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Successful ERP Implementation

The assignment is to read the article and add more references regarding the 7 topics I listed below, with
respect to successful ERP implementation, and present what you learn from them including your own
thoughts or opinion. Although my order asks for 7 sources, it isn’t completely necessary to have 7. My
order requests 7 sources simply because there are 7 topics to discuss, but if the requirement can be
satisfied with fewer sources then that’s perfectly acceptable as well. The deadline may also be extended if
it becomes necessary.
7 topics to discuss:

  • Skills, Knowledge and Expertise
    -Top Management Support and Involvement
    -Use of a Steering Committee
    -User Training
    -Vendor Relationship and Support
    -Vendor Tools and Implementation Methods

(these are the last 7 topics from the list on page 60 from the attached article)

Successful ERP Implementation


Enterprise resource planning (ERP) has some of the key factors that may contribute to its success
or failure. Critical success factors (CSFs) are paramount during the implementation of the system
or when a running system needs to be upgraded or replaced. Thus, for nay success of the
implementation process of ERP, the following factors need to be considered:

Skills, Knowledge, and Expertise

It goes without saying, knowledge is power, for this reason if people that are taking part of the
ERP implementation have prior knowledge about the system. The process of implementation
will be smooth, and the overall net change in the system will be at low cost (Hung, 2012). This is
because most of the people will not need to undergo the training process. This will make the
change in the firm be readily accepted as it will not dig deep into the company’s pocket.

Top Management Support and Involvement

One of the contributing factors to the success of the ERP implementation is the top
management’s involvement in its implementation. (Parr, 2013) Urges that, one of the top most
factors that lead to the success of any innovated is accepted by the top management. In
particular, the execution of the innovation will be successful as the pressure of its success comes
from the leaders in the firm.


This involves a critical analysis of the implementation process of the ERP to identify and rectify
any problem that may hinder its success (Leyh, 2012). This process will aid in the reengineering
process of the old ERP process to a better business process. In support (Ahmad, 2013), states that
an ERP system is always built from the best practice after evaluating the worthiness. This
troubleshooting process helps in reducing limitations that may occur during implementation,
hence revolutionizing the company’s ways and method of production.

Use of a Steering Committee

A steering committee act as ambassadors that ensure the main objectives set for the
implementation of the ERP is met. As an illustration (Parr, 2013)states that the top management
can me selected to be part of this committee since they help in curbing the greatest mistake made
during ERP implementation: poor planning. The committee set aside monitors the progress of the
ERP implementation process.

User Training

An inept person cannot be expected to implement properly or execute the plan using methods
that are not conversant. Thus, there is a need to train or educate people that are supposed to
execute the planned ERP process before the implementation process. This will also help in
incorporating persons that are skilled in different fields that are vital in the implementation
process. This is also an important process for most of the software used are bolted in the ERP
system. Moreover, (Parr, 2013) puts the team skills/availability as the core factor that determine
the success of the implementation process of ERP.

Vendor Relationship and Support

Change in any field is inevitable. Thus, a strong relation between vendor supports is a vital thing
to the dynamics of the firm. This is because the programs or software running in the ERF system
may require updating or fixing due to some code errors. Hence, it is vital that a company
maintains a good cohesion with vendors and support that helps in the creation and development
of the ERP system (Ngai, 2012).

Vendor Tools and Implementation Methods

This process of adopting vendor’s tool and implementing methods are cheap and time-saving.
This is because most of them are readily available the task is only to identify which suits the
firm’s needs (Sarker, 2012). The tools need to be carefully examined so that the risk associated
with them is estimated. Furthermore, these tools should be chosen only after the vetting or the
steering committee have agreed that they will help the implementation of the ERP.



Ahmad, M. M., & Cuenca, R. P. (2013). Critical success factors for ERP implementation in
SMEs. Robotics and Computer-Integrated Manufacturing, 29(3), 104-111.
Hung, W. H., Ho, C. F., Jou, J. J., & Kung, K. H. (2012). Relationship bonding for a better
knowledge transfer climate: An ERP implementation research. Decision Support Systems,
52(2), 406-414.
Leyh, C. (2012). Critical success factors for ERP system implementation projects: A literature
review. Advances in Enterprise Information Systems II, 45-56.
Ngai, E. W. T., Chau, D. C. K., Poon, J. K. L., Chan, A. Y. M., Chan, B. C. M., & Wu, W. W. S.
(2012). Implementing an RFID-based manufacturing process management system:
Lessons learned and success factors. Journal of Engineering and Technology
Management, 29(1), 112-130.

Parr, A. N., Shanks, G., & Darke, P. (2013). 8 IDENTIFICATION OF NECESSARY
Information Technologies in Organizational Processes: Field Studies and Theoretical
Reflections on the Future of Work, 20, 99.
Sarker, S., Sahaym, A., & Bjørn-Andersen, N. (2012). Exploring value cocreation in
relationships between an ERP vendor and its partners: a revelatory case study. MIS
Quarterly, 36(1), 317-338.

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