A Study of ERP as a Change Management Tool in Manufacturing Companies

S. Gunjal, J. Gogte
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引用次数: 4

Abstract

Manufacturing Companies today are constantly in search for ways to achieve better business performance and sustain competitive advantages through effective deployment of resources and business processes. To improve business performance, Manufacturing Companies require an efficient planning and control system that synchronizes planning of all processes across the industry. Enterprise Resource Planning (ERP) provides a centralized framework for all data and processes of an industry. It integrates all aspects of a business from planning to inventory control, manufacturing, sales, marketing, finance, customer service and human resources. Manufacturing Companies undertake ERP implementations to achieve tangible benefits including a significant return on investment. Accordingly the most common benefit of Manufacturing Company is for an increase in response time due to better availability of information. Another common benefit is increase in interaction across the company, integration of business operations/processes, improved interaction with customers, reduced direct operating and labour costs, reduced IT maintenance costs, improved lead-time, improved inventory levels and improved interaction with suppliers. A study was undertaken to assess impact of ERP as a Change Management Tool in Manufacturing Companies. This article presents the key findings, conclusions and suggestions. On an overall basis the study has clearly demonstrated that ERP works as a change management tool in manufacturing companies. This, however to happen, calls for adoption of certain factors that facilitate the change management process. ERP is a major transition from legacy systems to an integrated platform. Such transitions are not easy. However, if the CSFs are duly taken care of, the implementation can be successful and beneficial in terms of tangible results both at the macro and micro level. At the same time companies need to take care of the gaps in the ERP implementation.
ERP作为制造企业变革管理工具的研究
今天的制造公司不断地寻求通过有效地部署资源和业务流程来实现更好的业务绩效和保持竞争优势的方法。为了提高业务绩效,制造公司需要一个有效的计划和控制系统来同步整个行业的所有流程的计划。企业资源规划(ERP)为行业的所有数据和流程提供了一个集中的框架。它整合了企业的各个方面,从计划到库存控制、制造、销售、营销、财务、客户服务和人力资源。制造企业实施ERP是为了获得切实的利益,包括可观的投资回报。因此,制造公司最常见的好处是由于更好的信息可用性而增加了响应时间。另一个共同的好处是增加了整个公司的交互,集成了业务操作/流程,改进了与客户的交互,减少了直接操作和劳动力成本,降低了IT维护成本,改善了交货时间,改善了库存水平,并改善了与供应商的交互。一项研究进行了评估ERP作为变革管理工具在制造公司的影响。本文介绍了主要发现、结论和建议。总体而言,该研究清楚地表明,ERP作为变革管理工具在制造企业中起作用。然而,要做到这一点,就需要采用某些促进变革管理过程的因素。ERP是从遗留系统到集成平台的重大转变。这样的转变并不容易。但是,如果适当地照顾到可持续发展基金,就宏观和微观两方面的实际结果而言,执行工作可以是成功和有益的。与此同时,公司需要注意ERP实施中的差距。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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