ERP Vendors' Knowledge Assessment
Implementing ERP Systems:
Assessing Vendors' Influence in the Decision-Making Process
Enterprise Resource Planning (ERP) systems are used in manufacturing and services companies to interpret and act on demand while optimizing production scheduling while striving to maintain the highest levels of production quality possible. An ERP system, when functioning well, can be the catalyst of competitive advantage and strength for any enterprise (Elbanna, 2006). Infor, Oracle, SAP, and Microsoft all have extensive business units dedicated to developing, selling, installing and supporting their respective ERP systems. All of these companies have highly specific competencies and strengths, with deep vertical market expertise in smaller niche markets commonplace. SAP and their R/3 ERP Series of systems, which are the best-selling systems globally for nearly a decade. Infor has grown through acquisition and is partnering with Salesforce.com in the hope of launching a SaaS-based ERP system in 2012. Oracle's JD Edward's and PeopleSoft acquisitions, and the several ERP acquisitions by Microsoft show what the top priority of vendors are today. It's to act as a consolidator and acquirer of competitive assets, growing their companies as quickly as possible. In this acquisition-oriented mindset the focus has shifted off of the deep insights into what existing and new ERP systems customers need towards how to integrate their many acquisitions together (Forslund, Jonsson, 2010). This and many other factors support the contention that ERP vendors should have not have as much influence over buying decisions as they do. Instead, customer-centered methodologies should be developed that allow for their clients to better align these systems to unique business requirements and needs.
Assessing ERP Vendor Intelligence Regarding System Implementation
ERP vendors are...
Ge, L., & Voss, S.. (2009). ERP application in China: An overview. International Journal of Production Economics, 122(1), 501. Of the many challenges of planning, implementing and using ERP systems in China, the two greatest unmet needs of these systems on a consistent basis is business intelligence and data analytics. This analysis evaluates these two unmet needs from the standpoint of their use in supply chains. Included in the analysis is
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Their clients ranged from automobile sales companies to banks. However, most were larger corporations in Thailand in globally. When the interviewee was asked about cost, they provided me with literature about their services and products. They had standard pricing schemes based on the number of end users, the type of application that system would be used for. They offered a number of different packages for their customers, but they could
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