Enterprise Resource Planning

Enterprise Resource Planning
It is quite common that companies spend a lot of time and resources on the ERP software inclusive of the implementation only to realize that there is no significant change in the performance of the organization. There have been a lot of controversies and legal suits against the negative ROI. The selection and implementation of systems of ERP and its change processes is a relatively complex undertaking. Irrespective of the size and availability of resources, the implementation of the ERP requires a careful approach and planning (Burns, 2010).
The companies that have been consistent culprits of failure of the ERP system can accrue the failure to several reasons. One of the reasons is that the strategy of operations being unable to drive the designed process of the business, as well as the deployment. The second reason is that the time consumed in the implementation process being longer than had been anticipated. Thirdly, the preparation activities for the pre-implementation being done poorly. The next reason is associated with individuals not being prepared o embrace the new system put in place. The final reason is that the cost of implementation being much weighty than the earlier projection. However, these challenges can be avoided (Donovan, n.d.).
Suppose a firm is a manufacturing type, then the management has to realize that the improvement of the supply chain requires its management redefining its objectives and strategies in reference to strategic opportunities. The ERP is usually modelled towards providing support to the business processes which firmly support the strategic opportunities of the company. There are basic ERP tenets that guide not only the actions but also decision. The success of the ERP emanate from effective implementation, preparation and appropriate use of the available tools. Despite the fact that the above assertion seems obvious, few companies usually get it right in their first round of the implementation. The success for the integration of the enterprise or even supply chain management that is advanced can be enhanced through the elimination the traditional cross-functional barriers (The Open Directory, 2011).
ERP allows companies to break down silos of organizations by replacing them with organizational horizontal structures that are tight. The structures make it possible for the realignment of the organizational structure, strategy, technology, and process. The selection and implementation of the ERP system begins at the comprehension of the Critical Success Factors. It is used in the determination of how critical a requirement is as this manifests when they can be easily mapped (Jones, 2007).
The measurement of success is determined through the saving money by increasing revenues, streamlining of the operations, and increasing the market share. The measurement is a vital act in the motivation of the staff during implementation, enables the organization to keep its project on track and focus on the attainment of key objectives of the business. The selection and measurement also entail the comprehension of the business processes that exist and seeking opportunities that can improve the business process. Moreover, Prioritizing on the necessary requirements, gettin...