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ERP Implementation in the Indian Context: Examining Perceptions on Success Factors

ERP Implementation in the Indian Context: Examining Perceptions on Success Factors. Anastasia Papazafeiropoulou Department of IS & Computing, Brunel University, UK Dwivedi, Y., Sukumar, R., Williams, M. Swansea university, UK. Agenda. Introduction Research Method Findings Discussion

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ERP Implementation in the Indian Context: Examining Perceptions on Success Factors

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  1. ERP Implementation in the Indian Context:Examining Perceptions on Success Factors Anastasia Papazafeiropoulou Department of IS & Computing, Brunel University, UK Dwivedi, Y., Sukumar, R., Williams, M. Swansea university, UK

  2. Agenda • Introduction • Research Method • Findings • Discussion • Conclusion

  3. Introduction • ERP Systems – Backbone of E-business. • Widely implemented in developed countries and less prevalent in developing counties. • India is major provider of IT services to the western world. • Research aims: • Explore the factors responsible for successful implementation of ERP systems in India. • Perceptions of CSF between locally owned and multinational companies in India.

  4. Research Method • Method: Survey • Respondents: Business Analysts and Project Managers with ERP business and technical expertise. • Questionnaire: Fourteen questions representing the CSFs • Design Type: Likert scale to determine the perception of importance of the factors.

  5. Findings • Profile of Respondents Organization Type and Respondent Type: Cross Tabulation

  6. Findings • Descriptive Statistics: Importance of Examined Factors

  7. Findings • Three most important success factors regarding implementation of ERP systems: • Business Plan and Vision • Project Management • Top Management Support • t – Test for Organization type indicates nosignificant difference in the perceptions of CSF between the two types of companies.

  8. Discussion • Cost is a CSF as some Indian companies may not be able to handle initial investment. • Top Management support is crucial in terms of resource remittance and major decisions. • BPR may be a challenge considering low regulation levels and unconventional business process. • Training and Education may need extra emphasis as ERP knowledge is less for end users in India.

  9. Discussion • Vendor selection is fundamental as business process and ERP system alignment is critical. • Software development, testing and troubleshooting have significantly high emphasis as India is one of the largest outsourcing hubs for IT development. • Business plan and vision must be transparent to all members of the team. • ERP implementation can be a success only if it is driven towards a common goal.

  10. Conclusion • Initial attempt to understand the adoption of ERP Systems in an Indian context. • Business plan and vision, Project management, Top management support and Vendor selection are among the top CSFs. • Significant difference in the level of importance given to two CSFs by BA and PM. • Locally-owned Indian companies and multinational companies in India undertake ERP implementations in the same manner.

  11. THANK YOU!

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