Evaluating Enterprise Resource Planning (ERP) Implementation for Sustainable Supply Chain Management
Abstract
:1. Introduction
2. Literature Review
3. Research Methodology
4. Results
4.1. Phase 1
4.2. Phase 2
4.3. Phase 3
5. Discussion
6. Conclusions
Funding
Institutional Review Board Statement
Informed Consent Statement
Data Availability Statement
Acknowledgments
Conflicts of Interest
References
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Sr. No. | Enablers Used in Studies | CSFs | Methodology | References |
---|---|---|---|---|
1 | Management support; Release of business experts with relevant knowledge onto the project on a full-time basis; Empowered decision makers; Deliverable dates; Champion; Vanilla ERP; Smaller scope; Definition of scope and goals; Balanced team; Commitment to change | 10 | Literature review | [28] |
2 | ERP teamwork and composition; Top management support; Business plan and vision; Effective communication; Project management; Project champion; Appropriate business and legacy systems; Change management program and culture; Business process reengineering (BPR) and minimum customization; Software development; Testing and troubleshooting; Monitoring and evaluating performance | 11 | Literature review | [12] |
3 | Top management support; Project champion; User training and education; Management of expectations; Vendor/customer partnerships; Use of vendors’ development tools; Careful selection of the appropriate package; Project management; Steering committee; Use of consultants; Minimal customization; Data analysis and conversion; Business process reengineering; Defining the architecture; Dedicated resources; Project team competence; Change management; Clear goals and objectives; Education on new business processes; Interdepartmental communication; Interdepartmental cooperation; Ongoing vendor support | 22 | Empirical analysis | [29] |
4 | Top management support; Project team competence; Interdepartmental cooperation; Clear goals and objectives; Project management; Interdepartmental communication; Management of expectations; Project champion; Vendor support; Careful package selection; Data analysis and conversion; Dedicated resources; Steering committee; User training; Education on new business processes; BPR; Minimal customization; Architecture choices; Change management; Vendor partnership; Vendor tools; Use of consultants | 22 | ERP implementation case study in the aviation industry | [30] |
5 | Nine strategic CSFs: Top management commitment and support; Vision and planning; Building a business case; Project champion; Implementation strategy and timeframe; Vanilla ERP; Project management; Change management; Managing cultural change. Seventeen tactical CSFs: Balanced team; Project team: the best and brightest; Communication plan; Empowered decision makers; Team morale and motivation; BPR and software configuration; Project cost planning and management; Legacy system consideration; IT infrastructure; Client consultation; Selection of ERP; Consultant selection and relationship; Training and job redesign; Troubleshooting/crisis management; Data conversion and integrity; System testing; Post-implementation evaluation | 26 | Literature review with conceptual analysis approach | [31] |
6 | Appropriate business and IT legacy systems; Business plan/vision/goals/justification; Business process reengineering; Change management culture and program; Data management; ERP strategy and implementation methodology; ERP teamwork and composition; ERP vendor; Monitoring and evaluating performance; Organizational characteristics; Project champion; Project management; Software development, testing and troubleshooting; Top management support; Fit between ERP and the business/process; National culture; Country-related functional requirements | 18 | Literature review | [13] |
7 | Project champion; Project management; Business plan and vision; Top management support; ERP team and composition; Effective communication; Appropriate business and legacy systems; Commitment to the change; Vanilla ERP | 9 | ERP implementation case study in manufacturing storage furniture for the healthcare industry | [32] |
8 | Project teamwork and composition, Organizational culture and change management, Top management support, Business plan and long-term vision, BPR and customization, Effective communication, Project management, Software development, testing and troubleshooting, Monitoring and evaluation of performance, Project champion, Organizational structure, End-user involvement, Knowledge management | 13 | Extensive literature review on CSF, Delphi survey with a panel of ERP experts | [33] |
9 | Top management support; Clear goals and objectives; Project team organization and competence; User training and education; Business process reengineering; Change management; Communication; User involvement and participation; Legacy system management; Consulting services; Project management; Sponsorship; Technological system; Minimal customization | 14 | An empirical, confirmatory approach using structural equation modeling | [5] |
10 | Fourteen organization-related CSFs: Organization culture and political structure; Top management support; Change management; Cooperation; Change agents and leadership; Cross-functional cooperation; Management readiness for change; Scope for change; Management of change; Presence of champion; Business plan/vision/goals/justification; Project justification based on cost and economic scale; Retrain IT workforce in new skills; Employee morale Six technological/ERP-related CSFs: Customization of ERP; Technological complexity; Compatibility; Legacy systems; Data analysis and conversion; Data accuracy; Twelve project-related CSFs: Project management; Training and education; System integration; Business process re-engineering; Full-time project manager; Communication; Minimal customization; Implementation strategy and methodology; Teamwork and team composition; Project team competence; Steering committee; ERP selection Fourteen ERP individual-related CSFs: Perceived usefulness; Ease of use; Attitude towards ERP systems; Shared belief in the benefit of the system; Social factors; Facilitating conditions; Near-term consequences; Long-term consequences; Affect (feeling of joy or displeasure with a particular act); Users’ absorptive capacity; Usage performance; User satisfaction; Learning capacity; User involvement | 46 | Systematic literature review | [15] |
11 | Good project scope management; Management expectations; Formalized project plan/schedule; Project management; Steering committee; Legacy systems; Cultural change/political issues; Business process reengineering (BPR); Experienced project manager leadership; Project champion role; Adequate resources; Trust between partners; Interdepartmental communication; Interdepartmental cooperation; Project team composition/team skills; Empowered decision makers; Management support and commitment; Monitoring and evaluation progress; Appropriate use of consultants; Vendor tools; Managing consultants; Software customization; Software configuration; Appropriate technology; Reduced troubleshooting: project risk; Training on software; Education on new business processes; Vendor support; Data analysis and conversion; Formal methodology: ERP implementation strategy; Carefully defined information and system requirements; Adequate ERP software selection; Clear goals and objectives | 33 | Literature review | [9] |
12 | Data management in organizations; Data Penetration through Manufacturing Execution System (MES); Consistency in data feeding/logging; Supply chain transparency; Supply chain reliability; Different languages | 6 | Potential bottlenecks using literature review | [6] |
13 | Top management support; Project team competence; Interdepartmental cooperation; Clear goals and objectives; Project management; Interdepartmental communication; Management of expectations; Project champion; Vendor support; Careful package selection; Data analysis and conversion; Dedicated resources; Use of steering committee; User training on software; Education on new business processes; Business process reengineering; Minimal customization; Architecture choices; Change management; Partnership with a vendor; Vendor tools; Use of consultants | 22 | Total interpretive structural modeling and MICMAC | [34] |
14 | Top management support; Project team competence; Interdepartmental cooperation and communication; Clear goals and objectives; Project management; Data analysis and conversion; User training; Customization; Usage of tools; Management of organizational changes | 10 | Multi-participant AHP approach | [20] |
15 | Success parameters of ERP implementation: Completion of project with given budget; Project completion in stipulated time frame; Realization of huge business benefits. Success factors of ERP implementation: Organizational factors; Top management support; BPR with minimum customization; Communication; ERP selection. Failure factors of ERP implementation: Employee resistance; Lack of commitment from top-level management; Inadequate training; Education | 11 | Literature review | [35] |
Sr. No. | ERP Implementation CSFs | Descriptions | References |
---|---|---|---|
ERP1 | Training and job redesign | The process of teaching and imparting skills to employees, whereas job redesign helps with planning and structuring jobs accordidng to the targeted needs. | [9] |
ERP2 | Team morale and motivation | Inculcating good conduct with positive behavior to carry out the work in the best possible manner. | [4,48] |
ERP3 | Adequate ERP software selection | The selection of ERP software influences the smooth process of its implementation and depends upon organizational requirements. | [9,26] |
ERP4 | User involvement and participation | The user’s involvement and participation help with selecting ERP and its implementation. | [4,26,48] |
ERP5 | Clear goals and objectives | Clear goals and objectives steer successful ERP implementations. | [12] |
ERP6 | Business process reengineering | Business process reengineering helps with incorporating the new system by aligning the ERP software implementation in the business process. | [9,12,13,26] |
ERP7 | Balanced team | A mixed group of employees forming a team, having experience, skills and traits to carry out special jobs. | [4,26,48] |
ERP8 | Consultant selection and relationship | An expert provides professional advice to an individual or business organization to achieve the stated goal. | [9,26] |
ERP9 | Implementation strategy and timeframe | The implementation strategy and timeframe influence the ERP implementation plan. | [4,26,48], |
ERP10 | Top management support | The top management support ERP inception, introduction, diffusion and implementation in the organization. | [12,34] |
ERP11 | Project team organization and competence | The ERP implementation is successful if the project organization’s competence is increased. | [4,26,48] |
ERP12 | Change management | Change management helps streamline the ERP implementation through various stages of ERP implementations. | [12,26] |
ERP13 | Communication plan | Effective communication is critical to successful ERP implementation. | [12,26] |
ERP14 | Troubleshooting/crisis management | Troubleshooting/crisis management helps with successful ERP implementations by solving troubles/crises. | [9,12,31] |
CSF | ERP Implementation CSFs | 14 | 13 | 12 | 11 | 10 | 9 | 8 | 7 | 6 | 5 | 4 | 3 | 2 |
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
ERP1 | Training and job redesign | V | V | A | V | A | V | V | X | A | V | V | V | X |
ERP2 | Team morale and motivation | V | V | A | V | A | V | V | X | A | V | V | V | - |
ERP3 | Adequate ERP software selection | V | A | A | V | A | X | A | A | A | A | A | - | - |
ERP4 | User involvement and participation | V | X | A | V | A | V | A | A | A | X | - | - | - |
ERP5 | Clear goals and objectives | V | X | A | V | A | V | A | A | A | - | - | - | - |
ERP6 | Business process reengineering | V | V | X | V | A | V | V | V | - | - | - | - | - |
ERP7 | Balanced team | V | V | A | V | A | V | V | - | - | - | - | - | - |
ERP8 | Consultant selection and relationship | V | V | A | V | A | V | - | - | - | - | - | - | - |
ERP9 | Implementation strategy and timeframe | V | A | A | V | A | - | - | - | - | - | - | - | - |
ERP10 | Top management support | V | V | V | V | - | - | - | - | - | - | - | - | - |
ERP11 | Project team organization and competence | V | A | A | - | - | - | - | - | - | - | - | - | - |
ERP12 | Change management | V | V | - | - | - | - | - | - | - | - | - | - | - |
ERP13 | Communication plan | V | - | - | - | - | - | - | - | - | - | - | - | - |
ERP14 | Troubleshooting/crisis management | - | - | - | - | - | - | - | - | - | - | - | - | - |
CSF | ERP Implementation CSFs | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 |
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
ERP1 | Training and job redesign | 1 | 1 | 1 | 1 | 1 | 0 | 1 | 1 | 1 | 0 | 1 | 0 | 1 | 1 |
ERP2 | Team morale and motivation | 1 | 1 | 1 | 1 | 1 | 0 | 1 | 1 | 1 | 0 | 1 | 0 | 1 | 1 |
ERP3 | Adequate ERP software selection | 0 | 0 | 1 | 0 | 0 | 0 | 0 | 0 | 1 | 0 | 1 | 0 | 0 | 1 |
ERP4 | User involvement and participation | 0 | 0 | 1 | 1 | 1 | 0 | 0 | 0 | 1 | 0 | 1 | 0 | 1 | 1 |
ERP5 | Clear goals and objectives | 0 | 0 | 1 | 1 | 1 | 0 | 0 | 0 | 1 | 0 | 1 | 0 | 1 | 1 |
ERP6 | Business process reengineering | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 0 | 1 | 1 | 1 | 1 |
ERP7 | Balanced team | 1 | 1 | 1 | 1 | 1 | 0 | 1 | 1 | 1 | 0 | 1 | 0 | 1 | 1 |
ERP8 | Consultant selection and relationship | 0 | 0 | 1 | 1 | 1 | 0 | 0 | 1 | 1 | 0 | 1 | 0 | 1 | 1 |
ERP9 | Implementation strategy and timeframe | 0 | 0 | 1 | 0 | 0 | 0 | 0 | 0 | 1 | 0 | 1 | 0 | 0 | 1 |
ERP10 | Top management support | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 |
ERP11 | Project team organization and competence | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 1 | 0 | 0 | 1 |
ERP12 | Change management | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 0 | 1 | 1 | 1 | 1 |
ERP13 | Communication plan | 0 | 0 | 1 | 1 | 1 | 0 | 0 | 0 | 1 | 0 | 1 | 0 | 1 | 1 |
ERP14 | Troubleshooting/crisis management | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 1 |
CSF | ERP Implementation CSFs | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | Total Driving Power |
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
ERP1 | Training and job redesign | 1 | 1 | 1 | 1 | 1 | 0 | 1 | 1 | 1 | 0 | 1 | 0 | 1 | 1 | 11 |
ERP2 | Team morale and motivation | 1 | 1 | 1 | 1 | 1 | 0 | 1 | 1 | 1 | 0 | 1 | 0 | 1 | 1 | 11 |
ERP3 | Adequate ERP software selection | 0 | 0 | 1 | 0 | 0 | 0 | 0 | 0 | 1 | 0 | 1 | 0 | 0 | 1 | 4 |
ERP4 | User involvement and participation | 0 | 0 | 1 | 1 | 1 | 0 | 0 | 0 | 1 | 0 | 1 | 0 | 1 | 1 | 7 |
ERP5 | Clear goals and objectives | 0 | 0 | 1 | 1 | 1 | 0 | 0 | 0 | 1 | 0 | 1 | 0 | 1 | 1 | 7 |
ERP6 | Business process reengineering | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 0 | 1 | 1 | 1 | 1 | 13 |
ERP7 | Balanced team | 1 | 1 | 1 | 1 | 1 | 0 | 1 | 1 | 1 | 0 | 1 | 0 | 1 | 1 | 11 |
ERP8 | Consultant selection and relationship | 0 | 0 | 1 | 1 | 1 | 0 | 0 | 1 | 1 | 0 | 1 | 0 | 1 | 1 | 8 |
ERP9 | Implementation strategy and timeframe | 0 | 0 | 1 | 0 | 0 | 0 | 0 | 0 | 1 | 0 | 1 | 0 | 0 | 1 | 4 |
ERP10 | Top management support | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 14 |
ERP11 | Project team organization and competence | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 1 | 0 | 0 | 1 | 2 |
ERP12 | Change management | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 0 | 1 | 1 | 1 | 1 | 13 |
ERP13 | Communication plan | 0 | 0 | 1 | 1 | 1 | 0 | 0 | 0 | 1 | 0 | 1 | 0 | 1 | 1 | 7 |
ERP14 | Troubleshooting/crisis management | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 1 | 1 | 1 |
Total (Dependence) | 6 | 6 | 12 | 10 | 10 | 3 | 6 | 7 | 12 | 1 | 13 | 3 | 10 | 14 |
CSF | Reachability Set | Antecedent Set | Intersection Set | Level |
---|---|---|---|---|
ERP1 | 1,2,3,4,5,7,8,9,11,13,14 | 1,2,6,7,10,12 | 1,2,7 | VI |
ERP2 | 1,2,3,4,5,7,8,9,11,13,14 | 1,2,6,7,10,12 | 1,2,7 | VI |
ERP3 | 3,9,11,14 | 1,2,3,4,5,6,7,8,9,10,12,13 | 3,9 | III |
ERP4 | 3,4,5,9,11,13,14 | 1,2,3,4,5,6,7,8,9,10,12,13 | 4,5,13 | IV |
ERP5 | 3,4,5,9,11,13,14 | 1,2,3,4,5,6,7,8,9,10,12,13 | 4,5,13 | IV |
ERP6 | 1,2,3,4,5,6,7,8,9,11,12,13,14 | 6,10,12 | 6,12 | VII |
ERP7 | 1,2,3,4,5,7,8,9,11,13,14 | 1,2,6,7,10,12 | 1,2,7 | VI |
ERP8 | 3,4,5,8,9,11,13,14 | 1,2,3,6,7,8,10,12 | 8 | V |
ERP9 | 3,9,11,14 | 1,2,3,4,5,6,7,8,9,10,12,13 | 3,9 | III |
ERP10 | 1,2,3,4,5,6,7,8,9,10,11,12,13,14 | 10 | 10 | VIII |
ERP11 | 1,11,14 | 1,2,3,4,5,6,7,8,9,10,11,12,13 | 11 | II |
ERP12 | 1,2,3,4,5,6,7,8,9,11,12,13,14 | 6,10,12 | 6,12 | VII |
ERP13 | 3,4,5,9,11,13,14 | 1,2,4,5,6,7,8,10,12,13 | 4,5,13 | IV |
ERP14 | 14 | 1,2,3,4,5,6,7,8,9,10,11,12,13,14 | 14 | I |
CSF | ERP Implementation CSFs | 14 | 11 | 3 | 9 | 4 | 5 | 13 | 8 | 1 | 2 | 7 | 6 | 12 | 10 | DP |
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
ERP14 | Troubleshooting/crisis management | 1 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 1 |
ERP11 | Project team organization and competence | 1 | 1 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 2 |
ERP3 | Adequate ERP software selection | 1 | 1 | 1 | 1 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 4 |
ERP9 | Implementation strategy and timeframe | 1 | 1 | 1 | 1 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 4 |
ERP4 | User involvement and participation | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 7 |
ERP5 | Clear goals and objectives | 1 | 1 | 1 | 1 | 1 * | 1 | 1 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 7 |
ERP13 | Communication plan | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 7 |
ERP8 | Consultant selection and relationship | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 0 | 0 | 0 | 0 | 0 | 0 | 8 |
ERP1 | Training and job redesign | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 0 | 0 | 0 | 11 |
ERP2 | Team morale and motivation | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 0 | 0 | 0 | 11 |
ERP7 | Balanced team | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 0 | 0 | 0 | 11 |
ERP6 | Business process reengineering | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 0 | 13 |
ERP12 | Change management | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 0 | 13 |
ERP10 | Top management support | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 14 |
Total (Dependence) | 14 | 13 | 12 | 12 | 10 | 10 | 10 | 7 | 6 | 6 | 6 | 3 | 3 | 1 |
ERP CSFs | P1 | P2 | P3 | P4 | P5 | P6 |
---|---|---|---|---|---|---|
ERP1 | 1 | 1 | 0 | 1 | 0 | 0 |
ERP2 | 1 | 1 | 0 | 1 | 0 | 1 |
ERP3 | 1 | 1 | 1 | 0 | 1 | 0 |
ERP4 | 1 | 0 | 1 | 0 | 0 | 1 |
ERP5 | 1 | 1 | 1 | 0 | 1 | 1 |
ERP6 | 1 | 1 | 0 | 1 | 1 | 1 |
ERP7 | 0 | 1 | 0 | 1 | 1 | 0 |
ERP8 | 1 | 1 | 0 | 0 | 1 | 1 |
ERP9 | 0 | 1 | 1 | 1 | 1 | 0 |
ERP10 | 1 | 1 | 1 | 1 | 1 | 1 |
ERP11 | 1 | 0 | 0 | 1 | 1 | 1 |
ERP12 | 1 | 1 | 0 | 0 | 0 | 1 |
ERP13 | 1 | 0 | 0 | 1 | 1 | 1 |
ERP14 | 1 | 1 | 0 | 0 | 0 | 1 |
ERP/Performance Factors | Service Quality | Cost and Productivity | Lead Time | Product Design | Brand Value | Customer Satisfaction |
---|---|---|---|---|---|---|
P1 | P2 | P3 | P4 | P5 | P6 | |
ERP1- Training and job redesign | Performance at work can be improved through training. It is a tool that the company uses to further its objectives and improve the caliber of its entire customer service. | Training and job redesign train the staff with current processes and trends, thereby elevating productivity. | Training and job redesign provide a realistic understanding of customer needs and trends, which in turn helps with product design. | |||
ERP2- Team morale and motivation | Team morale and motivation are correlated; the link between work effort and productivity increases service quality. | When morale is high, employees feel valued and appreciated for taking ownership of their work and being dedicated to it. This makes them more productive. | Happy, motivated employees are more focused, creative and open to new changes and new ideas. | A motivated team also improves customer service, which boosts the business’s success as a whole. | ||
ERP3- Adequate ERP software selection | Adequate ERP software selection enhances service quality. | Adequate ERP software selection influences the cost as well as productivity. | Adequate ERP software selection influences the lead time. | Adequate ERP software selection enhances the brand value. | ||
ERP4- User involvement and participation | Participation and user involvement aid with enhancing service information and accessibility. It helps with figuring out what the client wants. | Effective participation and feedback improve the design and process. | User participation leads to system transparency, leading to increased customer satisfaction. | |||
ERP5- Clear goals and objectives | Clearly stated objectives aid with more effective resource planning and coordination for businesses to maximize profit and to improve service quality. | Clear goals and objectives give practical actions that increase the efficiency of operations, the accuracy of results and productivity. | By having clear goals and objectives, employees can better track their progress when they have defined goals. Employees can shorten their lead time by learning about their challenges as they go. | Based on the company’s goals, employees can decide how to prioritize their work and manage their time, which can improve the brand value of the company. | Customer satisfaction is increased when employees manage their time based on goals and the company’s objectives. | |
ERP6- Business process reengineering | BPR improves the cost, quality and service speed of its services. | A BPR improves efficiency by cutting excess, reducing costs and enhancing productivity. | BPR redesigns the product design according to the customer’s demands. | BPR lets businesses streamline, plan and restructure their whole workflows to give them an edge in the market and to increase the value of their brand. | BPR increases efficiency, eliminates redundancy and makes the process simpler and faster to complete. Therefore, the process progresses faster and more easily. This results in a range of client services and customer satisfaction. | |
ERP7- Balanced team | A well-balanced team lets businesses organize, improve and rethink the whole process, which makes them more efficient overall. | A well-balanced staff provides the business with many fresh and creative product ideas. | The enterprise empowers employees with all the information and facilities, thus increasing its brand value. | |||
ERP8- Consultant selection and relationship | Effective communication between the consultant and client increases service quality. | Consultants’ resourcefulness and capabilities can reduce the overall cost. | The use of qualified consultants is beneficial to having high service standards, prompt delivery, and outstanding service to manage corporate brand value. | It aids with providing after-sales services and achieving high-quality service. | ||
ERP9- Implementation strategy and timeframe | Implementation strategy and planning increase operational efficiencies. It increases market profitability. | Flexibility is key for administrators and business process owners who are responsible for day-to-day operations. | Implementation strategies and planning help act as well, instead of simply brainstorming new ideas for the product design. | Implementation strategies act as a tool to increase a company’s brand value by developing team building and marketing. | ||
ERP10- Top management support | It controls the workforce to improve performance and deliver high-quality services. | Top management considers the growth of market trends and demands, thus, in turn, increasing productivity. | It foresees the waste of resources and reviews the processing time by applying various lean strategies to reduce the lead time. | Top management is always coming up with new designs and ideas for products in response to market growth and customer needs. | Top management makes effective brand management. | Top management is also responsible for keeping customers happy and loyal, which means providing good service and making customers happy. |
ERP11- Project team organization and competence | Project team management improves organizational efficiency and ensures that there are fewer interruptions in order to obtain improved service quality. | Teamwork allows employees to try out new product ideas and innovative project designs. | Successful teamwork results in more completed projects, raising the company’s overall brand value. | Teamwork and making sure customers are happy are important parts of project quality management because they make sure that every customer is happy. | ||
ERP12- Change management resistance | Change in management guides the successful adoption and usage of changes within businesses. | Changes made by management to stick to the schedule, stay within the budget and reach the goals help increase productivity and lower costs. | Employee compliance with all policies results in job satisfaction, which in turn influences customer satisfaction. | |||
ERP13- Communication plan | Communication plans help build client relationships and also assist with providing good service quality. | By considering market demands, marketing communication increases brand value. | The brand value may be raised by engaging with consumers, learning about their needs and adapting products in response. | Planning for communication makes sure that there is effective information transformation at all levels among stakeholders. | ||
ERP14- Troubleshooting and crisis management | Troubleshooting and crisis management help consumers with high-quality service. | It helps employees to take corrective action. Problems can be easily spotted and solved, hence increasing productivity. | A crisis management team can be put together to assist consumers and to improve service quality. |
Dominance Comparison of CSFs | Performance Indicator (s) Influenced | Dominance Comparison of CSFs | Performance Indicator (s) Influenced |
---|---|---|---|
1Dominating2 | P6 | 9Dominating4 | P1,P2,P4,P5 |
1Dominating4 | P3,P4,P6 | 9Dominating5 | P1,P4 |
1Dominating5 | P3,P4,P5,P6 | 9Dominating6 | P1,P3,P6 |
1Dominating7 | P1,P5 | 9Dominating7 | P3 |
1Dominating8 | P4,P5,P6 | 9Dominating8 | P1,P3,P6 |
1Dominating11 | P2,P5,P6 | 9Dominating11 | P1,P2,P3 |
1Dominating13 | P2,P5,P6 | 9Dominating12 | P1,P4,P5 |
1Dominating14 | P4,P6 | 9Dominating13 | P1,P2,P3 |
2Dominating4 | P2,P4 | 9Dominating14 | P6 |
2Dominating14 | P4 | 10Dominating1 | P3,P5,P6 |
3Dominating1 | P3,P4,P5 | 10Dominating2 | P3,P5 |
3Dominating2 | P3,P4,P5,P6 | 10Dominating3 | P4,P6 |
3Dominating4 | P2,P5,P6 | 10Dominating4 | P2,P4,P5 |
3Dominating5 | P6 | 10Dominating5 | P4 |
3Dominating7 | P1,P3,P4 | 10Dominating6 | P3 |
4Dominating5 | P2,P5 | 10Dominating7 | P1,P3,P6 |
4Dominating7 | P1 | 10Dominating8 | P3,P4 |
4Dominating13 | P3,P4,P5 | 10Dominating9 | P1,P6 |
5Dominating2 | P3,P4,P5 | 10Dominating11 | P2,P3 |
5Dominating7 | P1,P3,P4,P6 | 10Dominating13 | P2,P3 |
5Dominating11 | P2,P3 | 10Dominating14 | P3,P4,P5 |
5Dominating13 | P2,P3 | 11Dominating2 | P2,P5 |
6Dominating1 | P5,P6 | 11Dominating3 | P2,P3,P6 |
6Dominating2 | P5 | 11Dominating4 | P3,P4,P5 |
6Dominating3 | P3,P4 | 11Dominating8 | P2 |
6Dominating4 | P2,P4,P5 | 12Dominating1 | P3,P4 |
6Dominating5 | P3 | 12Dominating2 | P2,P4,P6 |
6Dominating7 | P1,P6 | 12Dominating3 | P5 |
6Dominating8 | P4 | 12Dominating4 | P2 |
6Dominating11 | P2,P4 | 12Dominating5 | P5,P6 |
6Dominating13 | P2 | 12Dominating6 | P3 |
6Dominating14 | P4,P5 | 12Dominating7 | P1,P3,P5 |
7Dominating2 | P1,P5,P6 | 12Dominating8 | P3,P5,P6 |
7Dominating11 | P1,P2,P6 | 12Dominating10 | P2 |
7Dominating14 | P1,P4,P5,P6 | 12Dominating11 | P3 |
8Dominating2 | P4,P5 | 12Dominating13 | P2,P6 |
8Dominating3 | P3,P6 | 12Dominating14 | P6 |
8Dominating4 | P2,P3,P5 | 13Dominating2 | P2,P5 |
8Dominating5 | P3 | 13Dominating3 | P2,P3,P4 |
8Dominating7 | P1,P4 | 13Dominating7 | P1,P2 |
8Dominating13 | P2,P4 | 13Dominating11 | P6 |
8Dominating14 | P5 | 13Dominating14 | P4,P5 |
9Dominating1 | P1,P3,P5 | 14Dominating4 | P2,P3 |
9Dominating2 | P1,P3 | 14Dominating11 | P2,P4,P5 |
9Dominating3 | P1,P4 |
CSF | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 |
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
ERP1 | P1, P6 | P1,P3, P5 | P1,P5 | P1,P4, P6 | P3,P5 | P1,P4, P6 | P1,P5 | P2,P5 | P2,P4, P6 | P2,P6 | P1,P4, P6 | P1,P4, P6 | P1,P3, P6 | |
ERP2 | P2,P4 | P2,P5 | P2,P6 | P2,P5 | P2,P5 | P2,P5, P6 | P1,P3,P6 | P1,P3, P6 | P1,P3, P6 | P1,P3, P6 | P4,P6 | P2,P6 | P4,P6 | |
ERP3 | P3,P6 | P5 | P3,P6 | P6 | P2,P5 | P1,P6 | P2,P3 | P3,P6 | P1,P6 | P3,P5 | P2 | P3,P5 | P2 | |
ERP4 | P1,P6 | P1,P6 | P1,P3 | P1,P3 | P1,P6 | P3,P5 | P1,P3,P6 | P1 | P1,P4 | P2,P5 | P2,P5 | P4 | P5 | |
ERP5 | P2,P4 | P2,P6 | P2,P6 | P2,P4 | P1,P2, P5 | P1,P5 | P1,P3,P6 | P2,P6 | P1,P2 | P1,P5 | P1,P5 | P2,P4 | P1,P2, P5 | |
ERP6 | P1,P3,P4,P6 | P1,P4 | P1,P2, P6 | P2,P4 | P1,P3, P6 | P1,P3, P5,P6 | P1,P6 | P1,P5, P6 | P5 | P2,P3, P4,P5 | P2,P3, P4,P5 | P1,P4, P6 | P1,P3, P4,P5 | |
ERP7 | P2,P3 | P1,P4, P6 | P1.P3. P5 | P2,P5 | P1,P4, P6 | P1,P2, P5 | P2,P5,P6 | P1,P3, P6 | P1,P3, P6 | P1,P3, P6 | P1,P3, P6 | P2,P5 | P1,P2, P5 | |
ERP8 | P4 | P3,P6 | P2,P4 | P1,P5 | P2,P5 | P1,P3, P6 | P2,P6 | P2,P3, P5 | P1,P3, P6 | P1,P4, P5 | P1,P3, P5 | P2,P3, P6 | P2,P4, P5 | |
ERP9 | P1,P4,P6 | P1 | P1,P5 | P4,P6 | P3,P6 | P2,P4 | P2,P6 | P1,P5 | P5 | P2,P4 | P4 | P1,P2, P6 | P1,P3, P6 | |
ERP10 | P1,P2,P3,P5,P6 | P1,P4, P6 | P2,P4, P5 | P1,P3, P5,P6 | P1,P3, P4,P6 | P1,P2, P4 | P2,P4, P5 | P1,P3, P4,P5 | P1,P2, P5 | P2,P5, P6 | P1,P4, P6 | P2,P3, P4,P5 | P2,P4, P5 | |
ERP11 | P2,P4 | P2,P6 | P2,P5 | P3 | P1,P5 | P1,P3, P5 | P2,P6 | P4,P6 | P2,P6 | P3,P6 | P4,P6 | P1,P6 | P4,P6 | |
ERP12 | P1,P4,P6 | P1,P6 | P1,P4, P6 | P4,P5 | P1,P5, P6 | P1,P4 | P1,P5, P6 | P3,P5, P6 | P1,P5, P6 | P1,P4, P5,P6 | P1,P5, P6 | P3,P5 | P3,P5 | |
ERP13 | P1,P3,P5 | P1,P4 | P1,P6 | P3 | P1,P3, P6 | P3 | P1,P3 | P3,P6 | P3,P6 | P1,P6 | P3,P6 | P3,P6 | P4 | |
ERP14 | P1,P3 | P4 | P1,P6 | P3 | P1 | P3 | P1,P3 | P3,P6 | P3 | P1,P6 | P3,P6 | P6 | P6 |
CSF | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | (D) * | (D-B) ** | Rank | |
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
ERP1 | 3 | 3 | 2 | 3 | 2 | 3 | 2 | 2 | 3 | 2 | 3 | 3 | 3 | 34 | 1 | 6 | ||
ERP2 | 2 | 2 | 2 | 2 | 2 | 3 | 3 | 3 | 3 | 3 | 2 | 2 | 2 | 31 | 5 | 4 | ||
ERP3 | 2 | 1 | 2 | 1 | 2 | 2 | 2 | 2 | 2 | 2 | 1 | 2 | 1 | 22 | −10 | 13 | ||
ERP4 | 2 | 2 | 2 | 2 | 2 | 2 | 3 | 1 | 2 | 2 | 2 | 1 | 1 | 24 | −1 | 8 | ||
ERP5 | 2 | 2 | 2 | 2 | 3 | 2 | 3 | 2 | 2 | 2 | 2 | 2 | 3 | 29 | −2 | 9 | ||
ERP6 | 4 | 2 | 3 | 2 | 3 | 4 | 2 | 3 | 1 | 4 | 4 | 3 | 4 | 39 | 8 | 2 | ||
ERP7 | 2 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 36 | 3 | 5 | ||
ERP8 | 1 | 2 | 2 | 2 | 2 | 3 | 2 | 3 | 4 | 3 | 3 | 3 | 3 | 33 | 0 | 7 | ||
ERP9 | 3 | 1 | 2 | 2 | 2 | 2 | 2 | 2 | 1 | 2 | 1 | 3 | 3 | 26 | −4 | 11 | ||
ERP10 | 5 | 3 | 3 | 4 | 4 | 4 | 3 | 4 | 3 | 3 | 3 | 4 | 3 | 46 | 15 | 1 | ||
ERP11 | 2 | 2 | 3 | 1 | 2 | 3 | 2 | 2 | 2 | 2 | 2 | 2 | 1 | 26 | −7 | 12 | ||
ERP12 | 3 | 2 | 3 | 2 | 3 | 2 | 3 | 3 | 3 | 4 | 3 | 2 | 2 | 35 | 6 | 3 | ||
ERP13 | 3 | 2 | 2 | 1 | 3 | 2 | 3 | 2 | 2 | 2 | 2 | 2 | 1 | 27 | −3 | 10 | ||
ERP14 | 2 | 1 | 2 | 1 | 1 | 1 | 2 | 2 | 1 | 2 | 2 | 1 | 1 | 19 | −11 | 14 | ||
(B) *** | 33 | 26 | 32 | 25 | 31 | 31 | 33 | 33 | 30 | 31 | 33 | 29 | 30 | 30 |
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Qureshi, M.R.N.M. Evaluating Enterprise Resource Planning (ERP) Implementation for Sustainable Supply Chain Management. Sustainability 2022, 14, 14779. https://doi.org/10.3390/su142214779
Qureshi MRNM. Evaluating Enterprise Resource Planning (ERP) Implementation for Sustainable Supply Chain Management. Sustainability. 2022; 14(22):14779. https://doi.org/10.3390/su142214779
Chicago/Turabian StyleQureshi, Mohamed Rafik Noor Mohamed. 2022. "Evaluating Enterprise Resource Planning (ERP) Implementation for Sustainable Supply Chain Management" Sustainability 14, no. 22: 14779. https://doi.org/10.3390/su142214779
APA StyleQureshi, M. R. N. M. (2022). Evaluating Enterprise Resource Planning (ERP) Implementation for Sustainable Supply Chain Management. Sustainability, 14(22), 14779. https://doi.org/10.3390/su142214779