...The Impact of Enterprise Resource Planning in the Company Environment Introduction Since the Sarbanes-Oxley Act of 2002, companies are required to report effectiveness of their internal controls on purpose to reduce fraud. Enterprise Resource Planning (ERP) systems have taken advantage of this new focus on internal control because it offers an integration of an organization’s main business functions. Even though the value of ERP has been debated in trade periodicals, there is no large evidence of whether the benefits of ERP implementation exceed the costs and risks. This paper is designed to evaluate the impact of enterprise systems on a firm's environment, and how it reflects in the production and management of earnings. “The Impact of Enterprise Resource Planning (ERP) Systems on the Effectiveness of Internal Controls over Financial Reporting” by John J. Morris The study to produce the article was motivated by an empirical research question about the impact of ERP systems on internal control. Specifically, the study examined if firms that implemented ERP systems are more or less likely to report internal control weaknesses in their annual reports than firms that did not. This study used a sample of 108 firms that confirmed the execution of ERP systems between 1994 and 2003, and also an equal number of control firms, accorded by industry and size. The results show that firms that implemented ERP are less likely to report internal control weaknesses than the firms which did...
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...communication interact in BIS, and thus it is more than technology. Llett (2006) claimed that the value of the system should be led by business need rather than technology. Facing the challenges from business change, managers are expecting the BIS could satisfy the desired purposes such as increasing revenue and reducing cost. As one of the BIS, enterprise resource planning (ERP) attracts the managers’ attention by standardized firm-wide transactions and central data management. By replacing the complex interfaces between the different systems, ERP provides a ‘standardized, cross- functional transaction automation’ and enables the organisation to collect data once through the initial transaction, data storage and process (Hendricks, Singhal, & Stratman, 2007, p. 68). However, whether these benefits could be realised is determined by the alignment between the system and organisational objectives, the feasibility of the system implementation, and the flexibility to be linked to business changes. By analyzing the development, implementation and review of ERP system in my company, this essay will attempt to review the problems in this process and provide the possible solutions. Introduction to Bohi Bohi group owns five...
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...Journal of Operations Management 25 (2007) 65–82 www.elsevier.com/locate/jom The impact of enterprise systems on corporate performance: A study of ERP, SCM, and CRM system implementations Kevin B. Hendricks a,1, Vinod R. Singhal b,*, Jeff K. Stratman b,2 b Richard Ivey School of Business, The University of Western Ontario, London, Ont., Canada N6A-3K7 College of Management, Georgia Institute of Technology, 800 West Peachtree St., NW, Atlanta, GA 30332-0520, United States Available online 23 March 2006 a Abstract This paper documents the effect of investments in Enterprise Resource Planning (ERP), Supply Chain Management (SCM), and Customer Relationship Management (CRM) systems on a firm’s long-term stock price performance and profitability measures such as return on assets and return on sales. The results are based on a sample of 186 announcements of ERP implementations, 140 SCM implementations, and 80 CRM implementations. Our analysis of the financial benefits of these implementations yields mixed results. In the case of ERP systems, we observe some evidence of improvements in profitability but not in stock returns. The results for improvements in profitability are stronger in the case of early adopters of ERP systems. On average, adopters of SCM system experience positive stock returns as well as improvements in profitability. There is no evidence of improvements in stock returns or profitability for firms that have invested in CRM. Although our results are not uniformly...
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...ELECTRONIC SUPPLY CHAIN MANAGEMENT: SOME LATEST ISSUES AND PRACTICES Nizar Hussain M1 and Dr. Suresh Subramoniam2 Lecturer Riyadh Community College King Saud University Saudi Arabia E-mail: nizarhussainm@yahoo.co.in 1 2 Assistant professor College of Business Administration Prince Sultan University Saudi Arabia E-mail: sureshsubramoniam@gmail.com Abstract: Supply chain management (S CM), a management method to optimize internal costs and productivities, has evolved as an application of e-business technologies. SCM is a powerful strategic function capable of radically improving customer value propositions by the reengineering of intranet and internet-enabled collaborative channel partnerships. Latest developments in information technology have propelled the e-Supply Chain Management (e-SCM) concept to newer dimensions. In the past, neither markets nor products changed much over time, enterprises that gained initial superiority could leverage on, considerable resources and process knowledge, mature distribution channels, advertising and marketing clout, and the newest technologies, to maintain that lead. Today, it is evident that there is no such thing as sustainable competitive advantage and also that all advantages are temporary. The cause for the rapid acceleration in the erosion of competitive advantage in almost all the businesses can be traced back to the rapidly developing newer technologies. Still more deadly is the sudden growth of newer business models that have...
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...Cresente G. Siglos Jr. MBA 231- StratMan Brewing Change at Breckenridgre Brewery Summary of the Case Back in the 1980s, founder Richard Squire was your typical ski bum – with one significant difference. He had a knack for making extraordinary home brews. For years, only his closest friends were able to enjoy his creations, but it didn’t take long for Richard to realize that his talents needed to be shared with the world. Craft Brewing represented a “blend of art and science” where focus was on variety, freshness, and quality. By only using the purest and finest ingredients, no adjuncts, and no pasteurization, these brewers felt that the quality of craft beers stood apart from the mass production of other more prominent beers. In 1994, Ed Cerkovnik joined Breckenridge Brewery as a 50/50 partner. Most of the people at Breckenridge Brewery agreed that Ed was “brilliant” and looked to for leadership.” Since his arrival at Breckenridge Brewery, Ed had provided legal counsel, credibility with various sources of financing, as well as deals structuring and negotiating skills, and had been looked to as the unofficial COO of the company. Ed had been a partner in the law firm that represented Breckenridge Brewery when he decided to make the move from law to business. Richard provided a great deal of vision and creativity while Ed provided discipline and strong analytical skills. Ed’s first tasks were to consolidate ownership, raise new capital, and solidify license and development...
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...Dirt Bikes USA Running Case Study Bryan Gaine Melissa Kelly Brad Michels Erica Riley Table of Contents Management Analysis of a Business .....................................................................................4 Analyzing Financial Performance..........................................................................................5 Competitive Analysis .............................................................................................................7 Analyzing the Total Cost of Ownership (TCO) of Desktop Software Assets .......................8 New Customer Database Design ...........................................................................................9 Using Internet Tools to Increase Efficiency and Productivity ...............................................10 -2- Table of Charts Table 1: Dirt Bikes USA Sales History from 2001 to 2005 .................................................. 5 Table 2: Domestic vs. International Sales from 2001 to 2005 ...............................................6 Table 3: Statement of Income ................................................................................................6 Table 4: Software Suites ........................................................................................................8 Table 5: Customer Database ..................................................................................................9 Table 6: Internet Tools Matrix .............
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...Journal of Operations Management 27 (2009) 310–323 Contents lists available at ScienceDirect Journal of Operations Management journal homepage: www.elsevier.com/locate/jom The efficient use of enterprise information for strategic advantage: A data envelopment analysis Elliot Bendoly a,1,2, Eve D. Rosenzweig a,1,*, Jeff K. Stratman b,1,3 a b Goizueta Business School, Emory University, 1300 Clifton Road, Atlanta, GA 30322-2710, United States David Eccles School of Business, University of Utah, 1645 East Campus Center Dr., Salt Lake City, UT 84112-9304, United States ARTICLE INFO ABSTRACT Article history: Received 31 July 2007 Received in revised form 11 November 2008 Accepted 13 November 2008 Available online 21 November 2008 A majority of manufacturers make use of some form of enterprise systems (ES), yet on average, the financial impact of ES adoption is essentially neutral. We propose that in an ES environment of easy information access, competitive success depends, in part, on the policies regulating enterprise information use. To explore this proposition, we examine the efficient use of different types of enterprise information in the realization of strategic performance. Efficient firms will devote fewer resources to information use to achieve the same strategic performance as less efficient firms. We employ data envelopment analysis (DEA) using data collected from Enterprise Resource Planning (ERP) system adopters at two different points...
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...23Records Code: HDFRB-XFRB GENERAL FORBEARANCE REQUEST William D. Ford Federal Direct Loan Program GFB OMB No. 1845-0031 Form Approved Exp. Date 12/31/2015 WARNING: Any person who knowingly makes a false statement or misrepresentation on this form or on any accompanying document will be subject to penalties which may include fines, imprisonment, or both, under the U.S. Criminal Code and 20 U.S.C. 1097. SECTION 1: BORROWER IDENTIFICATION Please enter or correct the following information. Check this box if any of your information has changed. SSN - 238`````````````63`````````````3859 Name Daniele Wigfall Address 8035 City, State, Zip Code Stratman Rd Baltimore Telephone – Primary ( 4438827760 ) Telephone – Alternate ( ) E-mail Address (Optional) Md 21222 SECTION 2: FORBEARANCE REQUEST Before completing this form, carefully read the entire form, including the instructions and other information in Sections 3, 4, and 5. I am willing but unable to make my current Direct Loan payments due to a temporary hardship. I am requesting this forbearance because I am experiencing a temporary hardship related to one of the following situations (check one): xFinancial difficulties Change in employment Medical circumstances Other (explain): _________________________________________________________________________________________ _________________________________________________________________________________________ If this forbearance request...
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...Enterprise Resource Planning: Developments and Directions for Operations Management Research Robert Jacobs and Elliot Bendoly Operations and Decision Technologies, Indiana University, Bloomington, IN 47405 Decision and Information Analysis, Emory University, Atlanta, GA 30322 Abstract Enterprise Resource Planning (ERP) has come to mean many things over the last several decades. Divergent applications by practitioners and academics, as well as by researchers in alternative fields of study, has allowed for both considerable proliferation of information on the topic but also for a considerable amount of confusion regarding the meaning of the term. research two distinct research streams emerge. In reviewing ERP The first focuses on the fundamental corporate capabilities driving ERP as a strategic concept. A second stream focuses on the details associated with implementing information systems and their relative success and cost. This paper briefly discusses these research streams and suggests some ideas for related future research. Published in the European Journal of Operational Research 146(2), 2003 1 Introduction – The many views of ERP Speculation on the future development and success of ERP is the topic of many popular press articles. These articles, typically written by individuals associated with the ERP companies, are often focused on the merits of the featured software. Unfortunately, in order to distinguish the merits of alternate packages, authors...
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...M1022 ADVANCED TOPICS IN INFORMATION SYSTEMS Change Management: Best Practice Strategies for ERP Implementation By: Andrew Handoko 1601226176 LC11-LEC BINUS UNIVERSITY 2015 ABSTRACT The implementation of Enterprise Resource Planning (ERP) systems, have become more complex and crucial in information systems infrastructure within large organizations. However, most of these large companies deal with common people issues. Their potential users across different departments of organization resist the implementation process for some reasons. Enterprise units are being lack of communication from top management to functional units within implementation project. As a result, companies are struggle for ERP systems practice as well as to get rid of worker’s social problem and infrastructure’s transitions from old system to a new system. Ultimately, a successful ERP implementation projects are less about technology and more focus on people and process. Change Management is the best practice for “critical success factor” in ERP implementation literature. The purpose of this research is to have a better understanding about how change management is essential to be a part of ERP implementation process. This paper describes the main success factor of Change Management in order to create a successful ERP implementation and how should organizational change be managed. KEYWORDS Change Strategies, Enterprise Resource Planning, Resistance, Organizational Change, ERP, Implementation...
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...Journal of Operations Management 24 (2006) 440–457 www.elsevier.com/locate/jom Disentangling leanness and agility: An empirical investigation Ram Narasimhan a,*, Morgan Swink a, Soo Wook Kim b,1 a Department of Marketing and Supply Chain Management, Eli Broad College of Business, Michigan State University, East Lansing, MI 48824, United States b College of Business Administration, Seoul National University, San 56-1, Sillim-dong, Kwanak-gu, Seoul, Korea Received 20 May 2004; received in revised form 3 October 2005; accepted 1 November 2005 Available online 19 January 2006 Abstract Manufacturing plant managers have sought performance improvements by adhering to the guiding principles of leanness and agility. Lean manufacturing and agile manufacturing paradigms have also received considerable attention in operations management literature. However, paradoxically, the extant literature is lacking in clarity and fails to delineate with sufficient precision how and why leanness and agility differ. Given the resource constraints within which most manufacturing firms have to operate today, it is useful, if not critical, to develop a good understanding of how these paradigms differ and what their constituent dimensions are. Such an understanding is also essential for developing and testing theories relating to leanness and agility. Through a literature review we discuss leanness and agility in two ways: (1) as manufacturing paradigms and (2) as performance capabilities. Our empirical...
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...NUCOR STEEL Nick Hartnett & Matt Ketellapper FNCE 4820 Professor Madigan 4/7/2011 “The safest, highest quality, lowest cost, most productive, and most profitable steel and steel products company in the world.” - Nucor Mission Statement Executive Summary Nucor Corporation (“NUE” or “the Company”) is the second largest steel manufacturer and fabricator in the US. Key Drivers of Value 1. 2. 3. 4. Increasing steel spot price Successful economic recovery Government protection Cost control mechanism Key Risks 1. 2. 3. 4. Steel & scrap prices Cyclicality Exposure Foreign competition & government policy Other raw materials prices DCF Valuation Discounted cash flow valuation produced a stock price of $66.22 per share, indicating that Nucor is undervalued. A bull market scenario could reach a stock price of $120.62 and a bear market scenario could reach $28.85 per share. Multiples Analysis Multiples analysis based on P/CF, P/E, P/BV, P/S, EV/EBITDA produced an average stock price of $52.74, indicating that NUE is currently undervalued. The strongest multiples were P/CF and EV/EBITDA. Base Volume G-rate Composite price G-rate Total Capacity G-rate 10 year Average Growth Stock Price Bear Volume G-rate Composite price G-rate Total Capacity G-rate $ 4% 2% 4% 66.22 Volume G-rate Composite price G-rate Total Capacity G-rate Stock Price Bull $ 8% 11% 9% 258.04 Stock Price $ -4% -4% 0% 28.85 Volume G-rate Composite price G-rate Total Capacity...
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...The Effect of ERP System Implementations on the Usefulness of Accounting Information Joseph F. Brazel Department of Accounting College of Management North Carolina State University Campus Box 8113 Raleigh, North Carolina 27695 Telephone: 919-513-1772 Fax: 919-515-4446 e-mail: joe_brazel@ncsu.edu Li Dang Department of Accounting College of Business Oregon State University Corvallis, Oregon 97331 Telephone: 541-737-6049 e-mail: li.dang@bus.oregonstate.edu October 2005 The authors thank the international ERP system supplier for providing them with the ERP system implementation data and Marianne Bradford and Jeff Wong for helpful comments. Funding for this research was partially provided by an NCSU Edwin Gill Research Grant. The Effect of ERP System Implementations on the Usefulness of Accounting Information ABSTRACT: ERP systems have become the system of choice for the majority of publicly traded companies and have radically changed the way accounting information is processed, analyzed, audited, and disseminated. In this study, we examine whether ERP system implementations have impacted the decision usefulness of accounting information. We find that ERP adoptions lead to a trade-off between increased information relevancy and decreased information reliability for external users of financial statements. After implementing the system, firms concurrently experience both a decrease in reporting lag and an increase in the level of discretionary accruals. Contrary to expectations...
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...J. of the Acad. Mark. Sci. DOI 10.1007/s11747-011-0248-3 Exploring CRM effectiveness: an institutional theory perspective Bas Hillebrand & Jurriaan J. Nijholt & Edwin J. Nijssen Received: 25 June 2010 / Accepted: 28 January 2011 # The Author(s) 2011. This article is published with open access at Springerlink.com Abstract This study identifies the potential contribution that institutional theory can make to understanding the success of marketing practices. Based on institutional theory, we argue that the effectiveness of marketing practices decreases when firms are motivated to adopt such practices under the influence of institutional pressures originating in firms’ environments. However, alignment between a practice and a firm’s marketing strategy may buffer against these negative effects. We apply these insights to the case of customer relationship management (CRM). CRM is considered an important way to enhance customer loyalty and firm performance, but it has also been criticized for being expensive and for not living up to expectations. Empirical data from 107 organizations confirm that, in general, adopting CRM for mimetic motives is likely to result in fewer customer insights as a result of using this practice. Our study suggests that institutional theory has much to offer to the investigation of the effectiveness of marketing practices. Keywords Customer relationship management . Institutional theory . Mimetic motives . Adoption . Marketing practices B. Hillebrand...
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... Journal of Cases on Information Technology, 11(2), -0, April-June 2009 701 E. Chocolate Avenue, Hershey PA 17033-1240, USA Tel: 717/533-8845; Fax 717/533-8661; URL-http://www.igi-global.com This paper appears in the publication, Journal of Cases on Information Technology, Volume 11, Issue 2 edited by Mehdi Khosrow-Pour © 2009, IGI Global IGI PUBLISHING ITJ 4874 implementing “Customized” Erp in nine Months and within Budget Avimanyu Datta, Washington State University, USA Cisco systems: ExECutivE suMMary This case illustrates the importance of vendor selection, top management support, and team structuring in implementing a complex ERP system. While most organizations choose the de-facto brand as their product, Cisco and its consulting partner, KPMG, went against this perception and selected Oracle who was a newcomer in ERP business. For Oracle this was a golden opportunity to enter a market dominated by SAP and get its ERP modules litmus tested by an industry leader. Cisco on the other hand agreed to help Oracle to market its latest releases to potential customers, in lieu of the successful implementation. Oracle even allowed changing some of its modules to fit Cisco’s purposes. The implementation team comprised the best people from Cisco, KMPG and Oracle. To have the customized ERP up and running in nine months the team blended the robustness of sequential life cycle model with the flexibility of the iterative prototyping. [Article copies are available...
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