E‐business and ERP: Transforming the Enterprise

Citation

Norris, G., Hurley, J.R., Hartley, K.M., Dunleavy, J.R. and Balls, J.D. (2002), "E‐business and ERP: Transforming the Enterprise", International Journal of Quality & Reliability Management, Vol. 19 No. 4, pp. 486-487. https://doi.org/10.1108/ijqrm.2002.19.4.486.2

The focus of time‐based paradigm has shifted from the traditional brick‐and‐mortar‐centered setting to click‐and‐brick systems. In fact, competitive priorities in many firms have shifted from simply business speed to e‐speed. Technology, particularly the Internet and ERP (enterprise resource planning), allows companies to develop new ways to make and move products, to manage business processes at all levels, and to communicate with customers and/or suppliers in a real time fashion. Although many practicing managers have recognized the importance of e‐business and ERP integration, the scope and critical dimensions of e‐business/ERP management remain unclear. Few attempts have been made to derive a framework for understanding and guiding e‐business/ERP management. Crucial questions remain unanswered. What is e‐business/ERP management? Is adequate attention being paid to the essence of e‐business models and the promise of ERP? What will the e‐business/ERP management accomplish? What infrastructures need to be considered before engaging in e‐speed transformation? Is there a conceptual framework of e‐business/ERP management in facilitating such a transformation? What will it take to put an organization on the cutting edge? What impediments are firms facing or likely to face in implementing this strategic option? How does a firm get the most out of its technology investment? E‐business and ERP: Transforming the Enterprise tends to answer these questions.

According to the authors, ERP and e‐business would supercharge each other. In fact, the former deals with the internal value chain while the latter is the exploitation of the virtual value chain. The scope of business can be broadened and the performance of any organization can be enhanced if ERP and e‐business are jointly utilized. To be effective, an organization must know both its current position in terms of ERP and e‐business implementation and its desired position, relative to the various strategic possibilities and options. To facilitate the transformation, an e‐business/ERP position matrix is designed. For the ERP, there are five possible positions: greenfield, nonintegrated systems, ERP by function, ERP by business unit, and fully integrated ERP. As for the e‐business dimension, there are five possibilities: no e‐business capabilities, channel enhancement, value‐chain integration, industry transformation, and convergence. The same matrix is used in the different chapters to show how an organization can position itself to guarantee the success of e‐business/ERP integration and transformation. Other topics covered in this book include Web economics, supply chain management, customer relationship management, migration path options, project management, and ERP vendor’s response to e‐business challenges.

The book will enable readers to

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  study the strategic potentials of the Internet;

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  assess the maturity of their information system (IS) function;

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  determine where their organization is going and why;

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  assess organizational capabilities to get the desired state or position;

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  prepare a wining strategy; and

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  implement the change processes.

The combination of e‐business and ERP will continue to be the communication backbone to enhance efficiency and effectiveness and boost productivity, quality, and sales as years roll by. To seek the next level of business and supply chain excellence, this book is a must read for practicing managers at all levels.