پیاده سازی برنامه ریزی منابع سازمانی موفق در شرکت اتیوپی: مطالعه موردی از پیاده سازی برنامه ریزی منابع سازمانی در مهندسی صنایع با مسئولیت محدود

The implementation of enterprise resource planning (ERP) systems has been known to be much more difficult than the development of a computer application supporting a single business function. In this article, the researcher presents a case study of an ERP system implementation by a medium company in Ethiopia. Mesfine Industrial Engineering (MIE) Pvt. Ltd. is a vast unrivalled metal construction and electromechanical engineering in Ethiopia, and has recently adopted and implemented an ERP system. The paper examines key dimensions of implementation of ERP system within MIE and takes an in-depth look at the issues behind the process of ERP implementation by focusing on business and technical as well as cultural issues at the heart of the MIE implementation. The case study also looks at the implementation risks and reports how MIE coped with the typical challenges that most medium organizations face when implementing an ERP system.

Firms around the world have been implementing ERP systems since the 1990s to have a uniform information system in their respective organizations an d to re-engineer their business processes [1]. ERP system implementation process involves a wide range of complicated resources and issues. With no plan or supporting procedure, companies may spend tons of money, resource, and time on ERP implementation but not enjoy a bit of the benefit ERP system should have brought out [2-10]. A successfully implemented ERP system has the advantages of reduced cost and high system quality [11]. It can also yield benefits to its customers not only because they can purchase products or goods at low prices resulting from the cost savingsbut also because they share the data of the production line in real time [12]. The benefit of ERP systems is highly dependent on the success of its implementation. In order to get the best out of ERP system the implementation must be managed as a program of wide ranging organizational change initiative rather than asa software installation effort [13]