Understanding the Organisational Impact of ERP: A Case Study in Manufacturing (original) (raw)
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4th International Research Symposium -IRW , 2009
In recent years, the competition in the construction industry has compelled Large Scale Enterprises (LSEs) in the construction industry to work in integrated collaborative information management platforms such as Enterprise Resource Planning (ERP) systems, where information can be acquired, stored and accessed more efficiently. In fact, ERP systems are a relatively recent technology to be adopted within the construction sector and as such the organisational point of view on the role of ERP systems in enabling information integration in the construction industry has not been explored in previous research. Thus, the aim of this study was determined as investigating the industrial viewpoint on the role of ERP systems in establishing information integration in LSEs. Following a literature review in the field, semi-structured interviews were conducted with 21 leading large scale engineering and consulting enterprises in Turkey, to explore their viewpoints and visions on the role of ERPs, in forming information integration. The industry believes that implementing an ERP system will contribute to the centralisation of information, which may later facilitate information integration. The industrial viewpoint on the issue indicates that information integration will be facilitated mainly by integration of ERP systems with project and product data management applications.
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This article explores the implementation of an Enterprise Resource Planning (ERP) system and its consequential impact on operational efficiency within manufacturing companies. The research delves into the intricate process of integrating ERP systems, emphasizing their role in streamlining various business functions such as supply chain management, production planning, and inventory control. The study investigates the challenges faced during the ERP implementation phase and elucidates strategies employed to overcome these hurdles. It also examines the role of employee training and change management in ensuring a smooth transition to the new system, emphasizing their pivotal contribution to operational success. Furthermore, the article meticulously analyzes the tangible outcomes of ERP implementation, focusing on key performance indicators (KPIs) that gauge improvements in operational efficiency. This includes reductions in production lead times, enhanced accuracy in demand forecasting, and optimized resource allocation. The research methodology incorporates case studies and empirical data from manufacturing companies that have undergone ERP implementation. Comparative analyses highlight the variations in operational efficiency before and after ERP adoption, providing a comprehensive understanding of the system’s impact. The findings underscore the positive correlation between ERP implementation and operational efficiency, offering insights that contribute to the body of knowledge in both information systems and manufacturing management. Additionally, the article discusses potential challenges that may persist post-implementation and proposes ongoing strategies for continuous improvement. In conclusion, this article contributes valuable insights into the dynamics of implementing ERP systems in manufacturing companies, shedding light on their transformative impact on operational efficiency and providing a foundation for future research in the field