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APPENDIX A INTERVIEW OUTLINE
Research Topic: ERP Critical Success Factors—Roles and Impact on Promoting Cross Functional Integration
หัวข้องานวิจัย: ปัจจัยความส าเร็จของระบบERP–บทบาทและผลกระทบต่อการท างานแบบบูรณาการข้ามสายงาน
Objectives: The outcomes of this research can be used by any firms and practitioners who are about to implement or upgrade their ERP system so as to ensure that their ERP would result beneficially in terms of enhancing cross-functional integration which is the most critical element of ERP success. Moreover, it could be used as a measurement of their current ERP set up in order to seek for gaps of improvement as well as to prioritize integration effort.
วัตถุประสงค์ของการวิจัย: ผลจากงานวิจัยสามารถน าไปประยุกต์ใช้กับองค์กรหรือผู้ที่มีส่วนเกี่ยวข้องกับการด าเนินโครงการERP หรือสามารถน ามาปรับใช้เพื่อหาช่องว่างในการปรับปรุงการด าเนินงานหรือการใช้งานโปรแกรมERPต่อไป
Research Methodology: In-depth interview, multiple case studies
วิธีการด าเนินการวิจัย: สัมภาษณ์ตัวแทนจากบริษัทที่ใช้ระบบEnterprise Resource Planning(ERP) และกลุ่มผู้
ให้บริการด้านการด าเนินโครงการหรือให้ค าปรึกษาของระบบดังกล่าว (ERP user organizations and ERP implementation service provider and consultancy) จ านวน 60 คน
Definition ค าจ ากัดความ
ERP experts have described the definition of successful ERP implementation in terms of cross-functional integration as:
• “The visibility of same dataset” by all stakeholders throughout the supply chain which encourages fact-based decision making and avoid bias.
• “The visibility of same dataset” by all stakeholders throughout the supply chain which encourages fact-based decision making and avoid bias.
• Smooth operations after go-live are mandatory. The whole end-to-end process could be posted smoothly without errors.
• In full integration environment, each department is able to transfer and interpret information with each other with minimum effort (Ketokivi, 2012).
• Flexibility on activating new functions after all stakeholders have realized their necessity.
There are 3 levels of cross-functional integration described as follow;
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Cross- Functional Integration
Level
Indicators Characteristics
3. Full cross- functional integration
The majority of the time manufacturing, logistics and purchasing interact to actualize customer requirement.
• Each department is able to transfer and interpret information with each other with minimum effort (Ketokivi, 2012)
• Each department will not set up departmental goal which in the end will deteriorate organizational goals (Ketokivi, 2012)
• Full visibility of material movement across internal supply chain (Stevens, 1989)
The majority of the time manufacturing, logistics and purchasing collaborate to actualize customer requirement.
2.
Intradepartmental integration
Some of the time manufacturing, logistics and purchasing interact to actualize customer requirement.
• Poor visibility of real customer demand at manufacturing sites as customer orders are aggregated by production planning (Stevens, 1989).
• Level 2 indicates some interaction and
collaboration between some departments rather than the whole values chain (Pagell, 2004).
Some of the time manufacturing, logistics and purchasing collaborate to actualize customer requirement.
1. No Integration The majority of the time manufacturing, logistics and purchasing do not interact to actualize customer requirement.
• Each internal supply chain element buffers inventory due to lack of trust and inconsistent demand
• Each department making decision based own benefits
• Poor customer service (Stevens, 1989) The majority of the time manufacturing,
logistics and purchasing do not collaborate to actualize customer requirement.
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APPENDIX B INTERVIEW QUESTIONS
Theme from Propositions
Topic/ Area of Interest
(CSFs) Main Questions: ERP users Main Questions: ERP Consultant/Professional Service Provider
N/A General question
Which department(s) that you represented in implementing your ERP project?
How long have you been in the field of ERP implementation?
N/A General question
Have you ever used any other enterprise software before the latest one? How functions worked together during that time? How information was sharing between departments?
Which modules are you specialized in? What is your role on the projects?
N/A General question
How would you rate your level of cross-functional integration of your firm, before and after ERP implementation?
How many implementation cycles that you have been implemented?
N/A General question Do you feel satisfied with such level? Which industries are those companies?
N/A General question N/A
Based on your experience, which company is the most successful in terms of increasing cross-functional integration? Which one is the worst?
N/A General question
What do you think are the 3 main obstacle/success factors that bring about such levels?
What factors/situations, that makes you think like that? What have been missing? What went well?
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