ERP impacts

El nuevo gran hermano de las organizaciones El software ERP con sus más de 30 años de historia transcurrida se proyecta hacia el futuro con un panorama de importancia creciente. Año tras año vemos como dentro de las organización se apropia de nuevas funciones, nuevas tareas, nuevas responsabilidades. Desde fines de los 80s donde facturaban y ayudaban a controlar las listas de precios y las cuentas corrientes a este presente donde el ERP se apropió del control de la manufactura, de los RRHH, del CRM, de la logística, del mantenimiento, de la infraestructura, de los accesos, de la interacción con los bancos, con las agencias impositivas. La pregunta que surge es: Hasta donde. ¿Acaso vamos hacia un futuro de compañías administradas integramente por ERPs? yo creo que si El control operativo La tendencia a crecer ha sido clara y nada permite suponer que esto se detenga. Si analizamos el proceso por quinquenios es simple ver cómo el ERP no deja de apropiarse de nuevas funciones en las organizaciones. Por otra parte también es claro ver cómo el software tiene cada vez mayor poder de decisión y autonomía. Lo que antes autorizaban jefes o gerentes hoy cada vez más lo hace el ERP en procesos automáticos que se alimentan de una enorme gama de información. De hecho es usual que en grandes corporaciones la alta gerencia no pueda autorizar cosas o realizar procesos que el ERP no habilita. La frase´… SAP no me lo permite …´es cada vez más usual para directores, incluso para presidentes de filiales de empresas internacionales. O sea, se puede afirmar que el control operativo de las compañías ya ha pasado en gran parte al ERP y por lo visto esta transferencia continúa. El control político Este es un camino que el ERP aún no ha iniciado. En la actualidad el software se limita a brindar herramientas para la toma de decisiones estratégicas y se restringe a tomar decisiones tácticas tales como autorizar o no un pedido de venta por cuestiones crediticias.

It is generally accepted that user adoption and user engagement are key critical success factors for ERP business value realization. However, a majority of ERP implementations take a qualitative approach for managing user adoption and user engagement. A qualitative approach focuses on data that is subjective, interpretive and exploratory. Let's see how successful this passive approach has been in the past. According to a 2014 survey from Panorama Consulting Solutions of 192 businesses, 66 percent of respondents reported receiving 50 percent or less measurable benefits from their ERP implementation, and less than 40 percent were satisfied with the rate of user adoption. In the US, a recent study estimates that over half of all Accounting, ERP, and CRM implementations fail to meet their objectives. In Europe, the corresponding statistic is 70%-80 %! An oldie but goodie is what was learned from the 1999 Hershey's ERP failure (user adoption). A recurring theme from the ERP failures listed above is a lack of actively tracking and managing user adoption and user engagement. Traditional approaches of End User Testing (EUT), Just-In-Time (JIT) training and user surveys are insufficient for a reliable, effective user adoption and engagement process. In the following sections, we will discuss practical steps that you can take to better quantify user adoption and user engagement. User Adoption vs. User Engagement The first step to take in implementing a measured and repeatable approach is to understand the difference between user adoption and user engagement. User adoption is when users adopt a system that works to fill a specific need. User engagement measures how effectively a system is utilized. A user can adopt an ERP solution but yet the user is not making the most of the ERP functionality available. In my humble opinion, I believe that we in the ERP industry too often try to broadly address these specific areas with qualitative surveys which are translated into quantitative data with some level of bias. Don't get me wrong, using surveys and statistics as a tool to provide some high level of quantification of qualified user feedback. The problem occurs when user surveys are the ONLY method we use to manage user adoption and user engagement. Surveys were necessary in what I call the 1 st generation of ERP given that the technology and availability of user data was not a primary objective for ERP vendors. However, now that we are in the 2 nd generation of ERP, user data is more available for consumption. We in the ERP industry have to leverage this new capability in addition to conventional means. What data should we go after to highlight user adoption and user engagement? Consider the following illustration as a starting point.

En el comienzo Si bien en el mundo las primeras computadoras electrónicas comienzan a utilizarse en la década del 50, en la Argentina de los años 60 la computación estaba restringida a organismos públicos y algunas empresas de servicios masivos, casi todas en manos del Estado. Al igual que en el resto del mundo la venta de software estaba ligada a la venta del hardware que como ya hemos descripto, se entregaba con librerías gratuitas de software pues el costo del hard era tan elevado que empequeñecía todo desarrollo de soft. En otras palabras, el hardware estaba por encima del software en los planes de incorporación de tecnología, aplicada al manejo de los sistemas de información. Nótese que no hablamos en esta etapa de "gestión" sino de "información" ya que el concepto gestión aparece y corresponde a una época posterior. Las empresas comerciales de Argentina comienzan a utilizar sistemas de información basados en computadoras (SIBC), a principios de la década de los 70, bajo la modalidad de desarrollos propios. Empresas como IBM, Burroughs, Sisteco, Proceda, Data Proceso, Bull, entre otras, empezaron a proveer equipos accesibles al mundo de las empresas privadas. El software estándar disponible por entonces, estaba referido al ámbito de los sistemas operativos. El negocio del software de gestión tal como lo conocemos hoy en día, prácticamente no existía. Se desarrollan con tiempo ocioso de los grandes centros de cómputos, empresas de servicio de procesamiento de datos, lo cual introduce a una franja de compañías menores en la idea de la informática. Los 80, contexto histórico El hecho disparador que da el puntapié para la incorporación masiva de computadoras en el mercado empresario, ocurrió en 1981 con la aparición de la PC IBM con un sistema operativo estándar: el DOS. Si bien ya existían equipos de este tipo lanzados por Radio Shack, Texas y Apple entre otros, el equipo de IBM tuvo un golpe de impacto importantísimo en el mercado. El mayor problema de los que desarrollaban software en ese momento, se encontraba en la carencia de estándares reales a nivel de lenguajes, lo cual implicaba una enorme dificultad en la portabilidad de los productos, es decir la posibilidad de migrar aplicaciones de un equipo a otro. A esta etapa corresponde en Argentina los equipos mainframe de IBM S-34 y S-36 y WANG-VS, todos con sus sistemas operativos propietarios, entre los más utilizados.

ERP (Kurumsal Kaynak Planlaması) sistemleri, belli bir endüstriyel süreç yönetimi olgunluğuna erişmiş, karmaşık bir iş akışının doğurduğu yüksek orandaki bilgiyi doğru bir şekilde işlemeye ihtiyacı olan, stratejik yönetim kararlarını izlenebilir veriye dayalı olarak hızlı bir şekilde almanın önemine inanan, günümüz iş dünyasında giderek daha çok şirket tarafından ilgi gören yazılımlardır. Depo-stok yönetimi, satın alma yönetimi, satış-dağıtım yönetimi, üretim yönetimi, ihtiyaç planlama yönetimi, bakım yönetimi, muhasebe ve maliyet yönetimi, finans yönetimi, insan kaynakları yönetimi vb. çok sayıda ve entegre fonksiyonunun oluşturduğu ERP sistemleri, aynı zamanda müşteri ilişkileri sistemleri ile tedarik zinciri sistemlerini buluşturan bir ana platform olarak ön plana çıkmaktadırlar. Bu özellikleri itibarıyla bakıldığında ERP sistemleri, küresel rekabet ortamının giderek sertleştiği bir ekonomide, şirketler tarafından daha doğru anlaşılmak ve daha verimli kullanılmak zorundadır.

The Enterprise Resource Planning System (ERP) is an integrated information system for competitive enterprises in the era of globalization, especially for managing their activities effectively. These systems are enormously complex systems that require tremendous investment on especially consulting, training, hardware, and software within corporate time and resources. Moreover, their implementation processes often entail significant challenges, difficulties, and risks. In this paper, it is aimed to introduce the most important issues and challenges of implementing an ERP system, in both large enterprises and SMEs in Turkey. Exploratory research was conducted by using a small-scale survey among 31 ERP experts of 31 Turkish companies from different industries. The findings show that user resistance is the most compelling factor influencing ERP implementation success in Turkish companies. Additionally, lack of well- planned project duration and implementation steps, as well as inadaptability with ERP product are the other notable factors affecting native ERP implementation success.

ERP implications across different platforms

Enterprise Resource Planning is necessary for all business types. It is how an organization plans to move forward. It is necessary and designed to meet the internal workings of an organization. This is a great part of large business organizations.

Sebagai salah satu produsen rokok terkemuka di Indonesia, Sampoerna bangga pada  tradisi dan filosofi yang menjadi dasar kesuksesan perusahaan yang didukung dengan merek-merek yang kuat serta karyawan-karyawan terbaik, sambil terus berinovasi untuk masa depan yang lebih gemilang.

SIM adalah serangkaian subsistem informasi yang menyeluruh dan terkoordinasi yangsecara rasional mampu menstransformasikan data sehingga menjadi informasi denganberbagai cara guna meningkatkan produktivitas yang sesuai dengan gaya dan sifat manajerdasar kriteria mutu yang telah ditetapkan. Dengan kata lain SIM adalah sebagai suatu sistemberbasis komputer yang menyediakan informasi bagi beberapa pemakai dengan kebutuhanyang sama
.ERP merupakan tulang punggung teknologi dari e-business, sebuah kerangka kerjatransaksi keseluruhan perusahaan dengan berbagai hubungan ke pemprosesan pesanan,penjualan, manajemen dan pengendalian persediaan, perencanaan produksi dan distribusiserta keuangan. Semua jenis bisnis kini mengimplementasikan system enterprise resourceplanning (ERP). Perusahaan besar diseluruh dunia mulai memasang system ERP pada tahun1990 sebagai kerangka kerja konseptual dan katalis untuk merekayasa ulang proses bisnismereka. ERP juga berfungsi sebagai mesin software penting yang dibutuhkan untukmengintegrasikan dan menyelesaikan proses lintas fungsi yang dihasilkannya. Kini, ERPdianggap penting sebagai bahan penting yang dibutuhkan perusahaan untuk bisamendapatkan efisiensi, kelincahan, dan responsivitas yang dibutuhkan dalam mencapaikeberhasilan di lingkungan bisnis yang dinamis saat ini.

ERP (Kurumsal Kaynak Planlaması) sistemleri, belli bir endüstriyel süreç yönetimi olgunluğuna erişmiş, karmaşık bir iş akışının doğurduğu yüksek orandaki bilgiyi doğru bir şekilde işlemeye ihtiyacı olan, stratejik yönetim kararlarını izlenebilir veriye dayalı olarak hızlı bir şekilde almanın önemine inanan, günümüz iş dünyasında giderek daha çok şirket tarafından ilgi gören yazılımlardır. Depo-stok yönetimi, satın alma yönetimi, satış-dağıtım yönetimi, üretim yönetimi, ihtiyaç planlama yönetimi, bakım yönetimi, muhasebe ve maliyet yönetimi, finans yönetimi, insan kaynakları yönetimi vb. çok sayıda ve entegre fonksiyonunun oluşturduğu ERP sistemleri, aynı zamanda müşteri ilişkileri sistemleri ile tedarik zinciri sistemlerini buluşturan bir ana platform olarak ön plana çıkmaktadırlar. Bu özellikleri itibarıyla bakıldığında ERP sistemleri, küresel rekabet ortamının giderek sertleştiği bir ekonomide, şirketler tarafından daha doğru anlaşılmak ve daha verimli kullanılmak zorundadır.

Organizational leaders have increasingly turned to enterprise resource planning (ERP) applications, also known as decision-support systems, to make their firms' operational, tactical, and strategic processes more efficient and effective in the changing global marketplace. High failure rates in ERP systems implementations make these projects risky, however. Most prior research on critical success factors for conventional ERP implementation has been on large enterprises, resulting in a gap in knowledge on these factors in the small and medium enterprises that constitute the majority of U.S. employer firms. A qualitative modified Delphi study with an expert panel of U.S. manufacturing consultants and three iterative rounds of data collection and analysis revealed consensus on 8 critical success factors in ERP implementations, with the highest agreement on top management support and commitment, enterprise resource planning fit with the organization, quality management, and a small internal team of the best employees. In addition to furthering knowledge in the fields of leadership and enterprise applications, the study expands enterprise resource planning experts' and scholars' understanding of strategies to improve project success and the triple bottom line for any size enterprise in the manufacturing industry. Practitioners in the ERP industry can also apply approaches outlined during ERP implementations to mitigate risk during these engagements. Implications for positive social change include additional job opportunities and higher wages through increased efficiencies in ERP applications.

By design, ERPs are created to act as the "source of truth". This design becomes a challenge when the customer has multiple ERP solutions. Each ERP wants to be the master. Most ERP vendors provide an integration to most popular ERP systems but these integrations are point integrations at best. "Best of Breed" may be a viable option if the increased functionality generates a monetized competitive advantage. However, many ERP integration cost analyses on focus on a small area and do not calculate the true cost of ownership. The purpose of this article is to elaborate on the Total Cost of Ownership (TCO) for integrating multiple ERP systems to ensure informed decisions are made by customers. Clearing up the Myth of Seamless Integration Seamless integration is more of a marketing label and is not a technically accurate statement that defines Out-Of-The-Box (OOTB) integrations between ERPs. This is based on my hands-on experience and scars earned from ERP implementations across on-premise and cloud deployment models. For our discussion, I will focus on the two extremes of ERP integration maturity. Consider the following illustration. To create a seamless integration between different ERP solutions with different propriety data models requires each ERP solution to "think" they are the source of truth. This requires synchronization across setup (i.e. configuration, workflow, security) and transactions (originating in source ERP system and confirmation/completion of transaction in target ERP system). Deep integration enables the ability to synchronize and transfer data at multiple layers required for an enterprise ERP solution.

A common theme I’ve observed in my implementation experience is the lack of defining business value goals to be managed during the ERP implementation cycle. The majority of time, business value goals
are assumed as a “natural” result from the project. Many consider business value an area that is managed after the initial implementation. The inherent flaw in this approach is that the cost to manage
business value is greater when the Cloud ERP solution is live. This statement is a corollary to the rule that fixing bugs in design is 15x less than the cost of fixing bugs in production.  I recommend that business value is front and center THROUGOUT the implementation.

The Enterprise Resource Planning System (ERP) is an integrated information system for competitive enterprises in the era of globalization, especially for managing their activities effectively. These systems are enormously complex systems that require tremendous investment on especially consulting, training, hardware, and software within corporate time and resources. Moreover, their implementation processes often entail significant challenges, difficulties, and risks. In this paper, it is aimed to introduce the most important issues and challenges of implementing an ERP system, in both large enterprises and SMEs in Turkey. Exploratory research was conducted by using a small-scale survey among 31 ERP experts of 31 Turkish companies from different industries. The findings show that user resistance is the most compelling factor influencing ERP implementation success in Turkish companies. Additionally, lack of well- planned project duration and implementation steps, as well as inadaptabi...

The technological evolution of recent years has made that information systems frequently adapt to the market realities to fulfill the improvements of the company’s organizational processes. In this context, new paradigms, approaches, and concepts were disseminated through the new realities of information systems. This study aims to verify how ERP (Enterprise Resource Planning) has been related to other information systems within its ecosystem. For this purpose, we have reviewed the literature based on 650 publications whose central theme was the ERP. The data were treated through a graphical analysis, inspired by SNA (Social Network Analysis), represented by related ERP concepts. The study results, determine the connection degree between the concepts that emerged with the technological evolution and the ERP, thus representing the ERP interoperability tendencies, over the last years. The study concludes that ERPs have been improving and substantially increasing the conditions of inte...

En la terminología ERP (planificación de recursos empresariales), la frase ERP para pequeñas empresas se utiliza para describir un software de gestión empresarial ligero que está diseñado para satisfacer las necesidades de una pequeña empresa. El software ERP integra todas las facetas de una operación, incluido el desarrollo, la fabricación, las ventas y el marketing. El ERP para pequeñas empresas suele ser un modelo SaaS (software como servicio) e incluye gestión de proyectos, finanzas, fabricación, gestión de almacenes, contabilidad, ventas y gestión empresarial. Por lo general, el software ERP se considera una aplicación empresarial y está diseñado para empresas más grandes que requieren equipos dedicados para personalizar, analizar los datos e informes y manejar las actualizaciones y la implementación. Por el contrario, las aplicaciones ERP para pequeñas empresas difieren de varias maneras, incluida la cantidad de datos manejados por el sistema y las pantallas y paneles de control menos complejos. El proveedor ofrece soporte y el software está personalizado para la industria empresarial en la que trabaja.

https://erpsistema.online

The technological evolution of recent years has made that information systems frequently adapt to the market realities to fulfill the improvements of the company's organizational processes. In this context, new paradigms, approaches, and concepts were disseminated through the new realities of information systems. This study aims to verify how ERP (Enterprise Resource Planning) has been related to other information systems within its ecosystem. For this purpose, we have reviewed the literature based on 650 publications whose central theme was the ERP. The data were treated through a graphical analysis, inspired by SNA (Social Network Analysis), represented by related ERP concepts. The study results, determine the connection degree between the concepts that emerged with the technological evolution and the ERP, thus representing the ERP interoperability tendencies, over the last years. The study concludes that ERPs have been improving and substantially increasing the conditions of interoperability with other information systems and with new organizational concepts that have emerged through the technological availability. This fact led to a better organizational process's adoption and more organizational performance.