Title: Preparations to be done for
Successful ERP Project Implementation and their Critical Success factors: Case Study of Indian SMEs
Table of Contents
Introduction
“For
successful ERP implementation enterprise should learn from yesterday’s failure,
work for today and hope for tomorrow, the important thing is not to break the
continuity of efforts”-Elarbi, 2001
This
chapter begins with a presentation for the background of the research along
with an introduction of ERP concepts. The presentation thereafter followed by
the problem discussion those results in the statement of purpose (Research
Gap Research Questions Research Objectives (SOP)Research Statements/Research
Hypotheses Research Answer). It
includes the needs, importance and scope of the study. It justifies, highlight
and define the aim and scope of the work presented in this dissertation in
detail .It also highlight the significant contribution from this study in
brief.
Background
This
research examines Critical Success Factors (CSFs) in Enterprise Resource
Planning (ERP) implementation focusing on Indian small to midsized firms
(SMEs). Much of the research on ERP implementation addresses the critical
success factors and best practices used in large-scale implementations at large
organizations. Little research deals with ERP implementation in SMEs. Yet, as
the largest firms complete ERP implementations, ERP software vendors are
focusing on the SMEsmarket (Gable and Stewart, 1999). SMEs face many of the
same competitive problems as larger organizations, but have limited resources,
experience and staffing skills (Nelson, 2007). As with the larger enterprises,
ERP implementation is becoming critically important to SMEs in streamlining
business processes, improving operational performance, and integrating data.
Understanding the CSFs in ERP implementation is more critical to SMEs than
larger organizations due to their more limited resources. SMEs may not be able
to withstand the financial impact of the partial failures and project
abandonments that have impacted many of their larger counterparts (Muscatello
et al., 2003).CSFs can be defined as “the limited number of areas in which
results, if they are satisfactory, will ensure successful competitive
performance for the organization”
(Rockart,1979).CSFsmethodology has been applied to many aspects of
information systems research including ERP systems implementations (Williams
and Ramaprasad, 1996; Parr and Shanks, 2000).Information technology has been a
force multiplier for the organizations desirous of gaining a competitive edge
in a global business environment. The need to share large quantities of data
effectively and efficiently between suppliers, customers, geographically dispersed
units, and internal functional departments necessitated the development of
integrated information systems (Monk and
Wagner, 2009).ERP systems are examples of the most strategic tools a
business can employ. They help integrate company operations by creating a
computing environment that includes a central database for sales and marketing,
production and materials management, accounting ,finance, and human resource
functional business data (Monk and Wagner, 2009).Implementing ERP in developing countries is faced by
several obstacles that delay implementation
compared with developed countries.
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