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2. Vicious and virtuous cycles in ERP implementation: a case study of interrelations between critical success factors ERP implementations are complex undertakings. Recent research has provided us with plausible critical success factors (CSFs) for such implementations. This article describes how one list of CSFs (Somers & Nelson, 2001) was used to analyse and explain project performance in one ERP implementation in the aviation industry. In this particular case, poor project performance led to a
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  2. Vicious and virtuous cycles in ERPimplementation: a casestudy of interrelations between criticalsuccess factors ERP implementations are complex undertakings. Recent research has provided us with plausiblecriticalsuccess factors (CSFs) for such implementations. This article describes how one list of CSFs(Somers &Nelson, 2001) was used to analyse and explain project performance in one ERP implementationin theaviation industry. In this particular case, poor project performance led to a serious project crisisbut thissituation was turned around into a success. The list of CSFs employed was found to be helpfuland appropriatein explaining both the initial failure and the eventual success of the implementation. CSFs in thiscaseappeared to be highly correlated, ie changes in any one of them would influence most of theothers aswell. The reversal in performance after the project crisis was caused by substantial changes inattitudeswith most of the stakeholders involved, such as top management, project management, projectchampionand software vendor. 3. ERP ADOPTION FOR E-GOVERNMENT:AN ANALYSIS OF MOTIVATIONSAbstractIn order to provide more efficient government and better services to citizens, publicadministrationsand agencies have invested in Enterprise Resource Planning (ERP) systems as theirbasictechnological infrastructure for e-government. The interest generated by the ERPphenomenon in thepublic sector, and the particularities of this sector make specific studies of ERP ingovernmentorganizations necessary. Based on the analysis of secondary data published in theform of “successstories” by the largest ERP vendors, we seek to identify and characterize the actualmotivations that  lead to the adoption of ERP systems in e-government. A second aim is tocharacterize publicorganization with regard to ERP by uncovering typical profiles of motivations amongthem. Data from46 stories of public organizations from 15 countries were collected and analyzed.Results indicate thatsome government organizations adopt ERP systems primarily to integrate theirinformationtechnology, while others seek greater process efficiency or are strategy-driven.Eight organizations inthe process efficiency group, so-named after a cluster analysis, have focused onsupply-chainmanagement functions. Nineteen “technology integration” organizations havemostly implementedgovernment portals and procurement systems, whereas the nineteen organizationsin the “strategy”group look to ERP for online services and customer-relationship management.1. A multicriteria approach for risks assessment inERP maintenance Abstract Enterprise resource planning (ERP) systems cannot remain static after their implementation, they needmaintenance. ERP maintenance is a key process required by the rapidly changing business environmentand the usual software maintenance needs. However, these projects are highly complex and risky. So,the risks management associated with ERP maintenance projects is crucial to attain a satisfactoryperformance. Unfortunately, ERP maintenance risks have not been studied in depth. For this reason, thispaper presents a general risks taxonomy. It gathers together the risks affecting the performance of ERPmaintenance. Moreover, the authors use the analytic hierarchy process (AHP) methodology to analyzethe risks factors identified. It helps managers, vendors, consultants, auditors, users and IT staff tomanage ERP maintenance better. Results suggest that the most critical stage in ERP maintenance is thefirst phase, which receives, identifies, classifies and ranks the software modification. The most importanthazards in ERP maintenance are the cooperation and commitment of ERP users and managers. 5. Research on Economic Benefit from Y SoftwareCompany’s ERP Users  ABSTRACT ERP (Enterprise Resources Planning) users often refuse to pay off thebalance of payment because they think the software vendors fail to completethe targets, for which the true reason is that the boundaries or standards onthe effectiveness and economic benefits of ERP is not clear. So it isnecessary and important to effectively measure the benefits brought by ERPto the users, which is favorable for both users and software vendors. Thispaper adopts an empirical research method and analyzes on the informationof ERP users of a Chinese well-known software company from Shanghai andShenzhen Stock Exchange. The study finds that the corporations whointroduce the ERP system are generally better in performance than non-ERPusers. The study also finds that the total assets of the ERP users in testedgroup are increased and the asset-liability ration is stable after introducingERP and, meanwhile, the total assets of the non-ERP users in controlledgroup are not increased and the assetliability ration is decreased. It mightshow that ERP can help users maintain and strengthen their businessstrength. However, the study finds that both of inventory turnover andaccount payable turnover of the ERP users have been slowed down insteadof speeding up in the first two years after introducing ERP. The decrease of inventory turnover represents that ERP system might need a long time forrunning-in. The reasons for account payable turnover decreasing might betwo. One is that ERP is in the stage of running-in. The other probably is thatERP helps the users become stronger so that they can defer the payments tovendors in order to making use of more non-cost funds. 6. The recovery of BPR implementation through an ERP approach: Ahospital case study Abstract: Purpose – The purpose of this paper is to compare the approaches towardsimplementation of business process reengineering (BPR), and to provide someevidence as to which approach offers a greater chance of success.  Design/methodology/approach – A hospital case analysis is used to study where bothtop-down/participative BPR and enterprise resource planning (ERP)-driven BPR were used to reengineer its processes.  Findings – With an ERP-driven BPR, it is easier to define the scope of the project,design of the process changes, mapping of the new system in the software, and to  obtain a realistic preview of the outcomes.  Research limitations/implications – ERP-driven approach to BPR implementationused in this hospital represented a holistic rather than a piecemeal approach to anorganization-wide change effort. There is always a tendency for the motivation andsupport for such change efforts to dissipate. Research is needed on how to sustain themomentum for such change endeavors.  Practical implications – With ERP-driven BPR it is easier for management to offer arealistic preview of the expected outcomes, possible changes in the design and scopeof the project, and to guard against unrealistic worker expectations. However, theERP-driven change approach requires close cooperation and mutual protocols between all the principal stakeholders, i.e. the executive suite, ERP system vendor, business process and support teams, and IT department. Originality/value – The paper offers a rare insight into a company where bothapproaches to BPR implementation were tried and provides evidence in support of ERP-driven BPR. ERP for Kitchen Industry eresource ERP solution for Kitchen Manufacturing Industry enables you to access your enterprise information anywhere and anytime and it is easy to use. eresource ERP for Kitchen Industry handles right from the manufacturing to distribution, more effectively.An extensive, flexible and efficient eresource ERP offers a fully automated enterpriseresource planning solution for Kitchen Industry, which provides a clear view of dataacross the entire business, accelerates time-to-market, and boosts the company'sreputation.The functionality of eresource ERP for Kitchen Industry includes the creation of manufacturing ordersbased on customers' sales configuration among other customer related matters. For example, upon anenquiry on a kitchen with white cabinet doors, the solution creates simple bill of material needed toproduce those cabinets, shutters, carcass and other accessories and appliances. The enquiry/order isautomatically created in the client servicing portal. Thereafter the client servicing executive can create thequotation and upon the confirmation, the system automatically handles purchase orders and prompts aconfirmation from the supplier.Eresource ERP for Kitchen industry handles right from the enquiry to delivery and dispatch of material tothe customer. Eresource ERP for Kitchen Industry addresses all aspects of the kitchen industry anddistribution process. This functionality provides the ability to synchronize and integrate a variety of kitchenmanufacturing and distribution techniques all within one fully integrated software system.
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