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What managers should know about ERP/ERP II

机译：管理人员应了解哪些有关ERP / ERP II的知识

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摘要

Purpose - This paper aims to examine the impact of enterprise resource planning (ERP) on organizations and discusses critical issues that should be considered by managers and decision makers who are considering implementing an ERP/ERP II system. Design/methodology/approach - Extensive literature review and the author's professional experience on the topic provide the foundation for this article. Findings - ERP/ERP II are designed to improve competitiveness by upgrading an organization's ability to generate timely and accurate information throughout the enterprise and its supply chain. The goal of an ERP/ERP II is to integrate all business units of an organization and to create a system that is capable of providing up-to-date and relevant information for the corporation's decision makers and employees as well as business partners. The investment that is required is significant, sometimes running into the hundreds of millions of dollars and the decision to purchase and implement an ERP system is one of the most important decisions a manager will have to make. Practical implications - Implementing ERP systems often requires organizational change and commitment by top managers. Participation by decision makers and executives from the acquisition phase to the end is essential to the success of ERP/ERP II. Factors that managers should consider are outlined in the study. Originality/value - This paper provides useful information to both academicians and practitioners who are interested in ERP.
机译：目的-本文旨在研究企业资源计划（ERP）对组织的影响，并讨论正在考虑实施ERP / ERP II系统的管理人员和决策者应考虑的关键问题。设计/方法/方法-广泛的文献综述以及该主题的作者专业经验为本文奠定了基础。调查结果-ERP / ERP II旨在通过提升组织在整个企业及其供应链中及时生成准确信息的能力来提高竞争力。 ERP / ERP II的目标是集成组织的所有业务部门，并创建一个能够为公司的决策者，员工和业务合作伙伴提供最新和相关信息的系统。所需的投资是巨大的，有时达到数亿美元，而购买和实施ERP系统的决定是经理必须做出的最重要决定之一。实际意义-实施ERP系统通常需要组织变革和高层管理者的承诺。决策者和执行人员从收购阶段到结束的参与对于ERP / ERP II的成功至关重要。研究概述了管理人员应考虑的因素。原创性/价值-本文为对ERP感兴趣的院士和从业人员提供有用的信息。

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