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Highlights the need for business process reengineering and impact of IT on enterprises. Presents in detail the evolution, modules, verticals, model, management concerns and network infrastructure, selection of software packages and enterprise preparedness for implementation of enterprise resource planning. Briefly describes the key features of popular ERP packages, viz. MFG/PRO, IFS/AVALON, SAAP, BAAN IV, J.D. Edwards, Marshal (R) and PeopleSoft. Concludes that enterprises definitely attain best business practices by implementing ERP, in an effort to position for success in the twenty‐first century.

Enterprise resource planning (ERP) system solutions are currently in high demand by both manufacturing and service organisations because they provide a tightly integrated solution to an organisation's information system needs. During the last decade, ERP systems have received a significant amount of attention from researchers and practitioners from a variety of functional disciplines. In this paper, a comprehensive review of the research literature (1990‐2003) concerning ERP systems is presented. The literature is further classified and the major outcomes of each study are addressed and analysed. Following a comprehensive review of the literature, proposals for future research are formulated to identify topics where fruitful opportunities exist.

This study proposes targeted modernization of the Department of Defense (DoD's) Joint Forces Ammunition Logistics information system by implementing the optimized innovative information technology open architecture design and integrating Radio Frequency Identification Device data technologies and real-time optimization and control mechanisms as the critical technology components of the solution. The innovative information technology, which pursues the focused logistics, will be deployed in 36 months at the estimated cost of $568 million in constant dollars. We estimate that the Systems, Applications, Products (SAP)-based enterprise integration solution that the Army currently pursues will cost another $1.5 billion through the year 2014; however, it is unlikely to deliver the intended technical capabilities.

This article provides a brief review of current literature on ERP and its implementation in industries. To fully understand the ERP software key points, risks, benefits, critical success factors, implementation issues, and the fundamental on that are identified and reviewed. Some applications of ERP in public places, government offices, and industries are briefly discussed and four related cases are reviewed.

Provides a background on enterprise resource planning implementation, key elements of ERP, and review four important cases from the literature in that regard. To better introduce ERP software to new users the risks and benefits of that are discussed in item lists and each are described briefly.

Pointed to key benefits and risks of enterprise resource systems software and studies four cases from the literature related to the ERP implementation.

Due to the fact that a better management of a system is related to the full understanding of the technologies implemented and the system under consideration, sufficient background on the enterprise resource planning is provided. The lack of research papers and conceptual papers related to risk‐benefit analysis of ERP systems is a motivation for conducting this research.

The purpose of this paper is to contribute to the discussion on enterprise resource planning (ERP) system adoption by investigating the relationship of enterprise size to the objectives and constraints of ERP adoption.

In the paper, survey data, based on the responses of 44 companies, are analyzed, by dividing the companies into small, medium‐sized, and large enterprises; and comparing these groups, using statistical methods.

The paper finds significant differences exist between small, medium‐sized and large enterprises regarding the objectives and constraints of ERP system adoption. While small enterprises experience more knowledge constraints, large enterprises are challenged by the changes imposed by ERP adoption. Further, large and medium‐sized enterprises are more outward‐oriented in ERP adoption than small enterprises. Business development, as opposed to mere efficiency improvement, while being the most prevalent objective for ERP adoption in all the company groups, is considered especially important by medium‐sized enterprises. Finally, the findings suggest that, instead of considering small and medium‐sized enterprises as one homogeneous group of smaller enterprises, differences between these two groups of companies should be acknowledged in information system adoption.

The paper shows that the Finnish context and the sample size should be taken into consideration when generalizing the findings.

The paper points out the differences in objectives and constraints between companies of different sizes that should be acknowledged in ERP adoption.

Instead of resorting to the customary approach of considering small and medium‐sized enterprises as a homogeneous group of smaller enterprises, this study acknowledges the differences between these two groups of companies.

To determine what criteria are used in enterprise resource planning (ERP) selection process and what criteria are the most important for firms.

Through an extensive literature review, 15 selection criteria for the ERP selection process were identified and two were added after initial interviews. A questionnaire including these criteria was formed to secure data from companies. A single informant method was used for each company. To measure the importance of various critical factors a five‐point Likert scale was used in the questionnaire.

Fit with parent/allied organisation systems is identified as the most important selection criterion. Cross‐module integration, compatibility between other systems, and references of the vendor are identified important factors respectively. Statistically significant differences were also determined between companies using MRP/MRPII versus those using own or no program for “better fit with organisational structure” and “fit with parent/allied organisational systems” criteria.

The effect of each selection criterion on ERP implementations failure rates is still to be investigated.

Useful information about selection criteria on ERP systems for both vendors and firms planning to use these systems.

Two new selection criteria were proposed for the ERP system selection process and some important differences between the criteria used by firms from developed countries and developing countries are determined.

This paper discusses about the enterprise resource planning (ERP) market in India and the world. The current extension of ERP is e‐CRM. The ERP market has become saturated and is on the decline; and emerging from it is the market for small and medium scale enterprises. ERP, especially in India, is being offered by small‐localized players to small and medium sized firms customizing it to the needs and their pockets. Taking this cue, the big ERP players have also started offering complete solutions to the small firms. The paper illustrates this point by using the case example of Prathma, a modern blood bank in India. Prathma has been the first blood bank in India to use ERP to integrate its functions using a customized ERP. This has installed a quality check in its day‐to‐day operations and has significantly lowered costs. The findings of this study indicate that ERP systems promises benefit from increased efficiency to improved quality, productivity, and profitability.

The purpose of this paper is to consider the question of what is an appropriate enterprise resource planning (ERP) reference model for specifying areas of change in the context of IT-driven ERP implementation and through the model matching. There are other implicit goals to increasing the awareness of the reference models, as this highlights the principles embedded in ERP systems and explains the classification of reference models, which is useful in terms of the reuse of knowledge.

In this paper, a comparison between ERP reference models is conducted using a suitable decision-making technique and the final results are discussed. The comparison depends on nine criteria related to conceptual ERP reference models: scope, abstraction, granularity, views, purpose, simplicity, availability, ease of use for model matching, and target audience.

This study concludes that the business process reference model is best for specifying areas of change in the context of IT-driven ERP implementations. The final ranking of the alternatives based on all criteria places the system organizational model second, followed by the function and data/object reference models, in that order.

This paper is one of very few studies on the selection of appropriate ERP reference models according to the ERP implementation approach and model matching factors. This research also provides an in-depth analysis of various ERP reference model types.

Enterprise resource planning (ERP), a technological approach for enterprise information systems, has many recorded case examples of lengthy and expensive implementations reported in literature. This research has uncovered an alternative process‐driven and document‐based approach that may offer a simpler and more flexible solution compared with technology‐driven ERP. This paper investigates the differences and similarities of the two approaches, and also answers a related question: Is the enterprise system implementation an information systems effort performed to support the business processes, or is it a process re‐engineering effort required to implement the pre‐packaged software system?

To investigate the advantages and disadvantages of the two approaches to an enterprise information system, this research developed a unified modeling language (UML) process model of a manufactured housing company and used it as a basis for a conceptual level UML model for both an ERP‐ and a document‐based system.

In a designed experiment with UML‐fluent analysts, the process‐driven document solution to an enterprise information system was shown to be smaller, less complex and more flexible than an ERP solution at the conceptual design level.

Software specifications for the resulting document‐based system included only standard COTS software packages easily usable in companies of any size. Further, the potential for prototype as‐you‐go development offers opportunities for continuous refinement of the system in contrast with the episodic implementation of packaged ERP systems.

This alternative system highlights the desirability, for both academicians and practitioners, of concentrating on processes and then implementing the most suitable technology, rather than allowing the technology to impose constraints on processes.

In this paper, two popular multiple-criteria decision-making (MCDM) methods with hesitant fuzzy logic approach; hesitant fuzzy analytic hierarchy process (hesitant F-AHP) and hesitant fuzzy the technique for order preference by similarity to ideal solution (HF-TOPSIS) are integrated as HF-AHP-TOPSIS to evaluating a set of enterprise resource planning (ERP) alternatives and rank them by weight to reach to the ultimate one that satisfies the needs and expectations of a company.

Selecting the best ERP software package among the rising number of the options in market has been a critical problem for most companies for a long time because of the reason that an improper ERP software package might lead to many issues (i.e. time loss, increased costs and a loss of market share). On the other hand, finding the best ERP alternative is a comprehensive MCDM problem in the presence of a set of alternatives and several potentially competing quantitative and qualitative criteria.

In this integrated approach, the hesitant F-AHP is used to determine the criteria weights, as the hesitant F-TOPSIS is utilized to rank ERP package alternatives. The proposed approach was also validated in a numerical example that has five ERP package alternatives and 12 criteria by three decision-makers in order to show its applicability to potential readers and practitioners.

If the number of the alternatives and criteria are dramatically increased beyond reasonable numbers, the reaching to final solution will be so difficult because of the great deal of fuzzy based calculations. Therefore, the number of criteria and alternatives should be at reasonable numbers.

The proposed approach was also validated in a illustrated example with the five ERP package options and 12 criteria by the three decision-makers in order to show its applicability to potential readers and practitioners.

Furthermore, in literature, to the best of our knowledge, the authors did not come cross any work that integrates the HF-AHP with the HF-TOPSIS for ERP software package selection problem.