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Subject: enterprise resource planning

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    Conference Object
    Enterprise Resource Planning Implementation Differences Within the Same Methodology - Case Study From West Europe and Turkey
    (Acad Conferences Ltd, 2011) Erkan, Turan Erman
    Enterprise Resource Planning (ERP) systems are vital for competitive edge in today's business world. ERP is an integrated information system that serves all departments within an enterprise. Therefore, business processes should be optimised before ERP implementation in order to catch a perfect implementation. Before year 2000 all the giant firms realised their ERP projects and after that best practises took place. After those trial and error based experiences, ERP vendors need to form an ERP implementation methodology. Big ERP vendors developed implementation methodologies, they were almost the same; starting from project preparation to selection, implementation to maintenance and control. Those project methodologies improved the success rate of ERP implementations. This research is both empirical and qualitative. In fact it consists of two monographic researches. They are both about ERP implementations in the same sector. One of the firms is a national one and other one is a multinational one. Both implementations done by the same consultant team with the same methodology, so the evaluation of the project is more objective than any other questionnaire based ones, which are filled by different implementation teams. The findings of the comparison are surprisingly different from each other within the implementations, although they both used the same methodology. Basic steps of the ERP implementation such as: project preparation, business blueprint, realization, final preparation and go live & support differs from each other both in national and multinational firms. The major difference is seen in the first steps which are project preparation and business blueprint. Multinational firm seems to have more chance than the national one in achieving organisational efficiency through successful ERP implementation. The research outcome is useful for professionals running implementation projects and those making decisions on ERP implementation. The results can also be used by practitioners managing ERP projects in order to avoid from implementation methodology illusion.
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    Conference Object
    Intellectual Capital Management's Effects on Enterprise Resource Planning Implementation
    (Acad Conferences Ltd, 2012) Erkan, Turan Erman; Ozdemir, Yavuz Selim; Bac, Ugur
    The implementation of an Enterprise Resource Planning (ERP) system can be one of the most important strategic decisions an organization undertakes. An implementation of ERP system has effects on improving all over system performance. However, there are many factors affecting the performance of ERP implementation and these factors have to be inspected in accordance to some performance measurements and metrics. Intellectual Capital Management (ICM) is one of the most important factors of ERP implementation. The ICM literature has produced tens of models to support the various ICM activities, such as identification, measurement, valuation, acquisition and reporting of intellectual capital. However, the practice of applying various ICM models seems to be a fairly new issue in many countries and organizations. Turkey is one of those countries that has just been introduced with ICM. Using an ICM system has different effects on the implementation of an ERP system. In this study, a questionnaire based research has been made on Turkish enterprises to analyze ICM'S effects on ERP implementation. Also, we made a cross industrial research and determined those effects in different manufacturing sectors such as electronics and food sectors. Questionnaire results have been analyzed with statistical methods to summarize the current situation. The results of this study can be used to compare the effects of implementation of ERP systems in different industries in Turkey. Understanding of this relationship is very important for current or future ERP implementations. Also these results can be used in the comparison of international differences of the effects of ICM on ERP implementation process.