ERP – issues, limitations and complexities
ERP systems are and have been designed to solve the fragmentation of information, particularly in large corporate organisations, and integrate all the information flows within a company. The major benefits have revolved around standardising business本文来自辣.文~论-文·网原文请找腾讯32,49114
processes, ensuring integrity of data, and removing the number, complexity and expense surrounding old independent legacy systems.
Themistocleous et al. (2001) proposed that during the 1990s, companies focused on the adoption of ERP systems to solve their integration problems. However, while ERP systems have helped to upgrade core business activities, importantly, they have not
solved many of the underlying business structures and process problems. Hence, Huang et al. (2003) suggest that in addition to advancing and maturing technical issues associated with ERP, resultant implementation and organisational issues should also
be studied. They point out that rapid organisational change and increased complexity in new product development will increase the organisational demands on existing and proposed ERP systems. Thus, there is a need for research, which probes the people and
自然地理野外综合实习通讯稿management aspects of ERP implementation (Ho et al., 2004).
Nah et al. (2001) investigated critical success factors for ERP implementation by conducting a literature review. They found that key organisational issues were
teamwork, change, management, top management support, plan and vision, business process management and development, project management, monitoring and review,
effective communication, software development and testing, the role of the project champion and appropriate business and IT legacy systems. Their study shows that the complex organisational change issues must be comprehensively addressed and that they cannot be overcome by using technical solutions alone. Similarly, Huang et al. (2003, 2004) suggest that in addition to developing the technical aspects of ERP, more effort is required in understanding the more complex organisational issues involved.
Skok and Legge (2002) have used an interpretative case study approach to research the causes of failure in ERP implementation. They used the needs of key stakeholders groups to focus their study (including management, consultants and developers). The results show that organisational management, cultural and political issues were critical for successful implementation in large-scale complex business projects. Moreover, conflict arising due to the differing needs of stakeholders must be addressed as and when it arises, rather than in a summative manner. Ash and Burn (2003) in a global study of ERP implementation found that an added complexity is the integration of ERP environments with non-ERP 本文来自辣.文~论-文·网原文请找腾讯324.9114 stated: “the radical restructuring caused by a new ERP system upsets the status quo, it offers companies a prime opportunity to reconsider existing business processes and replace them with more efficient ones”. Companies can face major issues after rolling-out an ERP. Davenport (1999) reported that a total of 42 per cent of companies surveyed faced serious problems with their business strategies, as the ERP system imposed its own business processes. Sumner (1999) also reported that ERP solutions caused organisational restructuring, which led to employee resistance to change. Sumner (1999) reported that customisation of an ERP program can also have detrimental effects resulting in problems during the implementation period and later. He also suggested that it is better to fit business processes to the ERP package rather than try to customise the package. Other issues are reflected by Martin (1998a, b) who suggests that 90 per cent of ERP projects over run and Rao (2000) reported that only 3.6 per cent of ERP projects finish on time, on budget, without technical problems and achieve their objectives.
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