMEs. It additionally incorporates the consideration and prohibition criteria to improve nature of papers. At that point methodical audit is made on the accessible papers to research the effect of ERP usage in SMEs. Critical factors are identified for success and failure of ERP implementations and actual impact of the same on SMEs (add actual success and failure factors here besides impact). The research found in this paper has limitations in terms of the period of which research papers have been reviewed. An implicit limitation is that it does not consider an empirical study except focusing on the state of the art found in the research area. However, its insights will have potential benefits and the directions for future work. This paper contributes to the research on the impact of ERP implementation on SMEs either positively or negatively. It discovers critical success factors, critical failure factors and impact through secondary data collection method. The insights will help SMEs and stakeholders of SMEs and ERP service providers learn about the reasons for failure or success and take necessary course of action.

show abstract

Section: Role Of Smesmentioning

confidence: 99%

Critical success factors of ERP implementation in SMEs

Kiran¹,

Reddy²

2019

10.5267/j.jpm

View full text Add to dashboard Cite

show abstract

“…According to Peter G. Eibl, et al (1994), transport costs and productivity can be more effectively managed by using interactive vehicle guidance and programming software. Tsamantakis & Kogetsidis (2006) refer to ERP implementation in Cypriot brewing industry of Carlsberg group. Finally, Nwabueze & Law (2001) provide two case studies about the importance of developing new products in the competitive environment of beer production.…”

Section: Literature Reviewmentioning

confidence: 99%

Quality management in the global brewing industry

Vrellas

Tsiotras

2015

International Journal of Quality &Amp; Reliability Management

View full text Add to dashboard Cite

Access to this document was granted through an Emerald subscription provided by 172729 [] For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.

show abstract

“…For instance, at Hewlett-Packard, a $400 million loss in the third quarter of 2004 was blamed on poorly managed migration to a new ERP system (Oz, 2009). As an additional example, out of 100 firms investigated, Davenport (2000) found that only ten derived any real value from implementing an ERP system (Tsamantanis & Kogetsidis, 2006).…”

Section: The Drawbacks Of Erp Implementationmentioning

confidence: 99%

Selection and Implementation of ERP Systems: A Comparison of SAP implementation between BIH and Turkey

Fındık

Kuşakçı

Fındık

et al. 2012

South East European Journal of Economics and Business

View full text Add to dashboard Cite

In this current information age, the automation of service and production systems is an inevitable process. One of the main pillars of the automation process in business is so-called Enterprise Resource Planning systems. Hirt & Swanson (1999) defines ERP software as a management information tool designed to model and automate many of the basic processes of a company, from finance to the shop floor, with the goal of integrating information across the company and eliminating complex, expensive links between computer systems that were never meant to communicate.ERP systems are also enterprise-wide software systems which integrate processes impeccably throughout several functional areas and also across geographical locations. By using a common database for data storage, ERP Systems are able to provide developed workflow, access to real-time information, and adjustments which make business practices more convenient (Parkhill, et. al. 2010 Abstract:In this research, the selection and implementation of ERP Systems will be discussed. The ERP concept, the selection process, and the importance of selecting a certain ERP solution for the companies will also be dealt with. However, implementation of ERP software brings not only benefits, but also incurs costs. After the literature review of ERP implementation strategies, a survey is reviewed that was conducted among several large and mid-size companies that adopted SAP, one of the major ERP solutions, in their businesses in Bosnia and Herzegovina and Turkey. The focus of the survey will be on different aspects of SAP implementation, such as struggles that have been faced during its implementation and its benefits following implementation. In the final section, a comparison is made between Turkish and Bosnian companies. While the study indicates some differences in implementation strategies and major benefits, similarities between the two countries are more pronounced.

show abstract

Implementation of enterprise resource planning systems in the Cypriot brewing industry

Cited by 12 publications

References 2 publications

Critical success factors of ERP implementation in SMEs

Critical success factors of ERP implementation in SMEs

Quality management in the global brewing industry

Selection and Implementation of ERP Systems: A Comparison of SAP implementation between BIH and Turkey

Contact Info

Product

Resources

About