This thesis studies critical success factors (CSFs) of ERP (Enterprise Resource Planning) systems through an extensive literature review, and analyzes the found literature in terms of dimensionality of each paper (firm size, firm type, industry, deployment, etc.) provides a model corresponding CSFs for firms based on their individual characteristics and create a tool for practitioners and researchers. There is no published literature available that has taken a similar approach in identifying the critical issues affecting ERP through dimensionality and therein lies the originality of this study. ERP: Enterprise Resource Planning CSFs: Critical Success Factors BPO: Business Process Outsourcing GIS: Gradual Implementation Strategy OIS: Overall Implementation Strategy VS: Versus.
Introduction
Problem Definition
However, implementing an ERP system is a risky procedure that can be very challenging. Furthermore, implementing an ERP system often requires changes in the way business processes are executed, meaning employees have to deal with the challenges this can bring. Frustration often mounts among employees who do not understand the reasons for the problems. implementation or the logic behind the changes. Some studies have worked on the dimensionality of the critical success factors from an implementation strategy perspective, arguing that companies that opt for a gradual implementation strategy (GIS) work and those that opt for a more radical change as in the overall implementation strategy (OIS). shared critical success factors to some extent, but the nature of implementation means that the stakeholders in each CSF are different.
Background and related works
Critical success factors have since been applied to all enterprise systems such as Business Intelligence (BI) where it is indicated that those organizations that address the CSFs from a business orientation approach are more likely to achieve better results. Yeoh & Koronios, Critical Success Factors for Business Intelligence Systems, 2010) literature also documented BI-specific critical success factors that business partners, suppliers or users identified. Critical success factors models for CRM systems have also been developed by deriving CSFs found in ERP system implementation (Vinhas Da Silva & Rahimi, 2007) and even dimensionality has been addressed as CSFs for CRM systems implementation in small and medium enterprises. Another similar study aims at a unified critical success factors model where the CSFs are divided along a matrix classified as organizational (either strategic or tactical) or technological (either strategic or tactical).
Methodology
The specifications in the first round were: "Critical success factors for ERP" as keywords, with all words, anywhere in the article and from 2012 to 2017. For example, the article Critical success factors for ERP system upgrades - the case of a large German company (Leyh , 2014) when reading it, it is noticeable that the company from the case study belongs to several dimensions: Germany, the energy sector and a large developed country (implicit dimensions). The names were then listed together and were compiled or combined if they were considered to be the same.
Results
In the developing economies, factors related to computer culture, IT maturity and infrastructure gain more importance, which is reflected in the high percentages of software development, testing and troubleshooting, "user training and education", which is reflected by the nature of developing economies where ERP technology stands facing additional challenges in terms of economic, cultural and basic infrastructure issues. In addition, "Project management" is also high on the list because companies with more experience in process management are more likely to be successful with ERP. Firm size is one of the most widely studied dimensions in the ERP implementation literature.
The results of this comparison can be seen on table 7 reporting percentages for 870 private companies and 241 public companies. Very interestingly, supplier and or consultant support was found in 99% of the private companies compared to 0% in the public sector. On the other hand, in the case of private firms, the CSFs are: Careful package selection, Monitoring and feedback, Partnership with supplier, Project team competence and composition, Software development, testing and troubleshooting, etc. as shown in table 7), more important than for private firms.
The results of this comparison can be seen in Table 8 reporting percentages for 61 companies in manufacturing and 175 companies in service activities. Data accuracy, conversion, change management implementation strategy, software development testing and troubleshooting, monitoring and feedback, BPR and minimal customization, vendor and/or consultant support score higher percentages for those companies in services, which is likely because Most of the available ERP software is designed for manufacturing companies. Differences in the list are to be expected since, for example, language is important at sea, but not in the cloud.
Of course, vendor and/or consultant support can only be found when deploying the cloud, because otherwise people abroad would be responsible, so we have the "Offshoring partnership" factor when developing abroad. However, it was very evident from the factors found in the available articles that the energy sector, which here refers to oil, gas and nuclear companies, has very specific needs that differentiate it from other dimensions such as is "good production and revenue analysis" or "IS-oil core functionality implemented" which are unique to this type of company. Finally, based on the number of points each CSF has, they can be ranked by importance or relative interest for that particular company.
Evaluation
Most of them are consistent with our model, as according to it a manufacturing firm in China, a developing economy, with very high power distance and masculinity will have to pay special attention to CSFs such as: Top management support, external expertise, project management, data accuracy , Education and training. While a firm in Australia, a developed nation, with high individualism and masculinity will need to focus more on: Change management and the presence of a champion. Noted that final results of an implementation are greatly influenced by the phases of Discovery and Blueprint and that the more time and resources are spent on this phase, the better the final result.
Experience of working in another country for a public sector implementation indicated that it was very different due to the political factors that increase the external variables of the implementation. If this is not there, it is much more difficult to make the project succeed.” Furthermore, all experts agreed that they will use the information from the model because they find it useful, and agreed that all dimensions covered by the model do influence the resulting CSFs and that the model that reflects.
Limitations
Furthermore, all experts agreed to use information from the model as they found it useful and agreed that all dimensions covered by the model influence the resulting CSFs and the model reflects this. some). Second, many articles were not freely available and such articles were excluded from further evaluation. One important limitation of this model was the limited access to the literature, as a small number of papers were listed in Google Scholar, but their link was considered broken or the research paper file was removed from the website.
This limitation reduced to some extent the available number of research articles for evaluation and creation of the model. This study can be improved by continuing it in the years to come as more scholarly material is added.
Conclusion & Practical implications
Discussion
Differences in critical success factors in implementing ERP systems in Australia and China: A cultural analysis. Critical success factors for ERP projects in small and medium-sized enterprises - The perspective of selected German SMEs. Critical success factors for ERP projects in small and medium-sized enterprises—Perspective of selected ERP system vendors.
A comparative study of critical success factors (CSFs) in ERP implementation in developed and developing countries. A comparative study of critical success factors (CSFs) in ERP implementation in developed and developing countries. A step-by-step performance assessment and improvement method for ERP implementation: Action case studies in Chinese enterprises.
Example of name matching of CSFs
Resulting Critical Success Factors
Information of the selected literature
Information of the selected literature (cont.)
Critical success and failure factors of ERP implementations: two cases from the Kingdom of Saudi Arabia. 34; Critical success factors for ERP implementations in Belgian SMEs", Journal of Enterprise Information Management, Vol. Critical success factors play a vital role in ERP implementation in developing countries: an exploratory study in Pakistan.
Unknown Complex SMES Romania 68 Dorobat, Iuliana, Critical Success Factors in ERP Implementation of Romanian SMEs (May 25, 2006). 57 Differences in Critical Success Factors in Implementing ERP Systems in Australia and China: A Cultural Analysis. 81 Critical Success Factors for ERP Projects in Small and Medium Enterprises – Perspectives of Selected German SMEs.
Leyh, "Critical success factors for ERP projects in small and medium-sized enterprises - The perspective of selected German SMEs Federated Conference on Computer Science and Information Systems, Warsaw, 2014, p. 82 CRITICAL SUCCESS FACTORS OF GLOBAL ENTERPRISE RESOURCE PLANNING PROGRAMMES: EMPIRICAL MODEL BASED ON EXPERT INTERVIEWS 83 Determining critical success factors in implementing an ERP system: A field study in Mexican companies.
Determining critical success factors in implementing an ERP system: A field study in Mexican companies.
Manual on how to use the model: Tool for practitioner
Planned costs and collection at cost centers and for defined measures Closed loop for the asset management life cycle. Finally, we will add to the list we have the unique CSFs that exist for cloud deployment or offshore development, if they are applicable.
