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Please use this identifier to cite or link to this item: http://hdl.handle.net/123456789/15448

Title: ERP implementation: lessons from a case study
Authors: Majed Al-Mashari
Abdullah S. Al- Mudimgh
Keywords: Business process re-engineering, Case studies, Enterprise resource planning, Failure, Implementation, Information systems
Issue Date: 2003
Abstract: Many organizations have moved from stand-alone business information systems applications to integrated enterprise-wide systems, enterprise resource planning (ERP). The implementation of ERP packages has created an opportunity to re-engineer business processes within and beyond the organizational scope. Most notably, SAP R/3 has been widely implemented to create value-oriented business processes that enable a high level of integration, improve communication within internal and external business networks, and enhance the decision-making process. Though many organizations have reported dramatic improvements from SAP R/3 implementation, others have experienced difficulties in getting the R/3 modules aligned with other business components and systems. This paper describes a case study of a failed implementation of SAP R/3 to re-engineer the business processes of a major manufacturer. Lessons in terms of factors that led to failure and their future implications are discussed in the light of the contrasting experiences of several best practice companies
URI: http://hdl.handle.net/123456789/15448
Appears in Collections:College of Computer and Information Sciences

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