AMRP END SEM REPORT

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AMRP END SEM PRESENTATION

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AMRP REPORT

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AMRP PRESENTATION

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Critical Success Factors for ERP Implementation in SMEs

The different CSFs for ERP Implementation in SMEs are :-

1) Reduction in Operating Costs
2) Reduction in Administrative Costs
3) Inventory Reductions
4) On-Time Delivery of Products and Services
5) Improvement in the Overall Work Efficiency of the SME
6) Better Customer Relationship Management

LITERATURE REVIEW :- SUMMARY OF RESEARCH PAPER 5

Research Paper Title: -

ERP Implementation for Midsize companies: Necessary Expense or Strategic Investment?

Research Paper Author:-

Vinay Singh, CEO, Vital Wires Consulting 

Summary and Learning:-

The research paper discusses the effects of enterprise resource planning (ERP) to small/medium-sized enterprises (SMEs). It says that the main ERP problem faced by SMEs is their limited resources while the product exceeds their standards. It says that implementing the ERP product properly is as essential as the product itself. It also presents the sources of the return on investment, including lower operation cost, higher serviceability to customers, higher throughput, lower cost of compliance and faster inventory turns.

LITERATURE REVIEW :- SUMMARY OF RESEARCH PAPER 4

Research Paper Title: -

Critical elements for a successful enterprise resource planning implementation in small-and medium-sized enterprises

Research Paper Authors:-

T. C. Loh, S. C. L. Koh

Summary and Learning:-

The research paper aims to examine the critical elements that constitute a successful ERP implementation in SMEs. The objective of the author was to identify the constituents within the critical elements. A comprehensive literature review and interviews with eight SMEs in the UK were carried out. The results served as the basic input into the formation of the critical elements and their constituents. Three main critical elements were formed: critical success factors, critical people and critical uncertainties. Within each critical element, the related constituents were identified. Using the process theory approach, the constituents within each critical element were linked to their specific phase(s) of ERP implementation. Ten constituents for critical success factors were found, nine constituents for critical people and 21 constituents for critical uncertainties. The research suggested that a successful ERP implementation often requires the identification and management of the critical elements and their constituents at each phase of implementation. The results were constructed as a reference framework that aims to provide researchers and practitioners with indicators and guidelines to improve the success rate of ERP implementation in SMEs.