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DYNAMIC MODELLING OF THE RELATIONSHIP BETWEEN RISKS OF ACTIVITIES AND OPERATIONAL COSTS REDUCTION IN THE POST-IMPLEMENTATION PHASE OF THE ENTERPRISE RESOURCE PLANNING SYSTEM USING FUZZY COGNITIVE MAPS
Abstract and Figures
An Eenterprise Resource Planning (ERP) software provides an accurate automation system that can reduce operational costs without creating costly shortcuts. In fact a successful ERP project can cut the fat out of operational costs. But in many firms that have adopted ERP (despite success in the implementation phase of the system), this will not be achieved. The successful implementation of an ERP system is just the first step in achieving a successful system and its sustainable advantages depend on continuous support, maintenance and upgrade of the system in the exploitation or post implementation phase. The post implementation phase is exactly where real challenges begin and many dangerous crises are likely to occur. Numerous risks affect the system due to their size, complexity and high chance of failure. Therefore, risks management in ERP post implementation is a critical issue. In order to help practitioners, this paper studies the risks in ERP post implementation phase and the relationship between the risks of post-ERP implementation activities and the reduction of operational costs in an organization (as one of the most important outputs and achievements of an ERP system) is dynamically modeled with Fuzzy Cognitive Maps (FCMS).The main advantage of FCMs is its ability to model complex phenomena based on experts' perceptions. This tool modelling related and uncertain events by imitation of human reasoning. In this paper, 36 risks were identified and collected and categorized into 5 groups of user, technical, managerial, operational and external risks, and their relationships between them and reduction of operational costs were modelled. According to the findings of this study, managerial risks had the most impact on other system risks and output.
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Implementing Enterprise Resource Planning (ERP) projects in many organizations are faced with failure concept in recent years. Researchers focused to implement ERP projects successfully by proposing the success model. However, through these attentions to get ERP benefits, the ERP failure measurement model is required. Therefore, the aim of this study is to develop the instruments for ERP post-implementation failure measurement model. To achieve this outcome, the study firstly evaluates the suitability of Technology-Organization- Environment framework for the proposed conceptual model. Constructs were used for this model included two formative and six reflective constructs. A questionnaire was developed to test the validity and reliability of instrument items. A survey was conducted among Iranian industries to collect data and data analyzed by Smart PLS software. The results indicated that all instruments items included 37 critical risk factors (CRFs) as measurement were acceptable for the ERP post-implementation failure model.
Implementation of enterprise resource planning systems (ERPs) is a complex and costly task which usually results in serious failures. Numerous factors affect these projects implementation due to their size, complexity and high chance of failure. Therefore, identifying these factors in ERP projects is a critical issue. The majority of previous publications have been conducted in identifying ERP critical success factors (CSFs) rather than critical failure factors (CFFs). In order to help practitioners, this article studies the CFFs in ERP implementation projects. The implications of interdependency among failure factors are also usually overlooked by project managers due to perceived complexity in modelling and analysing influential factors. With this in mind, we have proposed a fuzzy cognitive map (FCM)-based dynamic model of ERP failure factors through project lifecycle phases. The main advantage of FCM lies in them being capable of modelling complex phenomena based on the experts’ perceptions. This tool models uncertainty and related events, imitating human reasoning. Moreover, FCMs enable the developing of forecasting exercises through simulations. Practitioners would thus assess the joint influence of ERP implementation failure factors on project outcomes. The results make known to practitioners which problems will arise if the failure factors are not treated, and how these will impact on the outcomes of projects. Therefore, the proposed approach would help them to manage ERP implementation projects in a more effective and proactive way.
Purpose
– Through an empirical study, this paper identifies a multitude of drivers that facilitate or hinder the implementation of enterprise resource planning (ERP) in business environments. Also, the purpose of this paper is to analyze its role in supply chain operations and assesses its impact on supplier capabilities and performances from supply chain perspectives.
Design/methodology/approach
– Based on both a contingency theory and a resource‐based view (RBV) of the firm, the research develops a series of hypotheses regarding the use of ERP for strategic sourcing. A large‐scale survey of Korean manufacturers and their suppliers was conducted. A structural equation model was used for data analysis.
Findings
– The firm's external environment (EE) has little influence on its decision to adopt and implement ERP. However, through the mediating role of an internal environment (IE), an EE still indirectly influences the ERP adoption and ERP implementation (ERPI) decision. Also, the paper found that ERP could enhance the ERP adopter's supplier capability (SCAP).
Originality/value
– This study investigates the role of ERP in the supply chain and identifies important determinants influencing the ERP adoption and implementation decisions. Especially, this paper assesses the benefits of ERP from the ERP adopter's supply chain partner's standpoints.
Despite the widespread adoption of Enterprise Resource Planning (ERP) systems, many companies struggle to achieve the expected benefits from ERP. It has been especially observed that many companies fail to gain significant benefits from ERP in the post-implementation stage, regardless of their initial implementation success. This paper focuses on this post-implementation stage and empirically studies the factors that influence the performance of ERP in this stage. Through the review of related literature and a pilot study of Korean firms, the following six were identified as the influential factors: top management support, competency of an internal ERP team, user training, inter-department collaboration and communication, continuous process improvement and continuous systems integration/extension. The factors were used to build a comprehensive model that aims to explain how to successfully use ERP in the post-implementation stage. The model was tested with the data collected by questionnaires given to Korean companies using the partial least-square method. The results show that continuous improvement efforts and on-going organisational support have positive influence on the performance of ERP in the post-implementation stage.
In recent years ERP systems have received much attention. However, ERP projects have often been found to be complex and risky to implement in business enterprises. The organizational relevance and risk of ERP projects make it important for organizations to focus on ways to make ERP implementation successful.We collected and analyzed a number of key articles discussing and analyzing ERP implementation. The different approaches taken in the literature were compared from a risk management point of view to highlight the key risk factors and their impact on project success. Literature was further classified in order to address and analyze each risk factor and its relevance during the stages of the ERP project life cycle.
The management of cotton yield behavior in agricultural areas is a very important task because it influences and specifies the cotton yield production. An efficient knowledge-based approach utilizing the method of fuzzy cognitive maps (FCMs) for characterizing cotton yield behavior is presented in this research work. FCM is a modelling approach based on exploiting knowledge and experience. The novelty of the method is based on the use of the soft computing method of fuzzy cognitive maps to handle experts’ knowledge and on the unsupervised learning algorithm for FCMs to assess measurement data and update initial knowledge.The advent of precision farming generates data which, because of their type and complexity, are not efficiently analyzed by traditional methods. The FCM technique has been proved from the literature efficient and flexible to handle experts’ knowledge and through the appropriate learning algorithms can update the initial knowledge. The FCM model developed consists of nodes linked by directed edges, where the nodes represent the main factors in cotton crop production such as texture, organic matter, pH, K, P, Mg, N, Ca, Na and cotton yield, and the directed edges show the cause–effect (weighted) relationships between the soil properties and cotton field.The proposed method was evaluated for 360 cases measured for three subsequent years (2001, 2003 and 2006) in a 5 ha experimental cotton yield. The proposed FCM model enhanced by the unsupervised nonlinear Hebbian learning algorithm, was achieved a success of 75.55%, 68.86% and 71.32%, respectively for the years referred, in estimating/predicting the yield between two possible categories (“low” and “high”). The main advantage of this approach is the sufficient interpretability and transparency of the proposed FCM model, which make it a convenient consulting tool in describing cotton yield behavior.
Purpose – The purpose of this paper is to identify, assess and explore potential risks that Chinese companies may encounter when using, maintaining and enhancing their enterprise resource planning (ERP) systems in the post-implementation phase.
Design/methodology/approach – The study adopts a deductive research design based on a cross-sectional questionnaire survey. This survey is preceded by a political, economic, social and technological analysis and a set of strength, weakness, opportunity and threat analyses, from which the researchers refine the research context and select state-owned enterprises (SOEs) in the electronic and telecommunications industry in Guangdong province as target companies to carry out the research. The questionnaire design is based on a theoretical risk ontology drawn from a critical literature review process. The questionnaire is sent to 118 selected Chinese SOEs, from which 42 (84 questionnaires) valid and usable responses are received and analysed.
Findings – The findings identify a set of 40 ERP exploitation risks, which concentrate around operational, analytical, organisation-wide and technical issues. The top ten identified ERP risks and associated causes and consequences are discussed extensively in this paper. The study also explores and identifies ten statistical correlations between the risks identified.
Research limitations/implications – This study contributes to the knowledge of ERP in general, and provides valuable insights into ERP exploitation risks in Chinese SOEs in particular.
Practical implications – The findings can be used by practitioners for the management and prevention of potential risks in ERP post-implementation.
Originality/value – The need for the research emerges from the growing awareness in the field that there is a scarcity of studies focusing on ERP post-implementation, in contrast with an over-abundance of studies focusing on implementation and project management aspects.
This book outlines a new approach to the analysis of decision making based on "cognitive maps." A cognitive map is a graphic representation intended to capture the structure of a decision maker's stated beliefs about a particular problem. Following introductory chapters that develop the theory and techniques of cognitive mapping, a set of five empirical studies applies these new techniques to five policy areas. Originally published in 1976. The Princeton Legacy Library uses the latest print-on-demand technology to again make available previously out-of-print books from the distinguished backlist of Princeton University Press. These paperback editions preserve the original texts of these important books while presenting them in durable paperback editions. The goal of the Princeton Legacy Library is to vastly increase access to the rich scholarly heritage found in the thousands of books published by Princeton University Press since its founding in 1905.
Purpose
The purpose of this paper is to propose a systematic and customisable framework, titled the 9D approach, aiming to evaluate the enterprise resource planning (ERP) systems as well as to identify potential socio-technical problems, misfits and deficiencies that can cause ERP failure during the system post-implementation phase.
Design/methodology/approach
The proposed 9D ERP evaluation framework includes nine dimensions and 85 evaluation criteria. This theoretical framework is then used in a six-step evaluation process based on a mixed-methods design. A case study involving a large-size private company in China was used as an exemplification to illustrate how the proposed 9D approach can be applied in practices.
Findings
The findings of the study clearly demonstrated that after the ERP “go-live” point, companies still experience many challenges and problems in the post-implementation phase. These problems can be located in very diverse organisational, systemic and personnel aspects of the company, as well as across different functional areas and organisational levels. The proposed 9D approach was demonstrated to be an efficient and systematic tool to investigate and explore such ERP problems in an in-depth level within the organisational context.
Research limitations/implications
This study contributes to the theory of IS evaluation in general, and provides valuable insights into the ERP post-implementation evaluation in particular.
Practical implications
The proposed ERP evaluation approach forms a sound base for continuous ERP improvement and contributes to sustain seamless alignment between ERP and its organisational context. The customisable feature of the framework offers flexibility and enables its use by companies of all sizes, any sector, and any country.
Originality/value
To the best of the researchers’ knowledge, this is the most extensive and comprehensive framework for the post-evaluation of ERPs proposed hitherto. The need for this new framework was grounded on the argumentation of the drawbacks of existing ERP measurement and evaluation studies that simply focus on success rather than the more critical failure factors.
The research reported in this paper aimed to identify and explore potential cultural, operational, managerial, organisational and technical barriers and risks that can affect successful long-term exploitation of Enterprise Resource Planning (ERP) systems in Chinese SOEs. The study adopted a mixed-methods research design, which consisted of a questionnaire survey and a follow-up multiple case study. Businessoriented and human-related challenges associated with management deficiencies in Chinese SOEs were found to be the main triggers of the complicated network of ERP exploitation barriers and risks. The importance of these crucial business and organisational barriers however are often underestimated by SOE managers. This study thus concluded by suggesting that Chinese SOEs need to become more aware of the critical importance and the networked nature of the organisational barriers identified. Properly managing this type of ERP obstacles can help Chinese SOEs to mitigate and remove other ERP challenges and risks and thus ensuring long-term success in ERP post-implementation.
Purpose ‐ The purpose of this paper is to investigate the external and internal factors that contribute to assimilation of enterprise resource planning (ERP) system in the organization through the processes of adapting, routinizing and institutionalization of technology. Design/methodology/approach ‐ This research follows qualitative interpretive approach. The results produced in this paper are based on thematic analysis of responses from open-ended interviews with ERP stakeholders in large size Australian organizations. The research findings have been further triangulated with surveys and content analysis. Findings ‐ This research is still in progress; therefore, this paper presents the results of the field study conducted so far along with the instrument used to collect data. This instrument consists of a list of selected questions based on the thorough review of current information systems literature. However, the major finding of this study, thus far, is that the ERP implementation is a process of aligning technology with organizational, social, cultural, economic, technical, and other organizational environmental institutions. Research limitations/implications ‐ The major research limitation of this study is that it is still in progress, therefore, the results reported in this paper are emergent and not complete. Another limitation of this paper is that it is Australian specific; therefore, the generalizability of the results in other settings cannot be ascertained. Nevertheless, this research contributes to the ERP implementation literature by applying a stage-based model which takes into account the pre-implementation, implementation and post-implementation stages of ERP assimilation into an integrated structure. Practical implications ‐ This research concludes that ERP assimilation is characterized and shaped by mutual interactions of various organizational, social, cultural, environmental, and other institutional factors. The research framework developed in this study may be mastered as a decision-making tool by business manager to guide the organization through various stages of ERP institutionalization. Originality/value ‐ Institutionalization of ERP technologies is a recent phenomenon and this field is far for being matured. This research is based in Australian settings where they have been no previous study of institutionalization of technology.
This paper addresses the problem of defining and evaluating the success of ERP throughout the life cycle of the information system. In order to solve this problem, many of the theoretical and empirical contributions on the success of the information system are analysed and discussed.
This approach allows the development of a new model; especially in Delone & Mclean supported research.
This work will try to establish a different perspective on the success of the ERP and can be an encouragement to some organizations or the many researchers that will be engaging in these areas, in order to help achieve more clearly the expected performance in the acquisition phase of ERPs. Many times that performance does not always happen [1].
Enterprise risk management has become an important consideration in all aspects of business, including production planning. Business risk scorecards are important tools to monitor the performance of organisations. This article demonstrates the value of business scorecards as a means to monitor organisational performance with respect to risk management. A small bank credit loan case is used to make this demonstration. The relevance of small business scorecards to operations and supply chain management as a means to implement enterprise risk management is discussed.
Firms adopting Enterprise Resource Planning (ERP) have to maintain their applications until the end of the system life span. Proper ERP maintenance is a condition that is necessary to achieve the benefits expected of these packages. However, too many ERP maintenance projects result in failure. Numerous risks affect the development of these projects due to their size, complexity and high chance of failure. Therefore, risks management in ERP maintenance projects is a critical issue. In order to help practitioners, this paper studies the risks in this kind of projects. Particularly, we have built Fuzzy Cognitive Maps (FCMs) of ERP maintenance risks. The main advantage of FCM lies in them being capable of modelling complex phenomena based on the experts’ perceptions. This tool models uncertainty and related events, imitating human reasoning. The tool proposed specifically models ERP maintenance project outcomes and risks perceptions, as well as their hidden interactions. Moreover, FCMs enable the developing of forecasting exercises through simulations. Practitioners would thus assess the joint influence of ERP maintenance risks on project outcomes. The results make known to practitioners which problems will arise if the risks are not treated, and how these will impact on the outcomes of projects. Therefore, the tool proposed would help them to manage ERP maintenance projects risks in a more effective and proactive way.
Fuzzy cognitive maps (FCMs) are fuzzy-graph structures for representing causal reasoning. Their fuzziness allows hazy degrees of causality between hazy causal objects (concepts). Their graph structure allows systematic causal propagation, in particular forward and backward chaining, and it allows knowledge bases to be grown by connecting different FCMs. FCMs are especially applicable to soft knowledge domains and several example FCMs are given. Causality is represented as a fuzzy relation on causal concepts. A fuzzy causal algebra for governing causal propagation on FCMs is developed. FCM matrix representation and matrix operations are presented in the Appendix.
The impact of new regulatory requirements for internal control reporting on an organization's ability to maintain strategic flexibility has been debated in the popular press extensively. This paper tests theory from strategic management to examine the relationship between an organizations' pre-regulatory strength of strategic enterprise risk management (ERM) processes and their ability to react to new regulatory mandates. In the context of companies' adoption of SOX Section 404 internal control reporting requirements, we examine organizations' pre-SOX ERM processes, ERM supporting technologies, and organizational flexibility in order to better understand the antecedents to the difficulty encountered in meeting SOX 404 requirements. Using responses from 113 Chief Audit Executives (CAEs), we find that organizations with stronger strategic ERM processes and flexible organizational structures already in place incurred little difficulty in implementing SOX 404 mandates. On the other hand, organizations using weaker ERM processes, which focused on control compliance, experienced more difficulty. These findings provide key insights into the importance of strategic ERM in effectively complying with new regulatory controls in volatile environments.
The challenging problem of modeling and controlling complex systems is investigated using Fuzzy Cognitive Maps (FCMs). A mathematical
description of FCM models is presented, new construction methods and an algorithm are developed and extensively examined.
The issue of modeling the supervisor of large complex systems is addressed and is modeled using a FCM. A manufacturing example
is used to prove the usefulness of the proposed method. The problem of Decision Making process in Decision Analysis is considered
and analyzed using FCM models. A successful application of FCM theory in a health problem is provided.
KeywordsFuzzy Cognitive Maps-Modeling-Control Systems-Decision Systems
As Small and Medium Scale Enterprises (SMEs) are getting more customer-focused and profit driven they are adopting tools like Enterprise Resource Planning (ERP) systems in order to automate and integrate all of a company's business processes for the smooth functioning of the organization. Non-value adding business processes are removed and the organizational structure is streamlined with the use of ERP systems. The study reported in this paper aims to identify, assess and suggest improvements to ERP post-implementations shortcomings due to human related risk factors for a discrete manufacturing unit in India. The organizational human-related factors post implementation was analyzed by adopting in-depth interview and questionnaire responses as the main method of data collection. The findings identified that the success of ERP systems is hindered by resistance of users to technology change. The human factors found in the study were classified to be psychological, behavioral, incomplete training and human errors at the time of data entry. The study also indicates a strong need for change in the training structure provided by vendors in order to successfully implement the ERP system. In contrast with technical risks and disregarding the deficient business processes and business drawbacks, human-related risks due to change management techniques applied are more crucial to potential ERP failures and can have long term implications for the success of ERP usage in manufacturing units.
This paper proposes the use of fuzzy cognitive maps (FCMs) as a technique for supporting the decision-making process in effect-based planning. The goal is to determine alternative courses of action to realize the aims of an operation, and choose the best option among them. With adequate consideration of the problem features and the constraints governing the method used, an FCM is developed to model effect-based operations (EBOs). In this study, certain features that do not exist in the classical FCM method were added to our FCM concept value calculation algorithm; these include influence possibility, influence duration, dynamic influence value-changing, and influence permanence. The model developed was applied to an illustrative scenario involving military planning, and we comment on the usefulness of the proposed methodology.
Although ERP systems were already introduced many years back and were implemented in different organizations, there are still companies who hesitate to decide about establishing ERP systems in their structure. This hesitation will itself result in the projects to go in vain. On the other hand, taking into account the Iranian organizations, the unfamiliarity with these systems is obviously comprehended, something that stems from the lack of information in decision-makers and managers concerning the above-mentioned issue, together with the feeling of fear and inconvenience with this novel technology.Taking into account the lack of successful prior experience of ERP implementation in Iranian automotive industry, these failures have acted as obstacles for the decision-makers to move towards establishment of the system.Bearing in mind all the above, this article, through reviewing the intra- and extra-organizational limitations, has tried to provide a suitable and practical model for decision-makers to take precise steps in implementing ERP systems in Iran. This model has been operationally tested and simulated in Bahman motor company. The overall schema of the model and also the evaluation results in the aforementioned company have been incorporated in the results of this essay with the intention to decrease the decision-making risks and, therefore, success of these types of projects. This would per se lead to further related investigations, and managers and decision-makers in companies can take advantage of the results.
In recent years, an increasing number of companies that have implemented ERP systems have expressed disappointment over a failure to reach anticipated goals. A major reason for this failure is the inefficient use of the ERP system by employees. Therefore, the critical issue is how users can most effectively take advantage of an ERP system. Post-implementation learning plays an important role in facilitating ERP usage and thus promotes individual performance. Particularly, the integrated and sophistic natures of ERP systems force users to learn continuously after ERP implementation. This study employed a survey method to examine the perceptions of a dataset of 659 ERP users. We found that ERP usage facilitates individual performance, including individual productivity, customer satisfaction and management control, and post-implementation learning contributes to all three types of ERP usage, including decision support, work integration and customer service. Our findings can provide academics and practitioners with knowledge of how to improve ERP usage and ensure individual performance impacts.
Fuzzy cognitive maps (FCMs) are a very convenient, simple, and powerful tool for simulation and analysis of dynamic systems. They were originally developed in 1980 by Kosko, and since then successfully applied to numerous domains, such as engineering, medicine, control, and political affairs. Their popularity stems from simplicity and transparency of the underlying model. At the same time FCMs are hindered by necessity of involving domain experts to develop the model. Since human experts are subjective and can handle only relatively simple networks (maps), there is an urgent need to develop methods for automated generation of FCM models. This study proposes a novel learning method that is able to generate FCM models from input historical data, and without human intervention. The proposed method is based on genetic algorithms, and requires only a single state vector sequence as an input. The paper proposes and experimentally compares several different design alternatives of genetic optimization and thoroughly tests and discusses the best design. Extensive benchmarking tests, which involve 200 FCMs with varying size and density of connections, performed on both synthetic and real-life data quantifies the performance of the development method and emphasizes its suitability.
Conducting Risk Management of Enterprise Resource Planning (ERP) projects is an ambitious task. ERP projects are complex undertakings for business enterprises, as the associated risk factors include myriad technological, managerial, psychological and sociological aspects. Moreover, such factors are often tightly interconnected and can have indirect effects on projects. Such features make Risk Management more difficult, uncertain and important than in traditional projects, especially in the Assessment stage.The aim of this paper is to propose an innovative technique to support Risk Analysis in order to provide a better, more structured and systematic understanding of the major relations amongst various risk factors, on the one hand, and between risk factors and the specific effects associated with ERP projects, on the other. A real case study regarding a multinational company and involving a panel of experts and practitioners is presented to illustrate application of the method.
Purpose
Case studies examining long‐term ERP system success/failure are scarce. However, there is a clear need for critical knowledge in this field. This paper aims to address this issue through providing evidence from a case study completed in an after‐sales division of a multinational corporation.
Design/methodology/approach
Data were collected from ERP users in two phases: during the so‐called shakedown phase and two years after system implementation. Data gathering was done by means of a questionnaire based on the DeLone and McLean model.
Findings
Overall, user evaluations were more negative in the shakedown phase. However, problems were still identified two years after system implementation. For example, the quality of user support was considered to have worsened during this time. Evaluations also differed depending on the user's respective business process and user type. For instance, data integration was generally identified as a positive issue, but at the same time others considered it a downside of the new system.
Research limitations/implications
The research results are based on data from one organization, which naturally limits the generalizability of the findings.
Practical implications
Although the study relies on case‐based evidence, it underlines the value of using user evaluations in identifying problem areas during the ERP implementation process. Results elaborate on the effects that ERP system inflexibility and integration may have in a complex business environment.
Originality/value
The study is seminal in its field as evidence covers multiple points in time. The results are valuable for improving the quality of ERP evaluation in companies as well as for developing research in this curriculum.
Selection of supply chain partners is an important decision involving multiple criteria and risk factors. This paper proposes a fuzzy multi-objective programming model to decide on supplier selection taking risk factors into consideration. We model a supply chain consisting of three levels and use simulated historical quantitative and qualitative data. We propose a possibility approach to solve the fuzzy multi-objective programming model. Possibility multi-objective programming models are obtained by applying possibility measures of fuzzy events into fuzzy multi-objective programming models. Results indicate when qualitative criteria are considered in supplier selection, the probability of a certain supplier being selected is affected.
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- P D'ambrosio
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The role of strategic enterprise risk management and organizational flexibility in easing new regulatory compliance
- amold