Enterprise

resource planning
Enterprise resource planning (ERP) is the
integrated management of main business processes,
often in real-time and mediated by software and
technology.

ERP is usually referred to as a category of business

management software — typically a suite of
integrated applications—that an organization can use
to collect, store, manage, and interpret data from
many business activities.

ERP provides an integrated and continuously updated

view of core business processes using common
databases maintained by a database management
system. ERP systems track business resources—cash,
raw materials, production capacity—and the status of
business commitments: orders, purchase orders, and
payroll. The applications that make up the system
share data across various departments
(manufacturing, purchasing, sales, accounting, etc.) Diagram showing some typical ERP modules
that provide the data.[1] ERP facilitates information
flow between all business functions and manages
connections to outside stakeholders.[2]

Enterprise system software is a multibillion-dollar industry that produces components supporting a variety of business
functions. IT investments have become the largest category of capital expenditure in United States-based businesses
over the past decade. Though early ERP systems focused on large enterprises, smaller enterprises increasingly use
ERP systems.[3]

The ERP system integrates varied organizational systems and facilitates error-free transactions and production,
thereby enhancing the organization's efficiency. However, developing an ERP system differs from traditional system
development.[4] ERP systems run on a variety of computer hardware and network configurations, typically using a
database as an information repository.[5]

Contents
Origin
Expansion
Characteristics
Functional areas
GRP
Best practices
Connectivity to plant floor information
Implementation
Process preparation
Configuration
Two tier enterprise resource planning
Customization
Extensions
Data migration
Advantages
Benefits
Disadvantages
Postmodern ERP
See also
References
Bibliography
External links
Origin
The Gartner Group first used the acronym ERP in the 1990s[6][7] to include the capabilities of material requirements
planning (MRP), and the later manufacturing resource planning (MRP II),[8][9] as well as computer-integrated
manufacturing. Without replacing these terms, ERP came to represent a larger whole that reflected the evolution of
application integration beyond manufacturing.[10]

Not all ERP packages are developed from a manufacturing core; ERP vendors variously began assembling their
packages with finance-and-accounting, maintenance, and human-resource components. By the mid-1990s ERP systems
addressed all core enterprise functions. Governments and non–profit organizations also began to use ERP systems.[11]

Expansion
ERP systems experienced rapid growth in the 1990s. Because of the year 2000 problem and the introduction of the
euro that disrupted legacy systems, many companies took the opportunity to replace their old systems with ERP.[12]

ERP systems initially focused on automating back office functions that did not directly affect customers and the public.
Front office functions, such as customer relationship management (CRM), dealt directly with customers, or e-business
systems such as e-commerce, e-government, e-telecom, and e-finance—or supplier relationship management (SRM)
became integrated later, when the internet simplified communicating with external parties.[13]

"ERP II" was coined in 2000 in an article by Gartner Publications entitled ERP Is Dead—Long Live ERP II.[14][15] It
describes web–based software that provides real–time access to ERP systems to employees and partners (such as
suppliers and customers). The ERP II role expands traditional ERP resource optimization and transaction processing.
Rather than just manage buying, selling, etc.—ERP II leverages information in the resources under its management to
help the enterprise collaborate with other enterprises.[16] ERP II is more flexible than the first generation ERP. Rather
than confine ERP system capabilities within the organization, it goes beyond the corporate walls to interact with other
systems. Enterprise application suite is an alternate name for such systems. ERP II systems are typically used to enable
collaborative initiatives such as supply chain management (SCM), customer relationship management (CRM), and
business intelligence (BI) among business partner organizations through the use of various e-business
technologies.[17][18]

Developers now make more effort to integrate mobile devices with the ERP system. ERP vendors are extending ERP to
these devices, along with other business applications. Technical stakes of modern ERP concern integration—hardware,
applications, networking, supply chains. ERP now covers more functions and roles—including decision making,
stakeholders' relationships, standardization, transparency, globalization, etc.[19]

Characteristics
ERP systems typically include the following characteristics [20]:

An integrated system, where the a specific information is introduced just once in the system
Operates in (or near) real time
A common database that supports all the applications
A consistent look and feel across modules
Installation of the system with elaborate application/data integration by the Information Technology (IT) department,
provided the implementation is not done in small steps[21]
Deployment options include: on-premises, cloud hosted, or SaaS

Functional areas
An ERP system covers the following common functional areas. In many ERP systems, these are called and grouped
together as ERP modules:

Financial accounting: general ledger, fixed assets, payables including vouchering, matching and payment, receivables
and collections, cash management, financial consolidation
Management accounting: budgeting, costing, cost management, activity based costing
Human resources: recruiting, training, rostering, payroll, benefits, retirement and pension plans, diversity
management, retirement, separation
Manufacturing: engineering, bill of materials, work orders, scheduling, capacity, workflow management, quality
control, manufacturing process, manufacturing projects, manufacturing flow, product life cycle management
Order processing: order to cash, order entry, credit checking, pricing, available to promise, inventory, shipping, sales
analysis and reporting, sales commissioning
Supply chain management: supply chain planning, supplier scheduling, product configurator, order to cash,
purchasing, inventory, claim processing, warehousing (receiving, putaway, picking and packing)
Project management: project planning, resource planning, project costing, work breakdown structure, billing, time
and expense, performance units, activity management
Customer relationship management (CRM): sales and marketing, commissions, service, customer contact, call center
 support – CRM systems are not always considered part of ERP systems but rather business support systems (BSS)
Data services: various "self–service" interfaces for customers, suppliers and/or employees

GRP
Government resource planning (GRP) is the equivalent of an ERP for the public sector and an integrated office
automation system for government bodies.[22] The software structure, modularization, core algorithms and main
interfaces do not differ from other ERPs, and ERP software suppliers manage to adapt their systems to government
agencies.[23][24][25]

Both system implementations, in private and public organizations, are adopted to improve productivity and overall
business performance in organizations, but comparisons (private vs. public) of implementations shows that the main
factors influencing ERP implementation success in the public sector are cultural.[26][27][28]

Best practices
Most ERP systems incorporate best practices. This means the software reflects the vendor's interpretation of the most
effective way to perform each business process. Systems vary in how conveniently the customer can modify these
practices.[29] In addition, best practices reduced risk by 71% compared to other software implementations.[30]

Use of best practices eases compliance with requirements such as IFRS, Sarbanes-Oxley, or Basel II. They can also
help comply with de facto industry standards, such as electronic funds transfer. This is because the procedure can be
readily codified within the ERP software and replicated with confidence across multiple businesses who share that
business requirement.[31][32]

Connectivity to plant floor information

ERP systems connect to real–time data and transaction data in a variety of ways. These systems are typically
configured by systems integrators, who bring unique knowledge on process, equipment, and vendor solutions.

Direct integration—ERP systems have connectivity (communications to plant floor equipment) as part of their
product offering. This requires that the vendors offer specific support for the plant floor equipment their customers
operate. ERP vendors must be experts in their own products and connectivity to other vendor products, including those
of their competitors.

Database integration—ERP systems connect to plant floor data sources through staging tables in a database. Plant
floor systems deposit the necessary information into the database. The ERP system reads the information in the table.
The benefit of staging is that ERP vendors do not need to master the complexities of equipment integration.
Connectivity becomes the responsibility of the systems integrator.

Enterprise appliance transaction modules (EATM)—These devices communicate directly with plant floor
equipment and with the ERP system via methods supported by the ERP system. EATM can employ a staging table, web
services, or system–specific program interfaces (APIs). An EATM offers the benefit of being an off–the–shelf solution.

Custom–integration solutions—Many system integrators offer custom solutions. These systems tend to have the
highest level of initial integration cost, and can have a higher long term maintenance and reliability costs. Long term
costs can be minimized through careful system testing and thorough documentation. Custom–integrated solutions
typically run on workstation or server-class computers.

Implementation
ERP's scope usually implies significant changes to staff work processes and practices.[33] Generally, three types of
services are available to help implement such changes—consulting, customization, and support.[33] Implementation
time depends on business size, number of modules, customization, the scope of process changes, and the readiness of
the customer to take ownership for the project. Modular ERP systems can be implemented in stages. The typical
project for a large enterprise takes about 14 months and requires around 150 consultants.[34] Small projects can
require months; multinational and other large implementations can take years.[35][36] Customization can substantially
increase implementation times.[34]

Besides that, information processing influences various business functions e.g. some large corporations like Wal-Mart
use a just in time inventory system. This reduces inventory storage and increases delivery efficiency, and requires up-
to-date data. Before 2014, Walmart used a system called Inforem developed by IBM to manage replenishment.[37]

Process preparation
Implementing ERP typically requires changes in existing business processes.[38] Poor understanding of needed process
changes prior to starting implementation is a main reason for project failure.[39] The difficulties could be related to the
system, business process, infrastructure, training, or lack of motivation.
It is therefore crucial that organizations thoroughly analyze business processes before they implement ERP software.
Analysis can identify opportunities for process modernization. It also enables an assessment of the alignment of current
processes with those provided by the ERP system. Research indicates that risk of business process mismatch is
decreased by:

Linking current processes to the organization's strategy

Analyzing the effectiveness of each process
Understanding existing automated solutions[40][41]
ERP implementation is considerably more difficult (and politically charged) in decentralized organizations, because
they often have different processes, business rules, data semantics, authorization hierarchies, and decision centers.[42]
This may require migrating some business units before others, delaying implementation to work through the necessary
changes for each unit, possibly reducing integration (e.g., linking via Master data management) or customizing the
system to meet specific needs.[43]

A potential disadvantage is that adopting "standard" processes can lead to a loss of competitive advantage. While this
has happened, losses in one area are often offset by gains in other areas, increasing overall competitive
advantage.[44][45]

Configuration
Configuring an ERP system is largely a matter of balancing the way the organization wants the system to work with the
way it was designed to work. ERP systems typically include many settings that modify system operations. For example,
an organization can select the type of inventory accounting—FIFO or LIFO—to use; whether to recognize revenue by
geographical unit, product line, or distribution channel; and whether to pay for shipping costs on customer returns.[43]

Two tier enterprise resource planning

Two-tier ERP software and hardware lets companies run the equivalent of two ERP systems at once: one at the
corporate level and one at the division or subsidiary level. For example, a manufacturing company could use an ERP
system to manage across the organization using independent global or regional distribution, production or sales
centers, and service providers to support the main company’s customers. Each independent center (or) subsidiary may
have its own business models, workflows, and business processes.

Given the realities of globalization, enterprises continuously evaluate how to optimize their regional, divisional, and
product or manufacturing strategies to support strategic goals and reduce time-to-market while increasing profitability
and delivering value.[46] With two-tier ERP, the regional distribution, production, or sales centers and service providers
continue operating under their own business model—separate from the main company, using their own ERP systems.
Since these smaller companies' processes and workflows are not tied to main company's processes and workflows, they
can respond to local business requirements in multiple locations.[47]

Factors that affect enterprises' adoption of two-tier ERP systems include:

Manufacturing globalization, the economics of sourcing in emerging economies

Potential for quicker, less costly ERP implementations at subsidiaries, based on selecting software more suited to
smaller companies
Extra effort, (often involving the use of Enterprise application integration) is required where data must pass between
two ERP systems[48] Two-tier ERP strategies give enterprises agility in responding to market demands and in aligning
IT systems at a corporate level while inevitably resulting in more systems as compared to one ERP system used
throughout the organization.[49]

Customization
ERP systems are theoretically based on industry best practices, and their makers intend that organizations deploy them
"as is".[50][51] ERP vendors do offer customers configuration options that let organizations incorporate their own
business rules, but gaps in features often remain even after configuration is complete.

ERP customers have several options to reconcile feature gaps, each with their own pros/cons. Technical solutions
include rewriting part of the delivered software, writing a homegrown module to work within the ERP system, or
interfacing to an external system. These three options constitute varying degrees of system customization—with the
first being the most invasive and costly to maintain.[52] Alternatively, there are non-technical options such as changing
business practices or organizational policies to better match the delivered ERP feature set. Key differences between
customization and configuration include:

Customization is always optional, whereas the software must always be configured before use (e.g., setting up
cost/profit center structures, organizational trees, purchase approval rules, etc.).
The software is designed to handle various configurations, and behaves predictably in any allowed configuration.
The effect of configuration changes on system behavior and performance is predictable and is the responsibility of
the ERP vendor. The effect of customization is less predictable. It is the customer's responsibility, and increases
 testing activities.
Configuration changes survive upgrades to new software versions. Some customizations (e.g., code that uses pre–
defined "hooks" that are called before/after displaying data screens) survive upgrades, though they require retesting.
Other customizations (e.g., those involving changes to fundamental data structures) are overwritten during upgrades
and must be re-implemented.[53]
Customization advantages include that it:

Improves user acceptance[54]

Offers the potential to obtain competitive advantage vis-à-vis companies using only standard features
Customization disadvantages include that it may:

Increase time and resources required to implement and maintain[52][55]

Hinder seamless interfacing/integration between suppliers and customers due to the differences between systems[55]
Limit the company's ability to upgrade the ERP software in the future[55]
Create over reliance on customization, undermining the principles of ERP as a standardizing software platform

Extensions
ERP systems can be extended with third–party software, often via vendor-supplied interfaces.[56][57] Extensions offer
features such as:[57]

product data management

product life cycle management
customer relations management
data mining
e-procurement

Data migration
Data migration is the process of moving, copying, and restructuring data from an existing system to the ERP system.
Migration is critical to implementation success and requires significant planning. Unfortunately, since migration is one
of the final activities before the production phase, it often receives insufficient attention. The following steps can
structure migration planning:[58]

Identify the data to be migrated.

Determine the migration timing.
Generate data migration templates for key data components
Freeze the toolset.
Decide on the migration-related setup of key business accounts.
Define data archiving policies and procedures.
Often, data migration is incomplete because some of the data in the existing system is either incompatible or not
needed in the new system. As such, the existing system may need to be kept as an archived database to refer back to
once the new ERP system is in place.[58]

Advantages
The most fundamental advantage of ERP is that the integration of a myriad of business processes saves time and
expense. Management can make decisions faster and with fewer errors. Data becomes visible across the organization.
Tasks that benefit from this integration include:[59]

Sales forecasting, which allows inventory optimization.

Chronological history of every transaction through relevant data compilation in every area of operation.
Order tracking, from acceptance through fulfillment
Revenue tracking, from invoice through cash receipt
Matching purchase orders (what was ordered), inventory receipts (what arrived), and costing (what the vendor
invoiced)
ERP systems centralize business data, which:

Eliminates the need to synchronize changes between multiple systems—consolidation of finance, marketing, sales,
human resource, and manufacturing applications
Brings legitimacy and transparency to each bit of statistical data
Facilitates standard product naming/coding
Provides a comprehensive enterprise view (no "islands of information"), making real–time information available to
management anywhere, anytime to make proper decisions
Protects sensitive data by consolidating multiple security systems into a single structure[60]
Benefits
ERP creates a more agile company that adapts better to change. It also makes a company more flexible and less
rigidly structured so organization components operate more cohesively, enhancing the business—internally and
externally.[61]
ERP can improve data security in a closed environment. A common control system, such as the kind offered by ERP
systems, allows organizations the ability to more easily ensure key company data is not compromised. This changes,
however, with a more open environment, requiring further scrutiny of ERP security features and internal company
policies regarding security.[62]
ERP provides increased opportunities for collaboration. Data takes many forms in the modern enterprise, including
documents, files, forms, audio and video, and emails. Often, each data medium has its own mechanism for allowing
collaboration. ERP provides a collaborative platform that lets employees spend more time collaborating on content
rather than mastering the learning curve of communicating in various formats across distributed systems.[57]
ERP offers many benefits such as standardization of common processes, one integrated system, standardized
reporting, improved key performance indicators (KPI), and access to common data. One of the key benefits of ERP;
the concept of integrated system, is often misinterpreted by the business. ERP is a centralized system that provides
tight integration with all major enterprise functions be it HR, planning, procurement, sales, customer relations,
finance or analytics, as well to other connected application functions. In that sense ERP could be described as
"Centralized Integrated Enterprise System (CIES)"[63]

Disadvantages
Customization can be problematic. Compared to the best-of-breed approach, ERP can be seen as meeting an
organization’s lowest common denominator needs, forcing the organization to find workarounds to meet unique
demands.[64]
Re-engineering business processes to fit the ERP system may damage competitiveness or divert focus from other
critical activities.
ERP can cost more than less integrated or less comprehensive solutions.
High ERP switching costs can increase the ERP vendor's negotiating power, which can increase support, maintenance,
and upgrade expenses.
Overcoming resistance to sharing sensitive information between departments can divert management attention.
Integration of truly independent businesses can create unnecessary dependencies.
Extensive training requirements take resources from daily operations.
Harmonization of ERP systems can be a mammoth task (especially for big companies) and requires a lot of time,
planning, and money.[65]
Critical challenges include disbanding the project team very quickly after implementation, interface issues, lack of
proper testing, time zone limitations, stress, offshoring, people's resistance to change, a short hyper-care period, and
data cleansing.[66]

Postmodern ERP
The term "postmodern ERP" was coined by Gartner in 2013, when it first appeared in the paper series "Predicts
2014".[67] According to Gartner's definition of the postmodern ERP strategy, legacy, monolithic and highly customized
ERP suites, in which all parts are heavily reliant on each other, should sooner or later be replaced by a mixture of both
cloud-based and on-premises applications, which are more loosely coupled and can be easily exchanged if needed.

The basic idea is that there should still be a core ERP solution that would cover most important business functions,
while other functions will be covered by specialist software solutions that merely extend the core ERP. This concept is
similar to the so-called best-of-breed approach[68] to software execution, but it shouldn't be confused with it. While in
both cases, applications that make up the whole are relatively loosely connected and quite easily interchangeable, in
the case of the latter there is no ERP solution whatsoever. Instead, every business function is covered by a separate
software solution.

There is, however, no golden rule as to what business functions should be part of the core ERP, and what should be
covered by supplementary solutions. According to Gartner, every company must define their own postmodern ERP
strategy, based on company's internal and external needs, operations and processes. For example, a company may
define that the core ERP solution should cover those business processes that must stay behind the firewall, and
therefore, choose to leave their core ERP on-premises. At the same time, another company may decide to host the core
ERP solution in the cloud and move only a few ERP modules as supplementary solutions to on-premises.

The main benefits that companies will gain from implementing postmodern ERP strategy are speed and flexibility when
reacting to unexpected changes in business processes or on the organizational level.[69] With the majority of
applications having a relatively loose connection, it is fairly easy to replace or upgrade them whenever necessary. In
addition to that, following the examples above, companies can select and combine cloud-based and on-premises
solutions that are most suited for their ERP needs. The downside of postmodern ERP is that it will most likely lead to an
increased number of software vendors that companies will have to manage, as well as pose additional integration
challenges for the central IT.
 See also
List of ERP software packages
Accounting software
Bill of resources
Business process management
Business intelligence
Cost accounting
Cybernetics
Document automation
Data migration
Economic planning
Enterprise feedback management (EFM)
Enterprise planning systems
Enterprise system
ERP modeling
ERP system selection methodology
Information technology management
List of project management software
Management information system
Manufacturing operations management
Material balance planning
Operations research
Service management
Software as a service
Visitor management systems

References
1. Almajali, Dmaithan (2016). "Antecedents of ERP systems implementation success: a study on Jordanian healthcare
sector". Journal of Enterprise Information Management. 29 (4): 549–565. doi:10.1108/JEIM-03-2015-0024 (https://doi.o
rg/10.1108%2FJEIM-03-2015-0024).
2. Radovilsky, Zinovy (2004). Bidgoli, Hossein (ed.). The Internet Encyclopedia, Volume 1 (https://books.google.com/boo
ks?id=ACfBmYiNaTcC&pg=PA707). John Wiley & Sons, Inc. p. 707. ISBN 9780471222026.
3. Rubina Adam, Paula Kotze, Alta van der Merwe. 2011. Acceptance of enterprise resource planning systems by small
manufacturing Enterprises. In: Proceedings of the 13th International Conference on Enterprise Information Systems,
edited by Runtong Zhang, José Cordeiro, Xuewei Li, Zhenji Zhang and Juliang Zhang, SciTePress, p. 229 - 238
4. Shaul, L.; Tauber, D. (2012). "CSFs along ERP life-cycle in SMEs: a field study". Industrial Management & Data
Systems. 112 (3): 360–384. doi:10.1108/02635571211210031 (https://doi.org/10.1108%2F02635571211210031).
5. Khosrow–Puor, Mehdi. (2006). Emerging Trends and Challenges in Information Technology Management. Idea Group,
Inc. p. 865.
6. InfoWorld, Heather Harreld. "Extended ERP technology reborn in B2B" (http://www.computerworld.com/article/258366
0/e-commerce/extended-erp-technology-reborn-in-b2b.html). Retrieved July 20, 2016.
7. "A Vision of Next Generation MRP II", Scenario S-300-339, Gartner Group, April 12, 1990
8. Anderegg, Travis. "MRP/MRPII/ERP/ERM — Confusing Terms and Definitions for a Murkey Alphabet Soup" (http://wiki.wl
ug.org.nz/EnterpriseSpeak). Retrieved September 23, 2013.
9. "ERP" (https://web.archive.org/web/20110710200209/http://www.erp.com/component/content/article/324-erp-archive/
4407-erp.html). Archived from the original (http://www.erp.com/component/content/article/324-erp-archive/4407-erp.
html) on July 10, 2011. Retrieved October 7, 2009.
10. Sheilds, Mureell G. (2005). E-Business and ERP: Rapid Implementation and Project Planning. John Wiley and Sons, Inc.
p. 9.
11. Chang, SI; Guy Gable; Errol Smythe; Greg Timbrell (2000). A Delphi examination of public sector ERP implementation
issues (http://dl.acm.org/citation.cfm?id=359640.359793). International Conference on Information Systems. Atlanta:
Association for Information Systems. pp. 494–500. Retrieved September 9, 2008.
12. Thin Enterprise Resource Planning (Second ed.). Boston: Thomson Course Technology. 2006. ISBN 978-0-619-21663-
4.
13. Hayman, L. (2000). "ERP in the Internet Economy". Information Systems Frontiers. 2000 (2): 137–139.
doi:10.1023/A:1026595923192 (https://doi.org/10.1023%2FA%3A1026595923192).
14. "B. Bond, Y. Genovese, D. Miklovic, N. Wood, B. Zrimsek, N. Rayner, ERP Is Dead — Long Live ERP II; GartnerGroup
RAS Services, SPA-12-0420 4 October 2000" (http://www.sunlike.com.cn/internet/onlineerp/images/Long%20live%20E
RPII%20By%20Gartner%20Group.pdf) (PDF). Retrieved February 16, 2018.
15. "ERP: What you need to ask before you buy" (http://www.projectauditors.com/Papers/Buying_An_ERP_System/ERP_Pur
chasing_the_right_ERP_package_3.php). projectauditors.com. Retrieved April 23, 2014.
16. "The Bryan School of Business and Economics at UNCG—Exceptional Problem Solvers" (https://web.archive.org/web/2
0120912185508/http://www.uncg.edu/bae/people/holderness/readings/ERP_is_Dead--Long_Live_ERP_II.pdf) (PDF).
Uncg.edu. Archived from the original (http://www.uncg.edu/bae/people/holderness/readings/ERP_is_Dead--Long_Live_
ERP_II.pdf) (PDF) on September 12, 2012. Retrieved November 8, 2012.
17. Charles Møller (August 1, 2005). "ERP II: a conceptual framework for next‐generation enterprise systems?". Journal of
Enterprise Information Management. 18 (4): 483–497. doi:10.1108/17410390510609626 (https://doi.org/10.1108%2F
 Enterprise Information Management. 18 (4): 483–497. doi:10.1108/17410390510609626 (https://doi.org/10.1108%2F
17410390510609626). ISSN 1741-0398 (https://www.worldcat.org/issn/1741-0398).
18. Ruhi, Umar (July 1, 2016). "An experiential learning pedagogical framework for enterprise systems education in
business schools". The International Journal of Management Education. 14 (2): 198–211.
doi:10.1016/j.ijme.2016.04.006 (https://doi.org/10.1016%2Fj.ijme.2016.04.006).
19. Shaul, L.; Tauber, D. (2013). "Critical Success Factors in Enterprise Resource Planning Systems: Review of the Last
Decade". ACM Computing Surveys. 45 (4): 1–39. doi:10.1145/2501654.2501669 (https://doi.org/10.1145%2F2501654.
2501669).
20. Costa, C. J. (2019). ERP – Enterprise Resource Planning. OAE – Organizational Architect and Engineer Journal.
https://doi.org/10.21428/b3658bca.c1a35de2
21. Sheilds, Mureell G., E-Business and ERP: Rapid Implementation and Project Planning. (2001) John Wiley and Sons, Inc.
p. 9-10.
22. Yunliang, Xiongtao, Qing, Jing and Ning (2010) "Design of E-Government Information Management Platform Based on
SOA Framework", 2010 First International Conference on Networking and Distributed Computing, Hangzhou,
doi:10.1109/ICNDC.2010.42 (https://doi.org/10.1109%2FICNDC.2010.42).
23. Allen, Kern and Havenhand (2000) "ERP Critical Success Factors: an exploration of the contextual factors in public
sector institutions", Proceedings of the 35th Hawaii International Conference on System Sciences.
24. Chang, Gable, Smythe and Timbrell (2000) "A Delphi examination of public sector ERP implementation issues"
Proceedings of ICIS.
25. Ebrahim, Zakareya; Irani, Zahir (2005). "E‐government adoption: architecture and barriers". Business Process
Management Journal. 11 (5): 589–611. CiteSeerX 10.1.1.453.87 (https://citeseerx.ist.psu.edu/viewdoc/summary?doi=
10.1.1.453.87). doi:10.1108/14637150510619902 (https://doi.org/10.1108%2F14637150510619902).
26. Wingreen, Maryam and Hritik (2014) "An Investigation into Enterprise Resource Planning Implementation Success:
Evidence from Private and Public Sector Organizations", PACIS 2014/339 (http://aisel.aisnet.org/pacis2014/339).
27. Shafqat, Enhong and Faisal (2012) (https://arxiv.org/pdf/1207.2860.pdf), "Enterprise Resource Planning - 'real
blessing' or 'a blessing in disguise': an exploration of the contextual factors in public sector"
28. Coelho, Cunha; Meirelles (2015). The client-consultant relationship in the implementation of ERP in government:
exploring the dynamic between power and knowledge. DGO. p. 140. doi:10.1145/2757401.2757405 (https://doi.org/1
0.1145%2F2757401.2757405). ISBN 9781450336000.
29. Monk, Ellen and Wagner, Brett."Concepts in Enterprise Resource Planning" 3rd.ed.Course Technology Cengage
Learning.Boston, Massachusetts.2009
30. "Enhanced Project Success Through SAP Best Practices – International Benchmarking Study". ISBN 1-59229-031-0.
31. Ingolfo, S.; Siena, A.; Mylopoulos, J. (2011). Establishing Regulatory Compliance for Software Requirements.
Conceptual Modeling - ER 2011. Lecture Notes in Computer Science. 6998. pp. 47–61. doi:10.1007/978-3-642-24606-
7_5 (https://doi.org/10.1007%2F978-3-642-24606-7_5). ISBN 978-3-642-24605-0.
32. "IT Systems Validation for SOx and Regulatory Compliance" (https://www.metricstream.com/insights/IT_sys_val.htm).
Insights. MetricStream, Inc. Retrieved May 9, 2018.
33. "ERP (Enterprise Resource Planning)" (http://www.tech-faq.com/erp.shtml). Tech-faq.com. March 5, 2014. Retrieved
July 14, 2015.
34. "Critical Issues Affecting an ERP Implementation" (https://web.archive.org/web/20130103032912/http://carl.sandiego.
edu/gba573/critical_issues_affecting_an_erp.htm). Information Systems Management. Auerbach Publications. 1999.
p. 7. Archived from the original (http://carl.sandiego.edu/gba573/critical_issues_affecting_an_erp.htm) on January 3,
2013. Retrieved January 10, 2013.
35. Sankar, C.; Rau, K.-H. (2006). Implementation Strategies for SAP R/3 in a Multinational Organization: Lessons from a
Real-World Case Study (https://books.google.com/books?id=sVS9AQAAQBAJ&pg=PA8). Cybertech Publishing. p. 8.
ISBN 9781591407782. Retrieved May 9, 2018.
36. Pelphrey, M.W. (2015). Directing the ERP Implementation: A Best Practice Guide to Avoiding Program Failure Traps
While Tuning System Performance (https://books.google.com/books?id=KJO9BwAAQBAJ&pg=PA92). CRC Press.
pp. 92–111. ISBN 9781482248425.
37. "Wal-Mart slow to roll out new replenishment system" (http://www.thecitywire.com/node/31165). Arkansas:
Thecitywire.com. January 8, 2014. Retrieved July 14, 2015.
38. Turban et al. (2008). Information Technology for Management, Transforming Organizations in the Digital Economy.
Massachusetts: John Wiley & Sons, Inc., pp. 300–343. ISBN 978-0-471-78712-9
39. Brown, C.; Vessey, I. (2003). "Managing the Next Wave of Enterprise Systems: Leveraging Lessons from ERP". MIS
Quarterly Executive. 2 (1).
40. King. W., "Ensuring ERP implementation success," Information Systems Management, Summer 2005.
41. Yusuf, Y., A. Gunasekaran, and M. Abthorpe, "Enterprise Information Systems Project Implementation: A Case Study of
ERP in Rolls-Royce," International Journal of Production Economics, 87(3), February 2004.
42. Daneva, Maya; Roel Wieringa. "Requirements Engineering for Cross-organizational ERP Implementation:
Undocumented Assumptions and Potential Mismatches" (http://www.vital-project.org/papers/Daneva-Wieringa-Camer
a-Ready-RE-Paper.pdf) (PDF). University of Twente. Retrieved July 12, 2008.
43. Thomas H. Davenport, "Putting the Enterprise into the Enterprise System", Harvard Business Review, July–August
1998.
44. Turban et al. (2008). Information Technology for Management, Transforming Organizations in the Digital Economy.
Massachusetts: John Wiley & Sons, Inc., p. 320. ISBN 978-0-471-78712-9
45. Dehning, B. and T.Stratopoulos, 'Determinants of a Sustainable Competitive Advantage Due to an IT-enabled
Strategy,' Journal of Strategic Information Systems, Vol. 12, 2003
46. Ferdows, K (1997). "Making the most of foreign factories". Harvard Business Review. 75 (2): 73–88.
47. Gill, R. (2011). "The rise of two-tier ERP." Strategic Finance, 93(5), 35-40, 1.
48. Montgomery, Nigel (2010)."Two-Tier ERP Suite Strategy: Considering Your Options." (http://www.gartner.com/id=1412
121) Gartner Group. July 28, 2010. Retrieved September 20, 2012.
49. Kovacs, G. L.; Paganelli, P. (2003). "A planning and management infrastructure for large, complex, distributed
projects — beyond ERP and SCM" (http://ceit.aut.ac.ir/~sa_hashemi/My%20Teachings/MS-CEIT-Supply%20Chain%20M
 projects — beyond ERP and SCM" (http://ceit.aut.ac.ir/~sa_hashemi/My%20Teachings/MS-CEIT-Supply%20Chain%20M
anagement/W-Selected%20Papers%20for%20class%20seminars-last/scm-pm-A%20planning%20and%20managemen
t%20infrastructure%20for%20large%2C%20complex%2Cdistributed%20projects-beyond%20ERP%20and%20SCM.pdf
) (PDF). Computers in Industry. 51 (2): 165. CiteSeerX 10.1.1.474.6993 (https://citeseerx.ist.psu.edu/viewdoc/summar
y?doi=10.1.1.474.6993). doi:10.1016/s0166-3615(03)00034-4 (https://doi.org/10.1016%2Fs0166-3615%2803%29000
34-4).
50. Kraemmerand, P.; et al. (2003). "ERP implementation: an integrated process of radical change and continuous
learning". Production Planning & Control. 14 (4): 228–248. doi:10.1080/0953728031000117959 (https://doi.org/10.10
80%2F0953728031000117959).
51. Vilpola, Inka Heidi (2008). "A method for improving ERP implementation success by the principles and process of
user-centred design". Enterprise Information Systems. 2 (1): 47–76. doi:10.1080/17517570701793848 (https://doi.org
/10.1080%2F17517570701793848).
52. Fryling, Meg (2010). "Estimating the impact of enterprise resource planning project management decisions on post-
implementation maintenance costs: a case study using simulation modelling". Enterprise Information Systems. 4 (4):
391–421. Bibcode:2010EntIS...4..391F (https://ui.adsabs.harvard.edu/abs/2010EntIS...4..391F).
doi:10.1080/17517575.2010.519785 (https://doi.org/10.1080%2F17517575.2010.519785).
53. Yakovlev, I.V. (2002). "An ERP implementation and business process reengineering at a Small University". Educause
Quarterly. 2: 52–57.
54. Fryling, Meg (2010). Total Cost of Ownership, System Acceptance and Perceived Success of Enterprise Resource
Planning Software: Simulating a Dynamic Feedback Perspective of ERP in the Higher Education Environment.
ProQuest Dissertations and Theses database. p. 403. ISBN 978-1-109-74428-6.
55. Bradford, M. (2015). Modern ERP: Select, Implement, & Use Today's Advanced Business Systems (https://books.googl
e.com/books?id=KZRqCAAAQBAJ&pg=PA107). pp. 107–108. ISBN 9781312665989. Retrieved May 9, 2018.
56. Bendoly, E.; Jacobs, F.R. (2005). Strategic ERP Extension and Use (https://books.google.com/books?id=GAOHQvgpeNY
C&pg=PA95). Stanford University Press. p. 95. ISBN 9780804750981. Retrieved May 9, 2018.
57. Leon, A. (2008). ERP Demystified (https://books.google.com/books?id=95QiBAAAQBAJ&pg=PA171). Tata McGraw-Hill
Education. pp. 170–171. ISBN 9780070656642.
58. Ramaswamy, V.K. (September 27, 2007). "Data Migration Strategy in ERP" (https://web.archive.org/web/2007103016
0728/http://research.ittoolbox.com/white-papers/backoffice/erp/data-migration-strategies-in-erp-4620/). Information
Technology Toolbox, Inc. Archived from the original (http://research.ittoolbox.com/white-papers/backoffice/erp/data-m
igration-strategies-in-erp-4620/) on October 30, 2007. Retrieved May 9, 2018.
59. Meer, K.H. (2005). Best Practices in ERP Software Applications (https://books.google.com/books?id=9YaMB6tOd5oC&p
rintsec=frontcover). p. 59. ISBN 978-0595345137. Retrieved May 9, 2018.
60. Walsh, Katherine (January 2009). "The ERP Security Challenge" (http://www.csoonline.com/article/216940/The_ERP_Se
curity_Challenge). CSOonline. CXO Media, Inc. Retrieved January 17, 2008.
61. O'Brien, James (2011). Management Information Systems(MIS). New York: McGraw-Hill, Irwin. p. 324.
62. She, W.; Thuraisingham, B. (2007). "Security for Enterprise Resource Planning Systems" (https://semanticscholar.org/
paper/b20f2bcd2de250f02fc4f3409a849446b16f32ac). Information Systems Security. 16 (3): 152–163.
doi:10.1080/10658980701401959 (https://doi.org/10.1080%2F10658980701401959).
63. Menon, Sreekumar (July 2019). "Benefits and Process Improvements for ERP Implementation: Results from an
Exploratory Case Study". International Business Research. 12 (8): 124–132. doi:10.5539/ibr.v12n8p124 (https://doi.or
g/10.5539%2Fibr.v12n8p124) – via Canadian Center of Science and Education.
64. Young, Joanna. "AUDIO | Best-of-Breed vs. ERP: What's Best for Higher Ed Today?" (http://www.evolllution.com/opinion
s/audio-best-of-breed-vs-erp-whats-higher-ed-today/). The EvoLLLution. Retrieved July 14, 2015.
65. "The Minefied of Harmonising ERP" (https://web.archive.org/web/20120727021524/http://www.cfo-insight.com/reporti
ng-forecasting/forecasting/the-minefield-of-harmonising-erp). Cfo-insight.com. July 23, 2012. Archived from the
original (http://www.cfo-insight.com/reporting-forecasting/forecasting/the-minefield-of-harmonising-erp/) on July 27,
2012.
66. Menon, S.A.; Muchnick, M.; Butler, C.; Pizur, T. (June 2019). "Critical Challenges in Enterprise Resource Planning (ERP)
Implementation". International Journal of Business and Management. 14 (7): 54–69. doi:10.5539/ijbm.v14n7p54 (http
s://doi.org/10.5539%2Fijbm.v14n7p54) – via Canadian Center of Science and Education.
67. "Predicts 2014: The Rise of the Postmodern ERP and Enterprise Applications World" (https://www.gartner.com/doc/263
3315/predicts--rise-postmodern-erp). Gartner Group. Retrieved October 31, 2016.
68. "Postmodern ERP Strategy Is Not a Best-of-Breed Approach" (https://www.gartner.com/doc/3171517/postmodern-erp-
strategy-bestofbreed-approach). Gartner Group. Retrieved October 31, 2016.
69. "5 Factors Facilitating the Transition to the Postmodern ERP Era" (http://enterprise-resource-planning.cioreview.com/c
xoinsight/5-factors-facilitating-the-transition-to-the-postmodern-erp-era-nid-7292-cid-96.html). CIOReview. Retrieved
October 31, 2016.
Bibliography
Clemons, Eric. K. (1986). "IS for Sustainable Competitive Advantage". Information & Management. 11 (3): 131–136.
doi:10.1016/0378-7206(86)90010-8 (https://doi.org/10.1016%2F0378-7206%2886%2990010-8).
Grant, David; Richard Hall; Nick Wailes; Christopher Wright (March 2006). "The false promise of technological
determinism: the case of enterprise resource planning systems" (https://semanticscholar.org/paper/db9f29d8f372875
243f886f0ad5f08a322cdc65d). New Technology, Work & Employment. 21 (1): 2–15. doi:10.1111/j.1468-
005X.2006.00159.x (https://doi.org/10.1111%2Fj.1468-005X.2006.00159.x).
Head, Simon (2005). The New Ruthless Economy. Work and Power in the Digital Age. Oxford UP. ISBN 978-0-19-
517983-5.
Henderson, Ian ERP from the Frontline MBE ISBN 978-1-898822-05-9 Making ERP Work (http://www.mlg.uk.com/html/e
rpfrontline.htm)
Lequeux, Jean-Louis (2008). Manager avec les ERP, Architecture Orientée Services (SOA) (in French). Paris: Ed.
d'Organisation. ISBN 978-2-212-54094-9.
Loh, Tee Chiat; Lenny Koh Siau Ching (September 2004). "Critical elements for a successful ERP implementation in
SMEs". International Journal of Production Research. 42 (17): 3433–3455. doi:10.1080/00207540410001671679 (https
://doi.org/10.1080%2F00207540410001671679).
Shaul, Levi; Tauber Doron (September 2010). "Hierarchical examination of success factors across ERP life cycle" (http:
//aisel.aisnet.org/mcis2010/79/). MCIS 2010 Proceedings.: 79.
Waldner, Jean-Baptiste (1990). Les nouvelles perspectives de la production (in French). Paris: Dunod. ISBN 978-2-04-
019820-6.
Waldner, Jean-Baptiste (1992). Principles of Computer Integrated Manufacturing. Chichester: John Wiley & Sons Ltd.
ISBN 978-0-471-93450-9.

External links
Media related to Enterprise resource planning at Wikimedia Commons

Retrieved from "https://en.wikipedia.org/w/index.php?title=Enterprise_resource_planning&oldid=937340480"

This page was last edited on 24 January 2020, at 11:38 (UTC).

Text is available under the Creative Commons Attribution-ShareAlike License; additional terms may apply. By using this site, you agree to the Terms
of Use and Privacy Policy. Wikipedia® is a registered trademark of the Wikimedia Foundation, Inc., a non-profit organization.