Rapid Implementation of Enterprise Resource Planning Systems
Journal
Journal of Organizational Computing and Electronic Commerce
ISSN
1054-1721
ISSN-Digital
1532-7744
Type
journal article
Date Issued
2004
Author(s)
Abstract
Enterprise resource planning (ERP) systems are integrated software systems for administration of all aspects of a business. A major hindrance to firms that wish to convert from existing legacy systems to ERP systems (such as SAP R/3) is that the process can take 12 to 18 months. This is an especially daunting length of time for small to midsize companies. Many ERP software vendors and consulting firms have developed methods for rapid systems integration, which, it is claimed, can cut implementation time to as little as 5 or 6 months. In this article, we explore the experience of 4 small to midsize companies who implemented SAP R/3 using Accelerated SAP (ASAP), SAP's rapid implementation process.
ASAP is a reference-process-based approach to implementing R/3. As such, it does not allow for extensive customization of business processes during implementation. Nevertheless, our study showed that R/3 can be implemented quickly and effectively in small- to medium-size firms. ASAP appears to provide the ingredients for a well-structured implementation project. By reducing project scope and complexity, it reduces consulting costs and project risks. By splitting the project into small units with clear short-term goals, it increases the motivation for the project team. Finally, it can form the basis for a continuous improvement effort in which business processes are tuned to the new ERP system.
ASAP is a reference-process-based approach to implementing R/3. As such, it does not allow for extensive customization of business processes during implementation. Nevertheless, our study showed that R/3 can be implemented quickly and effectively in small- to medium-size firms. ASAP appears to provide the ingredients for a well-structured implementation project. By reducing project scope and complexity, it reduces consulting costs and project risks. By splitting the project into small units with clear short-term goals, it increases the motivation for the project team. Finally, it can form the basis for a continuous improvement effort in which business processes are tuned to the new ERP system.
Language
German
HSG Classification
not classified
Refereed
No
Publisher
Ablex Publ.
Publisher place
Norwood, NJ
Volume
14
Number
2
Start page
107
End page
126
Pages
20
Subject(s)
Eprints ID
21613