227:. Rather than just manage buying, selling, etc.âERP II leverages information in the resources under its management to help the enterprise collaborate with other enterprises. ERP II is more flexible than the first generation ERP. Rather than confine ERP system capabilities within the organization, it goes beyond the corporate walls to interact with other systems. Enterprise application suite is an alternate name for such systems. ERP II systems are typically used to enable collaborative initiatives such as
169:, and human-resource components. By the mid-1990s ERP systems addressed all core enterprise functions. Governments and nonâprofit organizations also began to use ERP systems. An "ERP system selection methodology" is a formal process for selecting an enterprise resource planning (ERP) system. Existing methodologies include: Kuiper's funnel method, Dobrin's three-dimensional (3D) web-based decision support tool, and the Clarkston Potomac methodology.
22:
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618:â ERP systems connect to plant floor data sources through staging tables in a database. Plant floor systems deposit the necessary information into the database. The ERP system reads the information in the table. The benefit of staging is that ERP vendors do not need to master the complexities of equipment integration. Connectivity becomes the responsibility of the systems integrator.
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or upgrade them whenever necessary. In addition to that, following the examples above, companies can select and combine cloud-based and on-premises solutions that are most suited for their ERP needs. The downside of postmodern ERP is that it will most likely lead to an increased number of software vendors that companies will have to manage, as well as pose additional
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distribution, production, or sales centers and service providers continue operating under their own business modelâseparate from the main company, using their own ERP systems. Since these smaller companies' processes and workflows are not tied to main company's processes and workflows, they can respond to local business requirements in multiple locations.
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process changes, and the readiness of the customer to take ownership for the project. Modular ERP systems can be implemented in stages. The typical project for a large enterprise takes about 14 months and requires around 150 consultants. Small projects can require months; multinational and other large implementations can take years.
637:â Many system integrators offer custom solutions. These systems tend to have the highest level of initial integration cost, and can have a higher long term maintenance and reliability costs. Long term costs can be minimized through careful system testing and thorough documentation. Customâintegrated solutions typically run on
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degrees of system customizationâwith the first being the most invasive and costly to maintain. Alternatively, there are non-technical options such as changing business practices or organizational policies to better match the delivered ERP feature set. Key differences between customization and configuration include:
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The main benefits that companies will gain from implementing postmodern ERP strategy are speed and flexibility when reacting to unexpected changes in business processes or on the organizational level. With the majority of applications having a relatively loose connection, it is fairly easy to replace
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but it shouldn't be confused with it. While in both cases, applications that make up the whole are relatively loosely connected and quite easily interchangeable, in the case of the latter there is no ERP solution whatsoever. Instead, every business function is covered by a separate software solution.
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Configuration changes survive upgrades to new software versions. Some customizations (e.g., code that uses preâdefined "hooks" that are called before/after displaying data screens) survive upgrades, though they require retesting. Other customizations (e.g., those involving changes to fundamental data
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platform, business rules can be written requiring the signature of a business owner within 2 weeks of a newly completed risk assessment. The tool can be configured to automatically email notifications to the business owner, and transition the risk assessment to various stages in the process depending
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It is therefore crucial that organizations thoroughly analyze processes before they deploy an ERP software. Analysis can identify opportunities for process modernization. It also enables an assessment of the alignment of current processes with those provided by the ERP system. Research indicates that
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ERP systems are theoretically based on industry best practices, and their makers intend that organizations deploy them "as is". ERP vendors do offer customers configuration options that let organizations incorporate their own business rules, but gaps in features often remain even after configuration
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Two-tier ERP software and hardware lets companies run the equivalent of two ERP systems at once: one at the corporate level and one at the division or subsidiary level. For example, a manufacturing company could use an ERP system to manage across the organization using independent global or regional
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ERP's scope usually implies significant changes to staff work processes and practices. Generally, three types of services are available to help implement such changes: consulting, customization, and support. Implementation time depends on business size, number of modules, customization, the scope of
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Both system implementations, in private and public organizations, are adopted to improve productivity and overall business performance in organizations, but comparisons (private vs. public) of implementations shows that the main factors influencing ERP implementation success in the public sector are
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Cordova, Ronald S., Rolou Lyn R. Maata, Ferdinand J. Epoc, and Marwan Alshar'e. "Challenges and
Opportunities of Using Blockchain in Supply Chain Management." Global Business and Management Research: An International Journal 13, no. 3 (2021): 204+. Gale Academic OneFile (accessed January 26, 2022).
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Ram, Jiwat, and David
Corkindale. âDeveloping a Framework for the Management of Critical Success Factors in Organisational Innovation Projects: A Case of Enterprise Resource Planning Systems.â Integrating Innovation: South Australian Entrepreneurship Systems and Strategies, edited by Göran Roos and
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The basic idea is that there should still be a core ERP solution that would cover most important business functions, while other functions will be covered by specialist software solutions that merely extend the core ERP. This concept is similar to the "best-of-breed" approach to software execution,
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ERP can improve data security in a closed environment. A common control system, such as the kind offered by ERP systems, allows organizations the ability to more easily ensure key company data is not compromised. This changes, however, with a more open environment, requiring further scrutiny of ERP
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AlMuhayfith, Sara, and Hani Shaiti. "The Impact of
Enterprise Resource Planning on Business Performance: With the Discussion on Its Relationship with Open Innovation." Journal of Open Innovation: Technology, Market, and Complexity 6, no. 3 (2020). Gale Academic OneFile (accessed January 26, 2022).
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across the organization, leading to improved strategic planning, resource allocation, and overall business performance. Moreover, ERP systems facilitate better forecasting and trend analysis, helping businesses anticipate market changes, identify opportunities, and mitigate risks more effectively.
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ERP is enhanced decision-making capabilities. By consolidating data from various departments and functions into a single, unified platform, ERP systems provide decision-makers with real-time insights and comprehensive analytics. This enables more informed and data-driven decision-making processes
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ERP customers have several options to reconcile feature gaps, each with their own pros/cons. Technical solutions include rewriting part of the delivered software, writing a homegrown module to work within the ERP system, or interfacing to an external system. These three options constitute varying
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There is, however, no golden rule as to what business functions should be part of the core ERP, and what should be covered by supplementary solutions. According to
Gartner, every company must define their own postmodern ERP strategy, based on company's internal and external needs, operations and
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ERP implementation is considerably more difficult (and politically charged) in decentralized organizations, because they often have different processes, business rules, data semantics, authorization hierarchies, and decision centers. This may require migrating some business units before others,
677:
Implementing ERP typically requires changes in existing business processes. Poor understanding of needed process changes prior to starting implementation is a main reason for project failure. The difficulties could be related to the system, business process, infrastructure, training, or lack of
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Rubina Adam, Paula Kotze, Alta van der Merwe. 2011. Acceptance of enterprise resource planning systems by small manufacturing
Enterprises. In: Proceedings of the 13th International Conference on Enterprise Information Systems, edited by Runtong Zhang, José Cordeiro, Xuewei Li, Zhenji Zhang and
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Research published in 2011 based on a survey of 225 manufacturers, retailers and distributors found "high" rates of interest and adoption of ERP systems and that very few businesses were "completely untouched" by the concept of an ERP system. 27% of the companies survey had a fully operational
764:) is required where data must pass between two ERP systems Two-tier ERP strategies give enterprises agility in responding to market demands and in aligning IT systems at a corporate level while inevitably resulting in more systems as compared to one ERP system used throughout the organization.
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Given the realities of globalization, enterprises continuously evaluate how to optimize their regional, divisional, and product or manufacturing strategies to support strategic goals and reduce time-to-market while increasing profitability and delivering value. With two-tier ERP, the regional
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is the process of moving, copying, and restructuring data from an existing system to the ERP system. Migration is critical to implementation success and requires significant planning. Unfortunately, since migration is one of the final activities before the production phase, it often receives
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Farzaneh, Mandana, Iman Raeesi Vanani, and Babak
Sohrabi. "A survey study of influential factors in the implementation of enterprise resource planning systems." International Journal of Enterprise Information Systems 9, no. 1 (2013): 76+. Gale Academic OneFile (accessed January 26, 2022).
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Configuring an ERP system is largely a matter of balancing the way the organization wants the system to work, and the way the system is designed to work out of the box. ERP systems typically include many configurable settings that in effect modify system operations. For example, in the
998:. Often, each data medium has its own mechanism for allowing collaboration. ERP provides a collaborative platform that lets employees spend more time collaborating on content rather than mastering the learning curve of communicating in various formats across distributed systems.
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The most fundamental advantage of ERP is that the integration of a myriad of business processes saves time and expense. Management can make decisions faster and with fewer errors. Data becomes visible across the organization. Tasks that benefit from this integration include:
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Alves, Maria do Ceu, and Sergio Ivo Amaral Matos. "ERP adoption by public and private organizations--a comparative analysis of successful implementations." Journal of
Business Economics and Management 14, no. 3 (2013): 500. Gale Academic OneFile (accessed January 26, 2022).
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Developers now make more effort to integrate mobile devices with the ERP system. ERP vendors are extending ERP to these devices, along with other business applications, so that businesses don't have to rely on third-party applications. As an example, the e-commerce platform
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Often, data migration is incomplete because some of the data in the existing system is either incompatible or not needed in the new system. As such, the existing system may need to be kept as an archived database to refer back to once the new ERP system is in place.
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Tsai, Bi-Huei, and Shin-Bin Chou. âAPPLICATION OF MULTIPLE OUTPUT DATA ENVELOPMENT ANALYSIS IN INTERPRETING EFFICIENCY IMPROVEMENT OF ENTERPRISE RESOURCE PLANNING IN INTEGRATED CIRCUIT FIRMS.â The
Journal of Developing Areas, vol. 49, no. 1, College of Business,
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Subramanian, Girish H., and
Christopher S. Hoffer. "An exploratory case study of enterprise resource planning implementation." International Journal of Enterprise Information Systems 1, no. 1 (2005): 23+. Gale Academic OneFile (accessed January 26, 2022).
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and highly customized ERP suites, in which all parts are heavily reliant on each other, should sooner or later be replaced by a mixture of both cloud-based and on-premises applications, which are more loosely coupled and can be easily exchanged if needed.
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and an integrated office automation system for government bodies. The software structure, modularization, core algorithms and main interfaces do not differ from other ERPs, and ERP software suppliers manage to adapt their systems to government agencies.
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Muscatello, Joseph R., and Injazz J. Chen. "Enterprise resource planning (ERP) implementations: theory and practice." International
Journal of Enterprise Information Systems 4, no. 1 (2008): 63+. Gale Academic OneFile (accessed January 26, 2022).
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Morris, Michael G., and Viswanath Venkatesh. âJob Characteristics and Job Satisfaction: Understanding the Role of Enterprise Resource Planning System Implementation.â MIS Quarterly, vol. 34, no. 1, Management Information Systems Research Center,
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McGaughey, Ronald E., and Angappa Gunasekaran. "Enterprise Resource Planning (ERP): past, present and future." International Journal of Enterprise Information Systems 3, no. 3 (2007): 23+. Gale Academic OneFile (accessed January 26, 2022).
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The effect of configuration changes on system behavior and performance is predictable and is the responsibility of the ERP vendor. The effect of customization is less predictable. It is the customer's responsibility, and increases testing
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Wenrich, Kristi I., and Norita Ahmad. "Lessons learned during a decade of ERP experience: a case study." International Journal of Enterprise Information Systems 5, no. 1 (2009): 55+. Gale Academic OneFile (accessed January 26, 2022).
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Riposo, Jessie, Guy Weichenberg, Chelsea Kaihoi Duran, Bernard Fox, William Shelton, and Andreas Thorsen. âOrganizational Change Management.â In Improving Air Force Enterprise Resource Planning-Enabled Business Transformation, 23â28.
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Meiryani, Erick Fernando, Setiani Putri Hendratno, Kriswanto, and Septi Wifasari. 2021. Enterprise Resource Planning Systems: The Business Backbone. 2021 The 5th International Conference on E-Commerce, E-Business and E-Government.
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Aronin, B. S., Bailey, J. W., Byun, J. S., Davis, G. A., Wolfe, C. L., Frazier, T. P., & Bronson, P. F. (2018). ERP Systems in the DoD. In Global Combat Support System â Marine Corps: Root Cause Analysis (pp. 7â18).
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ERP creates a more agile company that adapts better to change. It also makes a company more flexible and less rigidly structured so organization components operate more cohesively, enhancing the businessâinternally and
612:â ERP systems have connectivity (communications to plant floor equipment) as part of their product offering. This requires that the vendors offer specific support for the plant floor equipment their customers operate.
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and facilitates error-free transactions and production, thereby enhancing the organization's efficiency. However, developing an ERP system differs from traditional system development. ERP systems run on a variety of
627:â These devices communicate directly with plant floor equipment and with the ERP system via methods supported by the ERP system. EATM can employ a staging table, web services, or systemâspecific program interfaces (
4277:
Sutduean, J., Singsa, A., Sriyakul, T., and Jermsittiparsert, K., âSupply Chain Integration, Enterprise Resource Planning, and Organizational Performance: The Enterprise Resource Planning Implementation Approachâ,
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Customization can be problematic. Compared to the best-of-breed approach, ERP can be seen as meeting an organization's lowest common denominator needs, forcing the organization to find workarounds to meet unique
1050:
The application of critical success factors can prevent organizations from making costly mistakes, and the effective usage of CSFs can ensure project success and reduce failures during project implementations.
223:. It describes webâbased software that provides realâtime access to ERP systems to employees and partners (such as suppliers and customers). The ERP II role expands traditional ERP resource optimization and
1862:
Shafqat Ali Shad; Chen, Enhong; Faisal Malik Faisal Azeem (2012). "Enterprise Resource Planning - Real blessing or a Blessing in Disguise : An Exploration of the Contextual Factors in Public Sector".
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Odell, Laura A.; Farrar-Foley, Brendan T.; Kinkel, John R.; Moorthy, Rama S. (1 February 2012). "Beyond Enterprise Resource Planning (ERP):: The Next Generation Enterprise Resource Planning Environment".
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Allen, Kern and Havenhand (2000) "ERP Critical Success Factors: an exploration of the contextual factors in public sector institutions", Proceedings of the 35th Hawaii International Conference on System
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Schuerenberg BK. Making connections across an enterprise. Enterprise resource planning systems are tough to implement, but can provide a big payback. Health Data Manag. 2003 Jun;11(6):72-4, 76, 78.
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Lucas Gren and Alexander Wong and Erik Kristoffersson (2019). "Choosing agile or plan-driven enterprise resource planning (ERP) implementations -- A study on 21 implementations from 20 companies".
575:. This means the software reflects the vendor's interpretation of the most effective way to perform each business process. Systems vary in how conveniently the customer can modify these practices.
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Customization is always optional, whereas the software must always be configured before use (e.g., setting up cost/profit center structures, organizational trees, purchase approval rules, etc.).
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Stephenson, Stephen V., and Andrew P. Sage. "Information and knowledge perspectives in systems engineering and management for innovation and productivity through enterprise resource planning."
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processes. For example, a company may define that the core ERP solution should cover those business processes that must stay behind the firewall, and therefore, choose to leave their core ERP
2509:
Total Cost of Ownership, System Acceptance and Perceived Success of Enterprise Resource Planning Software: Simulating a Dynamic Feedback Perspective of ERP in the Higher Education Environment
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Fryling, Meg (2010). "Estimating the impact of enterprise resource planning project management decisions on post-implementation maintenance costs: a case study using simulation modelling".
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Hasan, N., Miah, S. J., Bao, Y., and Hoque, M. R., âFactors affecting post-implementation success of enterprise resource planning systems: a perspective of business process performanceâ,
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Quang V Nguyen and Mary Tate and Philip Calvert and Benoit Aubert (2016). "Leveraging ERP Implementation to Create Intellectual Capital: the Role of Organizational Learning Capability".
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inventory system. This reduces inventory storage and increases delivery efficiency, and requires up-to-date data. Before 2014, Walmart used a system called Inforem developed by
72:. Cloud-based applications have grown in recent years due to the increased efficiencies arising from information being readily available from any location with Internet access.
594:. This is because the procedure can be readily codified within the ERP software and replicated with confidence across multiple businesses that share that business requirement.
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Grant, David; Richard Hall; Nick Wailes; Christopher Wright (March 2006). "The false promise of technological determinism: the case of enterprise resource planning systems".
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D. Reuther and G. Chattopadhyay, "Critical factors for enterprise resources planning system selection and implementation projects within small to medium enterprises," 2004
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Installation of the system with elaborate application/data integration by the Information Technology (IT) department, provided the implementation is not done in small steps
114:, the global ERP market size is estimated at $ 35 billion in 2021. Though early ERP systems focused on large enterprises, smaller enterprises increasingly use ERP systems.
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Sardjono, W., Sudirwan, J., Priatna, W., and Putra, G. R., âApplication of factor analysis method to support the users acceptance model of ERP systems implementationâ, in
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Wingreen, Maryam and Hritik (2014) "An Investigation into Enterprise Resource Planning Implementation Success: Evidence from Private and Public Sector Organizations",
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Provides a comprehensive enterprise view (no "islands of information"), making realâtime information available to management anywhere, anytime to make proper decisions
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Tsai, W.-H., Lee, K.-C., Liu, J.-Y., Lin, S.-J., and Chou, Y.-W., âThe influence of enterprise resource planning (ERP) systems' performance on earnings managementâ,
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LIEDTKA, JEANNE, ANDREW KING, and KEVIN BENNETT. âRethinking Strategic Planning at SAP.â In Solving Problems with Design Thinking: Ten Stories of What Works, 74â91.
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1093:. At the same time, another company may decide to host the core ERP solution in the cloud and move only a few ERP modules as supplementary solutions to on-premises.
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distribution, production or sales centers, and service providers to support the main company's customers. Each independent center (or) subsidiary may have its own
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Sebayang, P., Tarigan, Z. J. H., and Panjaitan, T. W. S., âERP compatibility on business performance through the inventory system and internal integrationâ, in
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Lee CW, Kwak NK. Strategic enterprise resource planning in a health-care system using a multicriteria decision-making model. J Med Syst. 2011 Apr;35(2):265-75.
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and T.Stratopoulos, 'Determinants of a Sustainable Competitive Advantage Due to an IT-enabled Strategy,' Journal of Strategic Information Systems, Vol. 12, 2003
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Benco, Daniel C., and Larry Prather. âMarket Reaction to Announcements to Invest in ERP Systems.â Quarterly Journal of Finance and Accounting, vol. 47, no. 4,
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Yunliang, Jiang; Xiongtao, Zhang; Qing, Shen; Jing, Fan; Ning, Zheng (2010). "Design of E-Government Information Management Platform Based on SOA Framework".
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Elsayed, N., Ammar, S., and Mardini, G. H., âThe impact of ERP utilisation experience and segmental reporting on corporate performance in the UK contextâ,
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Technical stakes of modern ERP concern integrationâhardware, applications, networking, supply chains. ERP now covers more functions and rolesâincluding
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Alfaris, M. F., Edikuncoro, G. Y., Savitri, A. L., Yogiari, D., and Sulistio, J., âA Literature Review of Sustain Enterprise Resource Planningâ, in
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Ranganathan, C., and Carol V. Brown. âERP Investments and the Market Value of Firms: Toward an Understanding of Influential ERP Project Variables.â
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Hitt, Lorin M.; Wu, D.J.; Zhou, Xiaoge (23 December 2014). "Investment in Enterprise Resource Planning: Business Impact and Productivity Measures".
162:. Without replacing these terms, ERP came to represent a larger whole that reflected the evolution of application integration beyond manufacturing.
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Karimi, Jahangir, Toni M. Somers, and Anol Bhattacherjee. âThe Impact of ERP Implementation on Business Process Outcomes: A Factor-Based Study.â
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Not all ERP packages are developed from a manufacturing core; ERP vendors variously began assembling their packages with finance-and-accounting,
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Monk, Ellen and Wagner, Brett."Concepts in Enterprise Resource Planning" 3rd ed. Course Technology Cengage Learning. Boston, Massachusetts.2009
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technologies. The large proportion of companies are pursuing a strong managerial targets in ERP system instead of acquire an ERP company.
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Yusuf, Y., A. Gunasekaran, and M. Abthorpe, "Enterprise Information Systems Project Implementation: A Case Study of ERP in Rolls-Royce,"
1524:
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Proceedings of the 32nd Annual Hawaii International Conference on Systems Sciences. 1999. HICSS-32. Abstracts and CD-ROM of Full Papers
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in 2013, when it first appeared in the paper series "Predicts 2014". According to Gartner's definition of the postmodern ERP strategy,
321:
An ERP system covers the following common functional areas. In many ERP systems, these are called and grouped together as ERP modules:
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Emre Erturk and Jitesh Kumar Arora (2017). "An Exploratory Study on the Implementation and Adoption of ERP Solutions for Businesses".
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Vilpola, Inka Heidi (2008). "A method for improving ERP implementation success by the principles and process of user-centred design".
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Chou, Shih-Wei; Chang, Yu-Chieh (2008). "The implementation factors that influence the ERP (enterprise resource planning) benefits".
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Potential for quicker, less costly ERP implementations at subsidiaries, based on selecting software more suited to smaller companies
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T. Yang, J. Choi, Z. Xi, Y. Sun, C. Ouyang and Y. Huang, "Research of Enterprise Resource Planning in a Specific Enterprise," 2006
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Harmonization of ERP systems can be a mammoth task (especially for big companies) and requires a lot of time, planning, and money.
708:. While this has happened, losses in one area are often offset by gains in other areas, increasing overall competitive advantage.
103:, etc.) that provide the data. ERP facilitates information flow between all business functions and manages connections to outside
3972:. Advances in Intelligent and Soft Computing. Vol. 133. Berlin, Heidelberg: Springer Berlin Heidelberg. pp. 1141â1148.
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Ruhi, Umar (1 July 2016). "An experiential learning pedagogical framework for enterprise systems education in business schools".
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ERP systems can be extended with third-party software, often via vendor-supplied interfaces. Extensions offer features such as:
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Cronan, Timothy Paul, and David E. Douglas. "Assessing ERP learning (management, business process, and skills) and attitudes."
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Chang, Gable, Smythe and Timbrell (2000) "A Delphi examination of public sector ERP implementation issues" Proceedings of ICIS.
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system, 12% were at that time rolling out a system and 26% had an existing ERP system which they were extending or upgrading.
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delaying implementation to work through the necessary changes for each unit, possibly reducing integration (e.g., linking via
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Sheilds, Mureell G., E-Business and ERP: Rapid Implementation and Project Planning. (2001) John Wiley and Sons, Inc. p. 9-10.
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Shaul, L.; Tauber, D. (2013). "Critical Success Factors in Enterprise Resource Planning Systems: Review of the Last Decade".
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Kapulin, D. V., Russkikh, P. A., and Moor, I. A., âIntegration capabilities of business process models and ERP-systemsâ, in
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G. Chattopadhyay, "Development of a learning package for interactive learning in enterprise resources planning (ERP)," 2004
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Kraemmerand, P.; et al. (2003). "ERP implementation: an integrated process of radical change and continuous learning".
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ERP systems connect to realâtime data and transaction data in a variety of ways. These systems are typically configured by
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2205:"Requirements Engineering for Cross-organizational ERP Implementation: Undocumented Assumptions and Potential Mismatches"
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3884:"The mediating role of organizational complexity between enterprise resource planning and business model innovation"
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Ferratt, Thomas W., et al. âAchieving Success in Large Projects: Implications from a Study of ERP Implementations.â
99:. The applications that make up the system share data across various departments (manufacturing, purchasing, sales,
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232:
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Hayes, David C., James E. Hunton, and Jacqueline L. Reck. "Market Reaction to ERP Implementation Announcements."
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1642:"Lessons from enterprise resource planning implementations in Ireland â towards smaller and shorter ERP projects"
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Ingolfo, S.; Siena, A.; Mylopoulos, J. (2011). "Establishing Regulatory Compliance for Software Requirements".
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can increase the ERP vendor's negotiating power, which can increase support, maintenance, and upgrade expenses.
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The software is designed to handle various configurations and behaves predictably in any allowed configuration.
151:
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Hinder seamless interfacing/integration between suppliers and customers due to the differences between systems
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2330:"A planning and management infrastructure for large, complex, distributed projects â beyond ERP and SCM"
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Besides that, information processing influences various business functions e.g. some large corporations like
438:
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W. Yang, H. Liu and J. Shi, "The design of printing enterprise resources planning (ERP) software," 2010 2nd
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NebojĆĄa DeniÄ and Dalibor PetkoviÄ and Boban SpasiÄ (2020). Saleem Hashmi and Imtiaz Ahmed Choudhury (ed.).
821:
Create overreliance on customization, undermining the principles of ERP as a standardizing software platform
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917:
Chronological history of every transaction through relevant data compilation in every area of operation.
4923:
3554:
3173:
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2717:
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Customer relationship management (CRM): sales and marketing, commissions, service, customer contact,
75:
ERP provides an integrated and continuously updated view of the core business processes using common
53:
4653:
4601:
4549:
4497:
4445:
3283:
2874:
2349:
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500:
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349:
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4913:
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4556:
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3668:
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changes between multiple systemsâconsolidation of finance, marketing, sales, human resource, and
834:
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515:
462:
271:
228:
216:(SRM) became integrated later, when the internet simplified communicating with external parties.
104:
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to fit the ERP system may damage competitiveness or divert focus from other critical activities.
4044:"Evaluation of a framework for sustainable Enterprise Resource Planning systems implementation"
2344:
1821:
911:
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490:
366:
224:
147:
135:
2614:
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Potential to obtain competitive advantage vis-Ă -vis companies using only standard features.
542:
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426:
400:
384:
325:
57:
4795:
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Protects sensitive data by consolidating multiple security systems into a single structure
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capabilities, automated alerts for contract milestones, and advanced search functionality.
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A potential disadvantage is that adopting "standard" processes can lead to a loss of
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3664:
3500:
3231:
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Factors that affect enterprises' adoption of two-tier ERP systems include:
219:"ERP II" was coined in 2000 in an article by Gartner Publications entitled
209:
193:
181:
many companies took the opportunity to replace their old systems with ERP.
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Government resource planning (GRP) is the equivalent of an ERP for the
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Extensive training requirements take resources from daily operations.
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Limit the company's ability to upgrade the ERP software in the future
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Brings legitimacy and transparency to each bit of statistical data
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ERP systems experienced rapid growth in the 1990s. Because of the
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Use of best practices eases compliance with requirements such as
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Corporate task of optimizing the existing resources in a company
4842:
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A Delphi examination of public sector ERP implementation issues
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Decide on the migration-related setup of key business accounts.
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Increase time and resources required to implement and maintain
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1968:"IT Systems Validation for SOx and Regulatory Compliance"
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Linking current processes to the organization's strategy
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A common database that supports all the applications
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537:, reducing administrative burdens and minimising
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722:on the owner's responses or lack thereof.
692:Understanding existing automated solutions
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299:A consistent look and feel across modules
200:(CRM), dealt directly with customers, or
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188:functions that did not directly affect
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146:The Gartner Group first used the
56:âtypically a suite of integrated
4934:Customer relationship management
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251:was able to make ERP tools from
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4773:10.1088/1742-6596/1333/7/072009
4672:10.1088/1742-6596/1836/1/012032
4027:10.1016/j.ijinfomgt.2008.08.005
3970:Frontiers in Computer Education
3900:10.1016/j.indmarman.2019.09.007
3888:Industrial Marketing Management
3595:. 2021 Dec 16;16(12):e0260798.
3149:Waldner, Jean-Baptiste (1992).
3130:Waldner, Jean-Baptiste (1990).
2965:
2949:Chemical & Engineering News
2937:
2911:
2889:
2845:
2827:
2804:
2782:
2732:
2697:
2577:Strategic ERP Extension and Use
2500:
2481:
2400:
2365:
2321:
2308:
2262:
2242:
2192:
2179:
2166:
2147:
2127:
2105:
2051:Sankar, C.; Rau, K.-H. (2006).
1918:
1877:
1855:
1842:
1805:
1796:
1786:
1745:
1736:
1701:
1633:
1606:
1571:
1539:
1517:
1496:
1408:
1379:
1364:
1338:
1316:
1101:challenges for the central IT.
876:Determine the migration timing.
369:, billing, invoicing (optional)
293:Operates in (or near) real time
266:, stakeholders' relationships,
156:manufacturing resource planning
4740:Enterprise Information Systems
4725:10.1088/1757-899X/879/1/012141
4395:/abstract 2019EntIS..13.1217H
4379:Enterprise Information Systems
4364:10.1088/1757-899X/394/4/042004
4311:10.1088/1757-899X/598/1/012128
4256:Enterprise Information Systems
4229:Journal of Information Systems
3578:10.1016/j.ijmedinf.2004.02.007
3493:Institute for Defense Analyses
3334:10.1080/07421222.2002.11045716
3255:Institute for Defense Analyses
2543:. Lulu.com. pp. 107â108.
2447:Enterprise Information Systems
2409:Enterprise Information Systems
2174:Information Systems Management
2091:. CRC Press. pp. 92â111.
2026:Information Systems Management
1307:
1285:
1276:
1249:
1239:
1213:
1190:
1163:
1132:
152:material requirements planning
1:
4884:Computational fields of study
4387:10.1080/17517575.2019.1612099
4264:10.1080/17517575.2019.1706192
4070:10.1016/j.jclepro.2018.04.182
4049:Journal of Cleaner Production
3978:10.1007/978-3-642-27552-4_147
3572:. 2004 Jun 30;73(6):493-501.
3424:. Vol. 16. Hawaii, USA:
3311:10.1016/S0377-2217(02)00547-7
2811:Young, Joanna (16 May 2014).
2359:10.1016/s0166-3615(03)00034-4
1936:Conceptual Modeling â ER 2011
1470:Information Systems Frontiers
1126:
1111:List of ERP software packages
900:
845:customer relations management
840:product life cycle management
825:
571:Most ERP systems incorporate
439:product life cycle management
4954:Product lifecycle management
4848:Enterprise resource planning
4748:10.1080/17517575.2011.622414
4690:, New York, NY, USA, 43â48.
3718:Information Systems Research
3601:10.1371/journal.pone.0260798
3461:University of Adelaide Press
3102:10.1080/00207540410001671679
3069:Lequeux, Jean-Louis (2008).
2992:10.1016/0378-7206(86)90010-8
2979:Information & Management
2756:Information Systems Security
2706:"The ERP Security Challenge"
2467:10.1080/17517575.2010.519785
1999:. Tech-faq.com. 5 March 2014
1444:Enterprise Resource Planning
1371:Sheilds, Mureell G. (2005).
635:Customâintegration solutions
397:retirement and pension plans
305:Deployment options include:
221:ERP Is DeadâLong Live ERP II
172:
54:business management software
30:Enterprise resource planning
7:
4813:43, 4 (April 2000), 57â61.
3134:(in French). Paris: Dunod.
2386:10.1080/0953728031000117959
1944:10.1007/978-3-642-24606-7_5
1139:Almajali, Dmaithan (2016).
1116:Business process management
1104:
976:
641:or server-class computers.
550:GRP â ERP use in government
10:
4980:
4874:Computer-aided engineering
4767:, 2019, vol. 1333, no. 7.
4666:, 2021, vol. 1836, no. 1.
4207:10.1109/ICIME.2010.5478168
3705:24, no. 1 (2007): 101â34.
3557:, 2015, pp. 285â304,
3555:Tennessee State University
3174:Cambridge University Press
2973:Clemons, Eric. K. (1986).
1627:10.1016/j.ijme.2016.04.006
1552:. Uncg.edu. Archived from
941:(what the vendor invoiced)
733:business operations cycles
81:database management system
4944:Human resource management
4811:Communications of the ACM
4710:10.1109/ICSMC.2006.384418
4349:10.1109/IEMC.2004.1407502
4334:10.1109/IEMC.2004.1407501
4105:10.1007/1-4020-0612-8_302
3859:10.1016/j.iot.2020.100262
3739:, 2008, pp. 145â69,
3724:, 2006, pp. 145â61,
3690:, 2006, pp. 458â69,
3628:10.1007/s10916-009-9362-x
3541:, 2010, pp. 143â61,
3523:Columbia University Press
3463:, 2015, pp. 327â54,
3434:10.1109/HICSS.1999.772762
3411:10.1016/j.dss.2008.06.003
3390:10.1108/14637151011065919
3367:10.1016/j.jom.2006.11.005
2768:10.1080/10658980701401959
2676:. iUniverse. p. 59.
2421:10.1080/17517570701793848
2314:Montgomery, Nigel (2010).
1836:10.1108/14637150510619902
1658:10.1080/02683960010008953
1592:10.1108/17410390510609626
1447:. Cengage Learning EMEA.
1270:10.1108/02635571211210031
1157:10.1108/JEIM-03-2015-0024
801:Improving user acceptance
669:to manage replenishment.
592:electronic funds transfer
141:
3671:, 2015, pp. 39â60,
3469:10.20851/j.ctt1sq5xd5.16
3399:Decision Support Systems
1046:Critical success factors
892:policies and procedures.
516:business support systems
501:work breakdown structure
451:, available to promise,
4959:20th-century inventions
4949:Supply chain management
4804:2021MS&E.1010a2008S
4733:2020MS&E..879a2141K
4696:10.1145/3466029.3466049
4372:2018MS&E..394d2004L
4319:2019MS&E..598a2128A
3669:University of Minnesota
3539:University of Minnesota
3035:Oxford University Press
2739:O'Brien, James (2011).
2574:; Jacobs, F.R. (2005).
2284:Harvard Business Review
2237:Harvard Business Review
2189:, 87(3), February 2004.
2156:MIS Quarterly Executive
2085:Pelphrey, M.W. (2015).
1894:10.1145/2757401.2757405
1722:10.1145/2501654.2501669
1482:10.1023/A:1026595923192
949:Eliminates the need to
926:Revenue tracking, from
835:product data management
463:Supply chain management
350:financial consolidation
229:supply chain management
4964:Management cybernetics
4648:Cite journal requires
4596:Cite journal requires
4544:Cite journal requires
4492:Cite journal requires
4440:Cite journal requires
4288:10.1166/jctn.2019.8204
3485:10.7249/j.ctt5hhvgh.13
3278:Cite journal requires
3123:MCIS 2010 Proceedings.
3053:ERP from the Frontline
2248:Turban et al. (2008).
2133:Turban et al. (2008).
912:inventory optimization
699:master data management
367:activity based costing
225:transaction processing
136:information repository
68:can be local-based or
26:
4829:10.1145/332051.332063
4819:10.1145/332051.332073
2537:Bradford, M. (2015).
2507:Fryling, Meg (2010).
2337:Computers in Industry
1762:10.1109/ICNDC.2010.42
1710:ACM Computing Surveys
1527:. projectauditors.com
965:product naming/coding
963:Facilitates standard
706:competitive advantage
485:(receiving, putaway,
355:Management accounting
237:business intelligence
158:(MRP II), as well as
154:(MRP), and the later
24:
4939:Financial management
4879:Computer occupations
4850:at Wikimedia Commons
3933:. pp. 331â337.
3630:. Epub 2009 Sep 10.
3235:Taylor & Francis
3029:Head, Simon (2005).
2857:Logistics Management
1756:. pp. 165â169.
1559:on 12 September 2012
930:through cash receipt
616:Database integration
543:electronic signature
481:, claim processing,
467:product configurator
401:diversity management
326:Financial accounting
290:An integrated system
4919:Production planning
4904:Automation software
4781:2019JPhCS1333g2009K
4756:2012EntIS...6..491T
4680:2021JPhCS1836a2032S
4625:2006cs........7129Z
4573:2016arXiv160601431N
4521:2017arXiv170108329E
4469:2019arXiv190605220G
4417:2019arXiv191111309Z
4296:2019JCTN...16.2975S
4272:2021EntIS..15...61E
4062:2018JCPro.190..778C
3531:10.7312/lied16356.9
2670:Meer, K.H. (2005).
2459:2010EntIS...4..391F
2239:, JulyâAugust 1998.
1974:. MetricStream, Inc
1201:. Blogs.gartner.com
882:Freeze the toolset.
673:Process preparation
604:systems integrators
531:Contract Management
431:workflow management
309:, cloud hosted, or
241:electronic business
196:functions, such as
89:production capacity
3847:Internet of Things
3720:, vol. 17, no. 2,
3686:, vol. 36, no. 5,
3428:. pp. 30â36.
2651:on 30 October 2007
2490:Educause Quarterly
2305:, 93(5), 35-40, 1.
2032:on January 3, 2013
1396:. pp. 494â500
1323:Anderegg, Travis.
741:business processes
610:Direct integration
497:Project management
443:Order processing:
38:business processes
27:
4924:Business planning
4846:Media related to
4152:978-3-642-37021-2
4133:978-3-642-27711-5
4114:978-1-4020-0612-8
3987:978-3-642-27552-4
3948:978-0-12-813196-1
3244:978-1-42-004906-0
3221:978-0-521-81902-2
3202:978-3-64-231573-2
3183:978-0-52-179152-6
3160:978-0-471-93450-9
3141:978-2-04-019820-6
3096:(17): 3433â3455.
3080:978-2-212-54094-9
3061:978-1-898822-05-9
3044:978-0-19-517983-5
2925:. 27 January 2020
2815:. The EvoLLLution
2613:Leon, A. (2008).
2518:978-1-109-74428-6
2303:Strategic Finance
2258:978-0-471-78712-9
2143:978-0-471-78712-9
1953:978-3-642-24605-0
1771:978-1-4244-8382-2
1689:. 14 October 2021
1454:978-1-4239-0179-2
1428:978-1-59140-262-6
419:bill of materials
344:and collections,
179:year 2000 problem
124:computer hardware
4971:
4929:Business process
4845:
4657:
4651:
4646:
4644:
4636:
4618:
4605:
4599:
4594:
4592:
4584:
4566:
4553:
4547:
4542:
4540:
4532:
4514:
4501:
4495:
4490:
4488:
4480:
4462:
4449:
4443:
4438:
4436:
4428:
4410:
4170:
4164:
4156:
4137:
4118:
4089:
4038:
4005:
3999:
3991:
3960:
3919:
3878:
3570:Int J Med Inform
3547:10.2307/20721418
3477:RAND Corporation
3459:Allan OâConnor,
3455:
3414:
3393:
3370:
3345:
3314:
3287:
3281:
3276:
3274:
3266:
3248:
3225:
3206:
3187:
3164:
3145:
3126:
3113:
3084:
3048:
3025:
2996:
2994:
2960:
2959:
2957:
2955:
2941:
2935:
2934:
2932:
2930:
2915:
2909:
2908:
2906:
2904:
2893:
2887:
2886:
2884:
2882:
2871:
2860:
2849:
2843:
2842:
2841:on 27 July 2012.
2831:
2825:
2824:
2822:
2820:
2808:
2802:
2801:
2786:
2780:
2779:
2751:
2745:
2744:
2736:
2730:
2729:
2727:
2725:
2701:
2695:
2694:
2692:
2690:
2667:
2661:
2660:
2658:
2656:
2640:
2631:
2630:
2610:
2599:
2598:
2596:
2594:
2568:
2562:
2561:
2559:
2557:
2534:
2523:
2522:
2504:
2498:
2497:
2485:
2479:
2478:
2442:
2433:
2432:
2404:
2398:
2397:
2369:
2363:
2362:
2352:
2334:
2325:
2319:
2312:
2306:
2299:
2293:
2292:
2278:
2272:
2266:
2260:
2246:
2240:
2233:
2227:
2226:
2224:
2222:
2216:
2209:
2196:
2190:
2183:
2177:
2170:
2164:
2163:
2151:
2145:
2131:
2125:
2124:
2122:
2120:
2109:
2103:
2102:
2082:
2076:
2075:
2073:
2071:
2048:
2042:
2041:
2039:
2037:
2018:
2009:
2008:
2006:
2004:
1993:
1984:
1983:
1981:
1979:
1964:
1958:
1957:
1931:
1925:
1922:
1916:
1915:
1881:
1875:
1874:
1872:
1859:
1853:
1846:
1840:
1839:
1829:
1809:
1803:
1800:
1794:
1790:
1784:
1783:
1749:
1743:
1740:
1734:
1733:
1705:
1699:
1698:
1696:
1694:
1679:
1670:
1669:
1637:
1631:
1630:
1610:
1604:
1603:
1575:
1569:
1568:
1566:
1564:
1558:
1551:
1543:
1537:
1536:
1534:
1532:
1521:
1515:
1514:
1512:
1510:
1500:
1494:
1493:
1465:
1459:
1458:
1438:
1432:
1431:
1412:
1406:
1405:
1403:
1401:
1383:
1377:
1376:
1368:
1362:
1361:
1359:
1357:
1348:. Archived from
1342:
1336:
1335:
1333:
1331:
1320:
1314:
1311:
1305:
1304:
1302:
1300:
1289:
1283:
1280:
1274:
1273:
1253:
1247:
1243:
1237:
1236:
1234:
1232:
1220:Louis Columbus.
1217:
1211:
1210:
1208:
1206:
1194:
1188:
1187:
1167:
1161:
1160:
1136:
317:Functional areas
204:systems such as
192:and the public.
79:maintained by a
44:and mediated by
4979:
4978:
4974:
4973:
4972:
4970:
4969:
4968:
4909:Business models
4854:
4853:
4838:
4833:
4649:
4647:
4638:
4637:
4597:
4595:
4586:
4585:
4545:
4543:
4534:
4533:
4493:
4491:
4482:
4481:
4441:
4439:
4430:
4429:
4158:
4157:
4153:
4134:
4115:
3993:
3992:
3988:
3949:
3444:
3279:
3277:
3268:
3267:
3245:
3237:. p. 424.
3222:
3203:
3184:
3176:. p. 232.
3161:
3142:
3081:
3064:Making ERP Work
3051:Henderson, Ian
3045:
2968:
2963:
2953:
2951:
2943:
2942:
2938:
2928:
2926:
2917:
2916:
2912:
2902:
2900:
2899:. Gartner Group
2895:
2894:
2890:
2880:
2878:
2877:. Gartner Group
2873:
2872:
2863:
2850:
2846:
2833:
2832:
2828:
2818:
2816:
2809:
2805:
2788:
2787:
2783:
2752:
2748:
2737:
2733:
2723:
2721:
2714:CXO Media, Inc.
2702:
2698:
2688:
2686:
2684:
2668:
2664:
2654:
2652:
2641:
2634:
2627:
2616:ERP Demystified
2611:
2602:
2592:
2590:
2588:
2569:
2565:
2555:
2553:
2551:
2535:
2526:
2519:
2511:. p. 403.
2505:
2501:
2486:
2482:
2443:
2436:
2405:
2401:
2370:
2366:
2350:10.1.1.474.6993
2332:
2326:
2322:
2313:
2309:
2300:
2296:
2279:
2275:
2267:
2263:
2247:
2243:
2234:
2230:
2220:
2218:
2214:
2207:
2197:
2193:
2184:
2180:
2171:
2167:
2152:
2148:
2132:
2128:
2118:
2116:
2111:
2110:
2106:
2099:
2083:
2079:
2069:
2067:
2065:
2049:
2045:
2035:
2033:
2020:
2019:
2012:
2002:
2000:
1995:
1994:
1987:
1977:
1975:
1966:
1965:
1961:
1954:
1932:
1928:
1923:
1919:
1904:
1888:. p. 140.
1882:
1878:
1860:
1856:
1847:
1843:
1810:
1806:
1801:
1797:
1791:
1787:
1772:
1750:
1746:
1741:
1737:
1706:
1702:
1692:
1690:
1681:
1680:
1673:
1638:
1634:
1611:
1607:
1576:
1572:
1562:
1560:
1556:
1549:
1545:
1544:
1540:
1530:
1528:
1523:
1522:
1518:
1508:
1506:
1502:
1501:
1497:
1466:
1462:
1455:
1439:
1435:
1429:
1413:
1409:
1399:
1397:
1384:
1380:
1369:
1365:
1355:
1353:
1352:on 10 July 2011
1344:
1343:
1339:
1329:
1327:
1321:
1317:
1312:
1308:
1298:
1296:
1290:
1286:
1281:
1277:
1254:
1250:
1244:
1240:
1230:
1228:
1218:
1214:
1204:
1202:
1195:
1191:
1184:
1168:
1164:
1137:
1133:
1129:
1107:
1066:
1057:
1048:
1027:switching costs
1009:
979:
935:purchase orders
903:
863:
828:
771:
728:
714:
675:
647:
600:
569:
552:
435:quality control
421:, work orders,
413:Manufacturing:
373:Human resources
363:cost management
346:cash management
319:
284:
282:Characteristics
268:standardization
264:decision making
175:
144:
93:purchase orders
17:
12:
11:
5:
4977:
4967:
4966:
4961:
4956:
4951:
4946:
4941:
4936:
4931:
4926:
4921:
4916:
4914:Business terms
4911:
4906:
4901:
4896:
4891:
4886:
4881:
4876:
4871:
4866:
4852:
4851:
4837:
4836:External links
4834:
4832:
4831:
4821:
4807:
4784:
4759:
4736:
4713:
4698:
4683:
4658:
4650:|journal=
4606:
4598:|journal=
4554:
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4502:
4494:|journal=
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4442:|journal=
4398:
4375:
4352:
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4322:
4299:
4275:
4252:
4240:
4225:
4210:
4195:
4183:
4171:
4151:
4138:
4132:
4119:
4113:
4090:
4039:
4021:(6): 446â452.
4006:
3986:
3961:
3947:
3920:
3879:
3838:
3826:
3814:
3799:
3787:
3775:
3763:
3748:
3733:
3714:
3699:
3680:
3661:
3650:
3639:
3620:
3589:
3566:
3550:
3534:
3519:
3504:
3488:
3472:
3456:
3442:
3415:
3405:(1): 149â157.
3394:
3371:
3346:
3315:
3288:
3280:|journal=
3249:
3243:
3226:
3220:
3207:
3201:
3188:
3182:
3165:
3159:
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3140:
3127:
3114:
3085:
3079:
3066:
3049:
3043:
3026:
2997:
2985:(3): 131â136.
2969:
2967:
2964:
2962:
2961:
2936:
2910:
2888:
2861:
2844:
2826:
2803:
2781:
2762:(3): 152â163.
2746:
2731:
2716:Archived from
2696:
2683:978-0595345137
2682:
2662:
2632:
2625:
2600:
2586:
2563:
2549:
2524:
2517:
2499:
2480:
2453:(4): 391â421.
2434:
2399:
2380:(4): 228â248.
2364:
2320:
2307:
2294:
2273:
2261:
2241:
2228:
2217:on 5 July 2010
2199:Daneva, Maya;
2191:
2178:
2176:, Summer 2005.
2165:
2146:
2126:
2104:
2097:
2077:
2063:
2043:
2010:
1985:
1959:
1952:
1926:
1917:
1902:
1876:
1854:
1850:PACIS 2014/339
1841:
1820:(5): 589â611.
1804:
1795:
1785:
1770:
1744:
1735:
1700:
1671:
1652:(4): 305â316.
1632:
1621:(2): 198â211.
1605:
1586:(4): 483â497.
1570:
1538:
1516:
1495:
1476:(2): 137â139.
1460:
1453:
1433:
1427:
1407:
1378:
1363:
1337:
1315:
1306:
1284:
1275:
1264:(3): 360â384.
1248:
1238:
1212:
1189:
1182:
1162:
1151:(4): 549â565.
1130:
1128:
1125:
1124:
1123:
1118:
1113:
1106:
1103:
1065:
1064:Postmodern ERP
1062:
1056:
1055:Adoption rates
1053:
1047:
1044:
1043:
1042:
1039:
1036:
1033:
1030:
1023:
1020:
1014:
1008:
1005:
1004:
1003:
999:
988:
984:
978:
975:
974:
973:
970:
967:
961:
958:
943:
942:
931:
924:
921:Order tracking
918:
915:
902:
899:
894:
893:
890:data archiving
886:
883:
880:
877:
874:
866:Data migration
862:
861:Data migration
859:
858:
857:
852:
847:
842:
837:
827:
824:
823:
822:
819:
816:
813:
806:
805:
802:
795:
794:
790:
786:
783:
770:
767:
766:
765:
758:
755:
727:
724:
713:
710:
694:
693:
690:
687:
674:
671:
646:
645:Implementation
643:
599:
596:
584:Sarbanes-Oxley
573:best practices
568:
567:Best practices
565:
551:
548:
547:
546:
528:
525:
522:
519:
508:
494:
460:
441:
411:
370:
352:
330:general ledger
318:
315:
314:
313:
303:
300:
297:
294:
291:
283:
280:
174:
171:
143:
140:
15:
9:
6:
4:
3:
2:
4976:
4965:
4962:
4960:
4957:
4955:
4952:
4950:
4947:
4945:
4942:
4940:
4937:
4935:
4932:
4930:
4927:
4925:
4922:
4920:
4917:
4915:
4912:
4910:
4907:
4905:
4902:
4900:
4897:
4895:
4892:
4890:
4887:
4885:
4882:
4880:
4877:
4875:
4872:
4870:
4867:
4865:
4862:
4861:
4859:
4849:
4844:
4840:
4839:
4830:
4826:
4822:
4820:
4816:
4812:
4808:
4805:
4801:
4797:
4793:
4789:
4785:
4782:
4778:
4774:
4770:
4766:
4765:
4760:
4757:
4753:
4749:
4745:
4741:
4737:
4734:
4730:
4726:
4722:
4718:
4714:
4711:
4707:
4703:
4699:
4697:
4693:
4689:
4684:
4681:
4677:
4673:
4669:
4665:
4664:
4659:
4655:
4642:
4634:
4630:
4626:
4622:
4617:
4612:
4607:
4603:
4590:
4582:
4578:
4574:
4570:
4565:
4560:
4555:
4551:
4538:
4530:
4526:
4522:
4518:
4513:
4508:
4503:
4499:
4486:
4478:
4474:
4470:
4466:
4461:
4456:
4451:
4447:
4434:
4426:
4422:
4418:
4414:
4409:
4404:
4399:
4396:
4392:
4388:
4384:
4380:
4376:
4373:
4369:
4365:
4361:
4357:
4353:
4350:
4346:
4342:
4338:
4335:
4331:
4327:
4323:
4320:
4316:
4312:
4308:
4304:
4300:
4297:
4293:
4289:
4285:
4281:
4276:
4273:
4269:
4265:
4261:
4257:
4253:
4250:
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4241:
4238:
4234:
4230:
4226:
4223:
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4211:
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4196:
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4139:
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4125:
4120:
4116:
4110:
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4102:
4098:
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4087:
4083:
4079:
4075:
4071:
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4063:
4059:
4055:
4051:
4050:
4045:
4040:
4036:
4032:
4028:
4024:
4020:
4016:
4012:
4007:
4003:
3997:
3989:
3983:
3979:
3975:
3971:
3967:
3962:
3958:
3954:
3950:
3944:
3940:
3936:
3932:
3928:
3927:
3921:
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3909:
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3876:
3872:
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3848:
3844:
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3836:
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3827:
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3808:
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3708:
3704:
3700:
3697:
3693:
3689:
3685:
3681:
3678:
3674:
3670:
3666:
3665:MIS Quarterly
3662:
3659:
3655:
3651:
3648:
3644:
3640:
3637:
3633:
3629:
3625:
3621:
3618:
3614:
3610:
3606:
3602:
3598:
3594:
3590:
3587:
3583:
3579:
3575:
3571:
3567:
3564:
3560:
3556:
3551:
3548:
3544:
3540:
3535:
3532:
3528:
3524:
3520:
3517:
3513:
3509:
3505:
3502:
3501:resrep22788.5
3498:
3494:
3489:
3486:
3482:
3478:
3473:
3470:
3466:
3462:
3457:
3453:
3449:
3445:
3443:0-7695-0001-3
3439:
3435:
3431:
3427:
3423:
3422:
3416:
3412:
3408:
3404:
3400:
3395:
3391:
3387:
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3372:
3368:
3364:
3360:
3356:
3352:
3347:
3343:
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3335:
3331:
3327:
3323:
3322:
3316:
3312:
3308:
3304:
3300:
3296:
3295:
3289:
3285:
3272:
3264:
3260:
3256:
3250:
3246:
3240:
3236:
3232:
3227:
3223:
3217:
3213:
3208:
3204:
3198:
3194:
3189:
3185:
3179:
3175:
3171:
3166:
3162:
3156:
3152:
3147:
3143:
3137:
3133:
3128:
3124:
3120:
3115:
3111:
3107:
3103:
3099:
3095:
3091:
3086:
3082:
3076:
3072:
3067:
3065:
3062:
3058:
3054:
3050:
3046:
3040:
3036:
3032:
3027:
3023:
3019:
3015:
3011:
3007:
3003:
2998:
2993:
2988:
2984:
2980:
2976:
2971:
2970:
2950:
2946:
2940:
2924:
2923:Debbie Wilson
2920:
2914:
2898:
2892:
2876:
2870:
2868:
2866:
2858:
2854:
2848:
2840:
2836:
2830:
2814:
2807:
2799:
2795:
2791:
2785:
2777:
2773:
2769:
2765:
2761:
2757:
2750:
2742:
2735:
2720:on 4 May 2009
2719:
2715:
2711:
2707:
2700:
2685:
2679:
2675:
2674:
2666:
2650:
2646:
2639:
2637:
2628:
2626:9780070656642
2622:
2618:
2617:
2609:
2607:
2605:
2589:
2587:9780804750981
2583:
2579:
2578:
2573:
2567:
2552:
2550:9781312665989
2546:
2542:
2541:
2533:
2531:
2529:
2520:
2514:
2510:
2503:
2495:
2491:
2484:
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2468:
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2448:
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2430:
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2410:
2403:
2395:
2391:
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2379:
2375:
2368:
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2342:
2338:
2331:
2324:
2317:
2311:
2304:
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2277:
2270:
2265:
2259:
2255:
2251:
2245:
2238:
2232:
2213:
2206:
2202:
2201:Roel Wieringa
2195:
2188:
2182:
2175:
2169:
2161:
2157:
2150:
2144:
2140:
2136:
2130:
2114:
2108:
2100:
2098:9781482248425
2094:
2090:
2089:
2081:
2066:
2064:9781591407782
2060:
2056:
2055:
2047:
2031:
2027:
2023:
2017:
2015:
1998:
1992:
1990:
1973:
1969:
1963:
1955:
1949:
1945:
1941:
1937:
1930:
1921:
1913:
1909:
1905:
1903:9781450336000
1899:
1895:
1891:
1887:
1880:
1871:
1866:
1858:
1851:
1845:
1837:
1833:
1828:
1827:10.1.1.453.87
1823:
1819:
1815:
1808:
1799:
1789:
1781:
1777:
1773:
1767:
1763:
1759:
1755:
1748:
1739:
1731:
1727:
1723:
1719:
1715:
1711:
1704:
1688:
1684:
1678:
1676:
1667:
1663:
1659:
1655:
1651:
1647:
1643:
1636:
1628:
1624:
1620:
1616:
1609:
1601:
1597:
1593:
1589:
1585:
1581:
1574:
1555:
1548:
1542:
1526:
1520:
1505:
1499:
1491:
1487:
1483:
1479:
1475:
1471:
1464:
1456:
1450:
1446:
1445:
1437:
1430:
1424:
1420:
1419:
1411:
1395:
1391:
1390:
1382:
1374:
1367:
1351:
1347:
1341:
1326:
1319:
1310:
1295:
1288:
1279:
1271:
1267:
1263:
1259:
1252:
1242:
1227:
1223:
1216:
1200:
1193:
1185:
1183:9780471222026
1179:
1175:
1174:
1166:
1158:
1154:
1150:
1146:
1142:
1135:
1131:
1122:
1119:
1117:
1114:
1112:
1109:
1108:
1102:
1100:
1094:
1092:
1086:
1082:
1079:
1075:
1071:
1061:
1052:
1040:
1037:
1034:
1031:
1028:
1024:
1021:
1018:
1015:
1011:
1010:
1007:Disadvantages
1000:
997:
993:
992:collaboration
989:
985:
981:
980:
971:
968:
966:
962:
959:
956:
955:manufacturing
952:
948:
947:
946:
940:
936:
932:
929:
925:
922:
919:
916:
913:
909:
908:
907:
898:
891:
887:
884:
881:
878:
875:
872:
871:
870:
867:
856:
855:e-procurement
853:
851:
848:
846:
843:
841:
838:
836:
833:
832:
831:
820:
817:
814:
811:
810:
809:
803:
800:
799:
798:
791:
789:requirements.
787:
784:
781:
780:
779:
775:
774:is complete.
769:Customization
763:
759:
756:
753:
752:
751:
748:
744:
742:
738:
734:
723:
720:
712:Configuration
709:
707:
702:
700:
691:
688:
685:
684:
683:
679:
670:
668:
664:
660:
655:
653:
652:Customization
642:
640:
636:
632:
630:
626:
624:
619:
617:
613:
611:
607:
605:
595:
593:
589:
585:
581:
576:
574:
564:
560:
557:
556:public sector
544:
540:
536:
532:
529:
526:
523:
520:
517:
513:
509:
506:
502:
498:
495:
492:
488:
484:
480:
476:
472:
471:order to cash
468:
464:
461:
458:
454:
450:
446:
445:order to cash
442:
440:
436:
432:
428:
424:
420:
416:
412:
410:
406:
402:
398:
394:
390:
386:
382:
378:
374:
371:
368:
364:
360:
356:
353:
351:
347:
343:
339:
335:
331:
327:
324:
323:
322:
312:
308:
304:
301:
298:
295:
292:
289:
288:
287:
279:
277:
276:globalization
273:
269:
265:
260:
258:
254:
250:
244:
242:
238:
234:
230:
226:
222:
217:
215:
211:
207:
203:
199:
195:
191:
187:
182:
180:
170:
168:
163:
161:
157:
153:
149:
139:
137:
133:
129:
125:
120:
115:
113:
110:According to
108:
106:
102:
98:
94:
90:
86:
85:raw materials
82:
78:
73:
71:
67:
63:
59:
55:
51:
47:
43:
39:
35:
31:
23:
19:
4864:ERP software
4787:
4762:
4739:
4716:
4661:
4641:cite journal
4589:cite journal
4537:cite journal
4485:cite journal
4433:cite journal
4378:
4355:
4302:
4279:
4255:
4142:
4123:
4095:
4053:
4047:
4018:
4014:
3969:
3925:
3891:
3887:
3850:
3846:
3420:
3402:
3398:
3381:
3375:
3354:
3350:
3325:
3319:
3298:
3292:
3271:cite journal
3230:
3211:
3192:
3169:
3150:
3131:
3122:
3093:
3089:
3070:
3052:
3030:
3005:
3001:
2982:
2978:
2966:Bibliography
2952:. Retrieved
2948:
2939:
2927:. Retrieved
2922:
2913:
2901:. Retrieved
2891:
2879:. Retrieved
2856:
2851:McCrea, B.,
2847:
2839:the original
2829:
2817:. Retrieved
2806:
2784:
2759:
2755:
2749:
2740:
2734:
2722:. Retrieved
2718:the original
2709:
2699:
2687:. Retrieved
2672:
2665:
2653:. Retrieved
2649:the original
2615:
2591:. Retrieved
2576:
2566:
2554:. Retrieved
2539:
2508:
2502:
2493:
2489:
2483:
2450:
2446:
2415:(1): 47â76.
2412:
2408:
2402:
2377:
2373:
2367:
2340:
2336:
2323:
2310:
2302:
2297:
2288:
2282:
2276:
2264:
2249:
2244:
2236:
2231:
2219:. Retrieved
2212:the original
2194:
2186:
2181:
2173:
2168:
2159:
2155:
2149:
2134:
2129:
2117:. Retrieved
2107:
2087:
2080:
2068:. Retrieved
2053:
2046:
2034:. Retrieved
2030:the original
2025:
2001:. Retrieved
1976:. Retrieved
1971:
1962:
1935:
1929:
1920:
1885:
1879:
1857:
1844:
1817:
1813:
1807:
1798:
1788:
1753:
1747:
1738:
1713:
1709:
1703:
1691:. Retrieved
1686:
1649:
1645:
1635:
1618:
1614:
1608:
1583:
1579:
1573:
1561:. Retrieved
1554:the original
1541:
1529:. Retrieved
1519:
1507:. Retrieved
1498:
1473:
1469:
1463:
1443:
1436:
1417:
1410:
1398:. Retrieved
1388:
1381:
1372:
1366:
1354:. Retrieved
1350:the original
1340:
1330:23 September
1328:. Retrieved
1318:
1309:
1297:. Retrieved
1287:
1278:
1261:
1257:
1251:
1241:
1229:. Retrieved
1225:
1215:
1203:. Retrieved
1192:
1172:
1165:
1148:
1144:
1134:
1095:
1087:
1083:
1067:
1058:
1049:
957:applications
944:
904:
895:
864:
829:
807:
796:
776:
772:
749:
745:
729:
715:
703:
695:
680:
678:motivation.
676:
663:just in time
656:
648:
634:
633:
621:
620:
615:
614:
609:
608:
601:
577:
570:
561:
553:
334:fixed assets
320:
285:
272:transparency
261:
245:
220:
218:
210:e-government
194:Front office
183:
176:
164:
145:
116:
109:
105:stakeholders
74:
65:
64:activities.
58:applications
33:
29:
28:
18:
4056:: 778â786.
3894:: 328â341.
3361:: 357â363.
3305:: 241â257.
3263:resrep26969
3008:(1): 2â15.
2929:12 December
2572:Bendoly, E.
2291:(2): 73â88.
2269:Dehning, B.
2036:January 10,
1716:(4): 1â39.
1400:9 September
1099:integration
1091:on-premises
983:externally.
951:synchronize
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