An Evaluation of the Implementation of Enterprise Resource Planning (ERP) in OrganizationsCONTENTSCHAPTER I: INTRODUCTIONThe Definition of Enterprise Resource Planning (ERP)The background of the studyThe objectives of the studyThe rational of the study and how it is related to the research questionsFormulation of research questionsScope, limitations and assumptions of the researchOverview of literature review and case studies methodologyCHAPTER II: LITERATURE REVIEW2.1 Historical background of ERP2.2 The role of ERP within an organization and how ERP is implemented2.3 Analysis and summary of current ERP knowledge and theories relevant to problem2.4 Relating texts and theoretical perspectives to ERP study2.5 Literature review of implementation, usage, extension, value and trends of ERP2.6 Summary of the literature reviewCHAPTER III: FINDINGS AND RESULTS3.1 Case studies: Brief analysis of the cases with focus on internal/external factors3.2 Analysis of the case study3.3 Conceptual framework for the implementation of ERPCHAPTER IV: DISCUSSION4.1 Discussion of the findings4.2 Analysis of case studies in relation to proposed conceptual framework4.3 Implications of the study and its results4.4 Limitations of the study and ways to overcome the limitations in future studiesCHAPTER V: CONCLUSIONSummary of the findings and major points discussedREFERENCESCHAPTER I: INTRODUCTION1.1The Definition of Enterprise Resource Planning (ERP)Basically, the definition of Enterprise Resource Planning or better known as ERP is not easy as every researcher would have their own definition on system.
Additionally, as noted by Klaus et al (2000), the scope of ERP is extremely wide in literature and contains many aspects. For the purpose of this paper, I have chosen the definition of ERP by Kale (2000, p. 13) where he defined ERP in a broad manner: “An Enterprise Resource Planning (ERP) software application package is a suite of pre engineered, ready-to-implement, integrated application modules, catering to all the business functions of an enterprise and possessing the flexibility for configuring and customizing dynamically the delivered functionality of the package to suite the specific requirements of the enterprise.
ERP enables an enterprise to operate as an integrated, enterprisewide, process-oriented, information-driven, and real-time enterprise”With this, we can take note that the implementation of ERP within an organization is not something taken lightly as a large and significant investment is put in, sometimes exceeding $1 billion in some companies (Davenport, 2000).
Additionally, ERP is important as when it is implemented, it binds the organization’s resources which are needed to perform daily transactions. To justify the amount of money spent of ERP implementation, it has generated more than $20 billion in annual revenues for suppliers and $20 billion for firms which offer consultation (Willcocks and Sykes, 2000). How ERP is implemented within an organization is dependent on what the company wants, what resources are available, the speed of which it is implemented and how well the implementation runs. Relatively speaking, an implementation of ERP which can be considered fast would be approximately six months but it can take up to more than five years (Davenport, 2000, p.
14). Most of the time, implementation is not only done within the organization but it is also implemented within organizations or businesses which are linked to that organization. To facilitate a smoother functioning and running of ERP, it is usually implemented in stages including starting on with some basic functionalities followed on by a full scope when the whole implementation has been completed (Davenport, 2000, p.