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Process efficiency of the enterprise resource planning adoption

Process efficiency of the enterprise resource planning adoption Purpose – The purpose of this paper is to examine the performance of business processes, operational process efficiency and profitability of enterprise resource planning (ERP) pre‐ and post‐adoption in the long term. The paper also aims to examine the factors of ERP supplier types and firm size in Taiwan. Design/methodology/approach – The paper measures business process (structure capital value added and operational expense ratio), process efficiency (account receivable turnover and inventory turnover) and profitability (continuing operating income and net profit margin) of pre‐ and post‐adoption ERP. First, the overall samples are tested. Second, ERP performances are compared, classified as large, medium and small. Finally, the ERP performances, classified as international and local supplier, are compared using the Wilcoxon rank test. Findings – The results show that the business process, process efficiency, and profitability increase in the fourth or fifth years. This shows that the benefits of ERP are evident in the long term. Regarding firm size, big firms enhance their business process through process efficiency and financial performance. Medium‐sized firms raise continuing operating income only in the first five years. Small firms show no improvement. The results show that the business process, relating to process efficiency and profitability, demonstrates significant improvements in implementing international ERP vendors. Adversely, firms using local ERP systems have a diminished outcome in overall performance. Practical implications – This paper suggests that when companies plan to adopt an ERP system, large firms possess more advantages than medium‐sized or small firms and international ERP vendors are preferable to local systems. Originality/value – Previous research has rarely compared the results of process reengineering after ERP system implementation. This paper offers insight into ERP adopters in the electronics industry. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Industrial Management & Data Systems Emerald Publishing

Process efficiency of the enterprise resource planning adoption

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References (33)

Publisher
Emerald Publishing
Copyright
Copyright © 2009 Emerald Group Publishing Limited. All rights reserved.
ISSN
0263-5577
DOI
10.1108/02635570910991319
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to examine the performance of business processes, operational process efficiency and profitability of enterprise resource planning (ERP) pre‐ and post‐adoption in the long term. The paper also aims to examine the factors of ERP supplier types and firm size in Taiwan. Design/methodology/approach – The paper measures business process (structure capital value added and operational expense ratio), process efficiency (account receivable turnover and inventory turnover) and profitability (continuing operating income and net profit margin) of pre‐ and post‐adoption ERP. First, the overall samples are tested. Second, ERP performances are compared, classified as large, medium and small. Finally, the ERP performances, classified as international and local supplier, are compared using the Wilcoxon rank test. Findings – The results show that the business process, process efficiency, and profitability increase in the fourth or fifth years. This shows that the benefits of ERP are evident in the long term. Regarding firm size, big firms enhance their business process through process efficiency and financial performance. Medium‐sized firms raise continuing operating income only in the first five years. Small firms show no improvement. The results show that the business process, relating to process efficiency and profitability, demonstrates significant improvements in implementing international ERP vendors. Adversely, firms using local ERP systems have a diminished outcome in overall performance. Practical implications – This paper suggests that when companies plan to adopt an ERP system, large firms possess more advantages than medium‐sized or small firms and international ERP vendors are preferable to local systems. Originality/value – Previous research has rarely compared the results of process reengineering after ERP system implementation. This paper offers insight into ERP adopters in the electronics industry.

Journal

Industrial Management & Data SystemsEmerald Publishing

Published: Sep 25, 2009

Keywords: Manufacturing resource planning; Business process re‐engineering; Intellectual capital; Business performance; Electronics industry; Taiwan

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