Implementing Best Practices in ERP for Small & Medium Enterprises

Application of an Analytical Hierarchy Process to Prioritize the Factors Affecting ERP Implementation

“…The best practices for ERP implementation in SMEs are investigated by using a problem driven approach by dividing implementation process into several components which will reflect the nature of ERP projects and makes them distinctive from other systems design. Methods critical issues relating to developing entrepreneurship for sustainable development of SMEs for its future extensions and added benefits are also addressed [7] The challenges in global ERP software implementation is studied .the challenges in implementation are identified as non uniform business practices in different countries, conflict of interests between various stake holders, Lack of experienced implementers in all countries, efficient uses of metanational advantages,. From this study it has been found that the benefits of ERP implementation are not same for all functions [8].…”

Research in Progress: Understanding the Process of Implantation It Enterprise Applications in Small and Medium Enterprises (Smes)

“…Seethamraju, 2015;Shahawai & Idrus, 2011;Winkelmann & Klose, 2008); the complexity of the these systems (Equey & Fragnière, 2008); its fit and customization in the enterprise (Deltour, 2012;Equey & Fragnière, 2008;Ghobakhloo, Hong, Sabouri, & Zulkifli, 2012;E. Hustad & Olsen, 2011;Shaul & Tauber, 2012) and, poor data quality and security (Jha, Hoda, & Saini, 2008;Sahran, Goni, & Mukhtar, 2010;Shaul & Tauber, 2012).…”

“…Seethamraju, 2008;Serrano et al, 2010;Sia, 2008Sia, , 2008Sumner & Bradley, 2009;Wang, Wang, & King, 2003); low levels of management (projects, change, risk) (Deltour, 2012;Equey & Fragnière, 2008;R. Seethamraju, 2008); the selection de software package and implantation are difficult (Eli Hustad & Olsen, 2013;Jha et al, 2008;Winkelmann & Klose, 2008); finally have neglected social aspects such as…”

“…The main organizational causes are: Poor leadership (Shaul & Tauber, 2012;Sumner & Bradley, 2009); low strategic planning (T. H. Nguyen et al, 2015;Reicher, Komáromi, & Szeghegyi, 2015); direct and indirect costs are poorly estimated (Jha et al, 2008;R. Seethamraju, 2008);…”

“…User resistance (E. Hustad & Olsen, 2011;Shaul & Tauber, 2012); Informal communication (Eli Hustad & Olsen, 2013;Sahran et al, 2010;Sia, 2008); Inadequate training and preparation of end users (Deltour, 2012;Equey & Fragnière, 2008;Ghobakhloo et al, 2012;Eli Hustad & Olsen, 2013;Jha et al, 2008;Sahran et al, 2010;Shaul & Tauber, 2012;Sia, 2008).…”