success factors of erp implementation in smes in malaysia
success factors of erp implementation in smes in malaysia
success factors of erp implementation in smes in malaysia
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http://www.ijccr.com<br />
International Manuscript ID : ISSN2249054X-V2I6M5-112012<br />
VOLUME 2 ISSUE 6 November 2012<br />
<strong>implementation</strong> <strong>in</strong> SMEs. In this way, report<strong>in</strong>g is able to manifest the outcomes <strong>of</strong><br />
team members’ efforts.<br />
As a closer view, bus<strong>in</strong>ess plan and long-run vision is another aspect <strong>in</strong> <strong>success</strong>ful<br />
ERP <strong>implementation</strong>. This category is strategically varied. Variables such as clear<br />
goals and objectives, ERP strategy and <strong>implementation</strong> methodology, and look<strong>in</strong>g at<br />
ERP as a strategic <strong>in</strong>vestment have more portion <strong>in</strong> regards <strong>of</strong> <strong>success</strong>ful<br />
<strong>implementation</strong>. The efficient strategy, clear goals, mission and vision <strong>of</strong><br />
<strong>implementation</strong> <strong>in</strong> IT projects <strong>in</strong> SMEs can reduce the cost <strong>of</strong> <strong>implementation</strong>. Some<br />
consultants aid top managers to select methodology <strong>in</strong> provid<strong>in</strong>g company’s goals.<br />
Therefore, managers should see ERP <strong>implementation</strong> and IT adaption as a strategic<br />
<strong>in</strong>vestment as well. Plus, many small corporations which are not regard<strong>in</strong>g these<br />
variables might fail its <strong>implementation</strong>. Bus<strong>in</strong>ess and IT legacy systems category has,<br />
hitherto, a critical functions to prevent high cost <strong>implementation</strong>. In order to <strong>in</strong>tegrate<br />
and communicate between legacy systems <strong>in</strong> ent<strong>erp</strong>rises and ERP system, there<br />
would technically be troubles if s<strong>of</strong>tware solution can’t match <strong>of</strong>f the-shelf –bus<strong>in</strong>ess.<br />
Subsequently, it is crucial to check pre-exist<strong>in</strong>g data and system, and assess IT<br />
<strong>in</strong>frastructure skill <strong>in</strong> company. On the other hand, dur<strong>in</strong>g and after <strong>implementation</strong> IT<br />
projects recognize s<strong>of</strong>tware analysis, test<strong>in</strong>g and trouble shout<strong>in</strong>g.<br />
Based on this survey, <strong>in</strong> this category, two variables which play the more important<br />
roles are adequate test<strong>in</strong>g and data accuracy. It is essential to put accurate data <strong>in</strong>to<br />
ERP system modules, which otherwise would affect other modules and hence<br />
provid<strong>in</strong>g <strong>in</strong>accurate results. The majority <strong>of</strong> <strong>success</strong>ful ERP observe this rule. Test<strong>in</strong>g<br />
and trouble shout<strong>in</strong>g <strong>in</strong> developed system <strong>in</strong>stalled <strong>in</strong> ent<strong>erp</strong>rises can keep the system<br />
up while solv<strong>in</strong>g technical issues as well.<br />
Careful selection <strong>of</strong> consultant from CEO is a ma<strong>in</strong> decision. Doma<strong>in</strong> knowledge <strong>of</strong><br />
consultant sets up what package is fitted for bus<strong>in</strong>ess and also coord<strong>in</strong>at<strong>in</strong>g
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