Include milestone-1 and milestone-2 in this paper (Milestone1 and 2 are attached)

ENTERPRISE SYSTEMS 1

Title: Enterprise Systems

Name: Yakub Pasha Shaik

Institution: University of the Cumberlands

Date: 11/24/2019

Enterprise Systems

Enterprise systems refer to specific IT applications that are embraced by organizations to enable the flow of information and knowledge sharing within and between processes. They incorporate the different modules that an organization needs to run its operations. They therefore enable companies to integrate and coordinate between critical functions such as supply chain management, accounting and customer management. Enterprise systems can be dated back in 1980 when companies in developed countries began creating integrated software packages that used a common database and cut across organizational systems (Shao, Feng & Wang, 2016). Oracle and Sap are currently the two largest vendors of enterprise systems.

Within the context of contemporary organizations, it is important to determine the factors that contribute to the success of enterprise systems (Shao, Feng, and Liu 2012). The experiences of companies that have implemented enterprise systems can provide valuable lessons to small and medium enterprises that are considering investments on such systems. Existing literature suggests that the knowledge sharing behavior among users of enterprise systems promotes success (Chou et al. 2014). In this case, knowledge is found to be more valuable when it is shared than when it’s kept by an individual. It is therefore important to address the underlying reasons cited by employees to explain their failure to share knowledge. Wang, Chou, and Jiang (2005) also determined that charismatic leadership is crucial in enhancing the success if enterprise systems. A research project covering the factors that determine the success of enterprise systems would stipulate evidence-based measures that can help companies to align themselves with the best practices.

Subtopics

Enterprise resource planning (ERP)

ERP systems are specific finance, accounting, human resource, logistics and manufacturing operations where they integrate, support and provide a unified platform of database (Ha & Ahn, 2013). In a nutshell, they integrate multiple functions in; operations management, human capital management and financial management. Existing literature pertaining to ERP systems shows that failure to align with the best practices in the post-implementation phase lowered the chances of enjoying the benefits of ERP. According to Ha and Ahn (2013), the main factors that predict the success of ERP systems include; support by the top management, collaboration between departments, existence of a competent ERP team and the availability of user training. Understanding these dynamics can help business people to conceptualize the various factors that promote success in the post-implementation stage.

Customer relationship management (CRM)

CRM systems integrate and support a number of functions such as customer support, brand management, loyalty program management, sales forecasting and lead management (Lawler, 2005). These systems are beneficial as they enhance a competitive advantage on the affluent customer market (Lawler, 2005). Their success is marked by a number of occurrences that include increased sales, customer retention and customer referrals. In my organization, the customer relationship management software is used for a variety of marketing and customer related functions. For instance, customer complaints and product returns are resolved and documented using the CRM software. The customer complaints are followed through until their cases a resolved and closed. The goal is to retain existing customers and establish a good rapport with them. This has helped the organization to stay ahead of competitors by being responsive to the needs of the customers.

Supply chain management (SCM)

SCM systems are specific to supply chain elements such as; supply chain design; order fulfillment; warehouse management; demand planning, forecasting; sales and operations planning; and service parts planning. The effectiveness of these systems can be measured via their ability to coordinate all the different pieces of a particular supply chain as quick as possible and without lowering customer satisfaction and quality. In implementing these systems, business people are able to increase the efficiency of almost all business processes which start from the acquisition of raw materials to the delivery of finished products to customers. In the end, organizations are able to deliver the right products at the right time when customers actually need them.

Product life cycle management (PLM)

PLM systems deal with business functions such as Innovation management, product development and management; product compliance management (Singh, Misra & Kumar, 2019). These systems are largely used by manufacturing firms. Their success depends on the presence of adequate information technology infrastructure to support its operations (Singh, Misra & Kumar, 2019). My organization uses a PLM system to ensure that products actually satisfy existing needs. Its implementation in pegged on several key players who provide relevant information about the product features and financial information related to the products. The product experts strive to get the best out of the product before it matures by ensuring that it generates maximum profits and meeting the needs of the market at all times.

References

Chou, H., Lin, Y., Lu, H., Chang, H., & Chou, S. (2014). Knowledge sharing and ERP system usage in post-implementation stage. Computers In Human Behavior, 33, 16-22

Ha, Y., & Ahn, H. (2013). Factors affecting the performance of Enterprise Resource Planning (ERP) systems in the post-implementation stage. Behaviour & Information Technology, 33(10), 1065-1081.

Lawler, J. (2005). Case Study of Customer Relationship Management (CRM) in the On-Line Affluent Financial Services Market. Journal Of Internet Commerce, 4(4), 153-164.

Shao, Z., Feng, Y., & Liu, L. (2012). The mediating effect of organizational culture and knowledge sharing on transformational leadership and Enterprise Resource Planning systems success: An empirical study in China. Computers In Human Behavior, 28(6), 2400-2413

Shao, Z., Feng, Y., & Wang, T. (2016). Charismatic leadership and tacit knowledge sharing in the context of enterprise systems learning: the mediating effect of psychological safety climate and intrinsic motivation. Behaviour & Information Technology, 36(2), 194-208

Singh, S., Misra, S., & Kumar, S. (2019). What are the Stumbling Blocks to Making Product Lifecycle Management Routine in Organizations?. IEEE Engineering Management Review, 47(2), 123-127.

Wang, E., Chou, H., & Jiang, J. (2005). The impacts of charismatic leadership style on team cohesiveness and overall performance during ERP implementation. International Journal Of Project Management, 23(3), 173-180.