Group Inc. ITJ3122 Improvement in Operational Efficiency Due to ERP Systems Implementation: Truth or Myth? Vijay K. Vemuri‚ Long Island University‚ USA Shailendra C. Palvia‚ Long Island University‚ USA ABSTRACT ERP systems are expected to provide many benefits‚ including improved business efficiency. However‚ they are also blamed for several business problems and failures. Past studies have analyzed investments in ERP systems based on net income‚ return on investment‚ new present value
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PLANNING SYSTEMS Enterprise resource planning (ERP) systems integrate the planning‚ management‚ and use of all of an organization’s resources. The major objectives of ERP systems are to tightly integrate the functional areas of the organization and to enable information to flow seamlessly across the functional areas. Tight integration means that changes in one functional area are immediately reflected in all other pertinent functional areas. ERP systems provide the information necessary to control
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Risks to your ERP-SAP implementation 1. Inadequate “as is” documentation Symptoms: You are the implementation Project Manager for a consulting firm and you have a client that just selected an ERP system. You (the project manager) and your team start gathering requirements from end users through focus groups‚ workshops‚ sessions with SMEs‚ etc. After gathering information from end users you erroneously conclude that you have all the necessary information and requirements to successfully implement
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Tektronix‚ Inc.: Global ERP Implementation Business Context/Key Business Drivers • Tektronix‚ Inc. was founded in 1946 as a maker of electronic testing equipment. In 1993 Tektronix had grown to be a $1.3 billion manufacturer of electronic tools and devices. It was based in the United States and had an international presence in nearly 60 countries. • After 50 years of success‚ the company was facing increasing global competition of high-tech producer of electronic equipment. Tektronix should simplify
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PhD Student PROFILE Seeking a career opportunity as a business leader‚ with well-developed skills in communication‚ budgeting‚ market research. Complemented by ability to work in a team and adapt to changes‚ with minimal supervision. Possessing high level of integrity and confidentiality‚ excellent interpersonal and communication skills‚ ability to develop procedures and solutions to administrative challenges‚ but above all‚ enthusiasm for any work. EXPERIENCE Al-Othman Holding
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OMAN Flour Mills » Customers » Manufacturing » OMAN Flour Mills Introduction / Summary Oman Flour Mills‚ which was established in 1977 as a joint stock company‚ is today one of the largest flour milling companies in the Middle East. The Government of Oman currently owns a 51 percent stake in the 32-year old company‚ which produces various kinds of flour for local as well as export markets. The mill‚ which has its own Feed Mill plant‚ has grown not only in stature but also in credibility features
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® MANAGE 2000 by Company Name: Oetiker Inc. Location: Marlette‚ MI Number of Employees: 114 Services: Foremost manufacturer and distributor of quality clamps‚ rings and couplings. Critical Needs: Customer satisfaction‚ shipping accuracy and ontime delivery. Epicor Solution: MANAGE 2000 by Epicor Epicor Case Study Oetiker Inc. W hen the marketplace thinks the best clamp in the world isn’t worth a few extra pennies‚ you counter with the world’s best service to keep
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SAP ERP HUMAN CAPITAL MANAGEMENT BEST PEOPLE AND TALENT IN YOUR ORGANIZATION “Our people are our most important asset.” Nearly every company report contains a phrase like this – and for good reason. Today‚ the last great source of competitive advantage is human capital. The SAP ERP Human Capital Management solution offers a complete and integrated set of tools to help you effectively manage your people. You can hire the best talent‚ align employee goals with business objectives‚ cultivate
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ERP Localization in a Foreign Subsidiary of the K Company Ji-Ye Mao Wei Wang Mianzhen Pan Foreign subsidiaries of multinational companies (MNCs) are often mandated to adopt the same ERP package used by their parent‚ but the results vary to large degrees. ERP implementation in foreign subsidiaries involves bigger challenges than at home. It is partly because of potential misfits between the software package‚ which reflects European and U.S. industry practices‚ and the local cultural
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Business Process Management Journal Success and failure factors of adopting SAP in ERP system implementation Vidyaranya B. Gargeya Cydnee Brady Downloaded by NANYANG TECHNOLOGICAL UNIVERSITY At 20:24 30 January 2015 (PT) Article information: To cite this document: Vidyaranya B. Gargeya Cydnee Brady‚ (2005)‚"Success and failure factors of adopting SAP in ERP system implementation"‚ Business Process Management Journal‚ Vol. 11 Iss 5 pp. 501 - 516 Permanent link to this document: http://dx.doi.org/10
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