Wait a second!
More handpicked essays just for you.
More handpicked essays just for you.
Enterprise architecture proposal
Don’t take our word for it - see why 10 million students trust us with their essay needs.
Recommended: Enterprise architecture proposal
21st century is a growing market for software packages demanding to provide a total, integrated solution to companies’ information-processing needs. Even companies that choose to implement such packages are following aggressive approaches of systems integration by regenerating custom software and adopting technologies such as adopting Enterprise Systems (ES) (Markus & Tanis; 2000). Enterprise systems ought to have serious research attention because of their immense potential for financial, technical, managerial, human, and strategic benefits, costs, and risks (Markus & Tanis; 2000). The technical difficulties and high failure rate in implementing enterprise systems have been widely cited in the literature (Davenport, 1998), but research on governance for enterprise systems implementation is uncommon and uneven. To date, little has been done to theorize the important forecasters for initial and on-going governance success (Grabski et al. 2011). This research is an effort to achieve that, It examine evaluates & identifies governance for Enterprise systems & categorizes them into the respective phases in the enterprise systems experience life cycle model (See Figure-1) proposed by Markus and Tanis (2000), and discusses how governance can be effectively communicated in the enterprise systems environment for enterprises.
The justification for the selection of this model is that this framework allows researchers to calculate or explain an organization’s actual ES accomplishments and successes in an organized way. By using this framework it allows critical implications to be discovered at each stage of the implementation cycle so that we could identify potential problems and provide recommendations to alleviate or resolve issues befo...
... middle of paper ...
... al., "Exploring a governanc theory of supply chain management: Barriers and facilitators to integration," Journal of Business Logistics, vol. 31, 2010.
• P. M. Senge, et al., The Dance of Change: The Challenges to Sustaining Momentum in Learning Organizations. New York: Double Day, 1999.
• ] K. H. Wathne and J. B. Heide, "Relationship Governance in a supply chain network," Journal of Marketing, vol. 68, pp. 73-89, 2004.
• O. E. Williamson, The mechanism of governance. NewYork: Oxford University Press, 1996.
• O. E. Williamson, "Transaction-Cost Economics: The Governance of Contractual Relations," Journal of Law and Economics, vol. 22, pp. 233-261, 1979.
• Severin V. Grabski, Stewart A. Leech & Pamela J. Schmidt, “A Review of ERP Research: A Future Agenda for Accounting Information Systems” JOURNAL OF INFORMATION SYSTEMS, Vol. 25, No. 1, Spring 2011 pp. 37–78
Phillip Clarke and Julie Clarke, Contract Law Commentaries, Cases and Perspectives, (Oxford University Press, 2nd ed, 2012) 432-3.
W.C. Benton, Jr., 3rd Edition, “Purchasing and Supply Chain Management.” (2010). Text. 2.
A system integrated approach would improve the business process and hence enable the different functions to share information. It was clearly identified that the ERP deployment would benefit the company through all these elements. In the case, benefits of ERP adoption were not quantified but improved cost and better pricing strategy were discussed to justify the ERP project financially. It can be interpreted that ERP, leading to improved cost analysis, cost control, less redundancy, optimized production and better pricing, would result in low costs and hence higher profit for the company. Financial justification for the ERP adoption can also be inferred through the fact that it would lead to resolution of several problems which the company faces
Spector, B. (2013). Implementing organizational change: theory into practice. (3rd ed.). Upper Saddle River, NJ
Senge, P. M. (1990). The leader's new work: Building learning organizations. Sloan Management Review, 32(1), 7-22. doi: 812347
Ziff Davis, an American publisher and internet company, wrote a small document on the top 5 reasons ERP systems fail and how to fix those reasons. The document makes an interesting point of “failure is often a perception, rather than a quantifiable measure of outcomes (Ziff Davis 2),” meaning companies may think they have failed by their perception, when in actuality they didn’t proper measure their outcomes or potential outcomes. The first reason the document goes over is “setting unrealistic expectations at the outset. (3)” The document claims that a company is eager and excited to implement the system without fully defining business requirements and goals (3). This ties back with that perception and measurement dilemma. The company perceived everything was going to be well with the implementation, but failed to measure out goals and requirements. Ziff Davis goes into the fact that companies fail to realize “the level of resource commitment the project will take (5)” and that “Done properly ERP can and will transform your business by automating and re-engineering its beating heart: its business processes. (4)” Again these point out to that perception and measurement factor. Another reason the document goes over is “Not involving key stakeholders (6)”. Ziff...
A supply chain is a system through which organizations deliver their products and services to their customers. The network begins with the basic ingredients to start the chain of supply, which are the suppliers that supply raw materials, ingredients, and so on. From there, it will transfer the supplies to the manufacturer who builds, assembles, converts, or furnishes a product. The chain now needs to get the product to the consumer by transporting the finished product from the manufacturer through a warehouse or distribution center. An example is that Wal-Mart has a nearby distribution center where products are delivered there and then split up to be delivered to a retail Wal-Mart. “Wal-Mart will take responsibility for breaking down larger loads and delivering the product to other Wal-Mart stores” (Ehring 1).
Cummings, T., & Worley, C. (2009). Organizational development & change (9th ed.). Mason, OH: South-Western Cengage Learning.
Organizations need to understand the ten principles presented by Hall and Hord (2001): Change Principle 1: “Change is learning- It is as simple and complicated as that” (p. 6). Moreover, the name change implies a learning process for each and every participant. Sometimes knowledge can be fun and easy for some individuals, but at times, it might be a problem for others. In the process of transformation, the people need to be permissive for new ideas to flow in order to learn and understand the changes that are going to take place in the organization. Change Principle 2: “Change is a process, not an event” (p.8). This principle guides the leaders to make sure that the staff understands that implementing a change is not something that is just going to happen in one occurrence, but rather it is a process that is going to take time. Leaders or staff will not be able to determine the extent of the change they are trying to adopt. Change Principle 3: “The school is the primary unit for change” (p. 9). The staff has to be aware that their individual actions wi...
...l for enterprise resource planning implementation¡±, Proceedings of the 7th European Conference on Information Systems, Vol. 1, pp. 273-97.
‘Supply chain management integrates supply and demand management within and across companies. It encompasses the planning and management of all activities involved in sourcing and procurement, conversion, and all logistics management activities. Importantly, it also includes coordination and collaboration with channel partners, which can be suppliers, intermediaries, thir- party service providers, and customers’. (Web: Council for Supply Chain Management Pr...
Supply chain management has been defined as that process that involves the management of information, materials, and all the finances that are handled within and across the entire supply chain process (Christopher, 2016). The management is usually done through out the entire supply chain management from that moment when the suppliers are involved through all the manufacturing activities, different distribution activities, and the way that the products are served to the final product consumer (Turban, et al., 2002). The process also includes all the activities that different organizations offers to their customers as after sale services for purposes perfecting their services and products towards their highly valued customers (Christopher,
Koffman, L. & MacDonald, E., (2007) The Law of Contract (6th Edition) : Oxford University Press,
The purpose of implementing an ERP system in a company is when the company isn’t operating efficiently. Look at it like this, when your body is sick, you know you need to take medicine, you just can’t stand the taste. And in the same matter when your company isn’t operating efficiently, you’ve got to take steps to correct it. Most companies just fear the disruption, the learning, and the cost and the inconvenience of it all. “Another way to look at or understand ERP is cars have dashboards so the driver can get to where he or she wants to go. Airports have control towers to make sure everything and everyone gets to where they need to be. All of your typical individual machines have control panels so you can make them do what they are supposed to do”. (Jones, W (2006, 01). Roadmap to Fusion: Engaging Oracle Consulting on the path to your next business platform. Orcacle Corporation World Headquarters,)
“From early on the ambition of ERP-systems has been used to integrate all transaction systems within the one system which combines all information and practices across full organisation, and gives proper information for decision-making in real-time” (Bjorn-Andersen & Johansson 2007)