The aim of this paper is to present the results of an analysis of implementing enterprise resource planning (ERP) effectiveness from the perspective of implementation policy and operational effectiveness. Re-engineering has become increasingly important recently due to the rapid changes in the business environment. By implementing ERP systems, companies can standardize their business processes and thereby manage them more effectively and efficiently. However, it is difficult to achieve that kind of effectiveness and efficiency by just implementing ERP. Companies want to know the suitable way to achieve effectiveness. In Japan, ERP systems started to be implemented in the 1990s, and the installation rate to the whole enterprise system is increasing yearly in Japan. However, there are some companies that cannot achieve effectiveness, though some companies have succeeded. The authors developed a model focusing on implementation policy and customization policy, and analyzed the survey results. Data used for the analysis (182 samples) was from the ERP Users’ Survey (2013). For the analysis method, covariance structure analysis using IBM® SPSS® Amos provided by International Business Machines (IBM) Corporation was conducted. This research aimed to contribute to the successful implementation of ERP in Japan.
This is an open access article distributed under the Creative Commons Attribution License
which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited