Enhancing Small and Medium-sized Enterprises' Performance through the Implementation of ERP Systems

Rochester Institute of Technology Rochester Institute of Technology

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Theses

5-10-2023

Enhancing Small and Medium-sized Enterprises' Performance Enhancing Small and Medium-sized Enterprises' Performance

through the Implementation of ERP Systems through the Implementation of ERP Systems

Fatimah El Chediak

[email protected]

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Recommended Citation Recommended Citation

El Chediak, Fatimah, "Enhancing Small and Medium-sized Enterprises' Performance through the

Implementation of ERP Systems" (2023). Thesis. Rochester Institute of Technology. Accessed from

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RIT



Enhancing Small and Medium-sized Enterprises' Performance through the Implementation

of ERP Systems

Fatimah El Chediak

A Capstone Submitted in Partial Fulfilment of the Requirements for the

Degree of Master of Engineering in Engineering Management

Department of Engineering

Rochester Institute of Technology

RIT Dubai

May 10, 2023

RIT



Master of Engineering in

Engineering Management

Graduate Paper/Capstone Approval

Student Name: Fatima El Chediak

Paper/Capstone Title: Enhancing Small and Medium-sized Enterprises' Performance through

the Implementation of ERP Systems

Graduate Paper/Capstone Committee:

Name Designation Date

AmolGore ProfessorofIndustrial

Engineering

Name Designation Date

MuhammedImran ProfessorofIndustrial

Engineering

TableofContents:
RIT......................................................................................................................................................i
RIT....................................................................................................................................................ii
TableofContents:...........................................................................................................................iii
ListofFigures:..................................................................................................................................v
Abstract............................................................................................................................................vi
Keywords:.......................................................................................................................................vii
Introduction.......................................................................................................................................1
ProblemStatement............................................................................................................................2
Objectives.........................................................................................................................................2
Methodology.....................................................................................................................................3
LiteratureReview:............................................................................................................................4
1.BenefitsandImpactsofERPSystemsonSMEs......................................................................4
2.FactorsInfluencingSuccessfulERPAdoptioninSMEs:.........................................................6
3.CriticalSuccessFactors:...........................................................................................................8
4.ChallengesandBarriersFacedbySMEs................................................................................10
5.RecommendationsandStrategiesforSMEsinERPAdoption..............................................12
CaseStudy:.....................................................................................................................................14
SampleSelection:...........................................................................................................................18
SurveyQuestions:.......................................................................................................................18
iii

PotentialOutcome:......................................................................................................................20
SurveyResults:............................................................................................................................21
3.CriticalSuccessFactors:.........................................................................................................26
4.Challenges:..............................................................................................................................28
5.BenefitsandOutcomes:..........................................................................................................29
SurveyAnalysis:.............................................................................................................................31
Conclusion.....................................................................................................................................32
References.......................................................................................................................................34
iv

ListofFigures:
Figure1:Survey-CompanySize......................................................................................................22
Figure2:Survey-IndustryDiversity.................................................................................................22
Figure3:Survey-CompanyRevenue...............................................................................................23
Figure4:Survey-CompanyERPAdoptionRate..............................................................................24
Figure5:Survey-ReasonsforNon-Implementation........................................................................24
Figure6:Survey-TimeSinceERPImplementation.........................................................................25
Figure7:Survey-ERPVendorDiversity..........................................................................................25
Figure8:Survey-ERPImplementationReasons..............................................................................26
Figure9:Survey-ManagementSupportImportance........................................................................26
Figure10:Survey-CommunicationImportance...............................................................................27
Figure11:Survey-TrainingImportance...........................................................................................27
Figure12:Survey-VendorImportance.............................................................................................28
Figure13:Survey-ERPImplementationChallenges.......................................................................28
Figure14:Survey-InventoryManagementImprovements..............................................................29
Figure15:Survey-InventoryProductionPlanningImprovements..................................................30
Figure16:Survey-InterdepartmentalCoordinationImprovements.................................................30
Figure17:Survey-Decision-MakingImprovement.........................................................................31
v

Abstract

Smallandmedium-sizedbusinesses(SMEs)haverecognizedenterpriseresourceplanning(ERP)

systemsasvitalforenhancingorganizationalefficiency,decision-makingprocesses,andoverall

competitiveness.However, the effectiveimplementationof  thesesystems frequently  presentsa

varietyofobstaclesthatcanpreventtheattainmentoftheirpotentialbenefits.Thepurposeofthis

researchistoinvestigatethecriticalsuccessfactorsandobstaclesthatinfluencetheimplementation

ofERPsystemsinSMEsandtoprovidesuggestionsforovercomingtheseobstaclesandoptimizing

ERP  adoption.  The  study  employs  a  mixed-methods  approach,  combining  a  comprehensive

literaturereviewwithprimarydatacollectedfromasurveyadministeredtoarandomsampleof176

SMEsfromvariousindustriesandlocationsintheUnitedArabEmirates.Thesurveyconcentrates

onfactorsthatinfluencethesuccessofERPimplementation,suchastopmanagementsupport,the

effectivenessofcommunication,employeetraining,andsatisfactionwiththeselectedERPsystem.

Inaddition,thesurveyinvestigatestheprimaryobstaclesencounteredduringtheimplementation

process,includingemployeeresistance,reengineeringofbusinessprocesses,systemintegration,

andalackofITexpertise.Theresearchresults&recommendationisthatSMEsinvestinemployee

training,changemanagementinitiatives,andexternalexpertisetoensureaseamlesstransitionto

thenewsystem.ItalsoemphasizestheimportanceofselectinganERPsystemandvendorthatare

compatiblewiththeorganization'srequirements,industry,andsize.ERPsystemscansignificantly

improve  inventory  management,  production  planning, departmental  coordination,  and  decision-

makingprocessesinSMEsettingswhenimplementedeffectively.Thismaster'sthesisconcludes

with  valuable  insights  into  the  critical  success  factors  and  obstacles  associated  with  ERP

implementationinSME.SMEscanusetheresearchfindingsandrecommendationsasaframework

foradoptingERPsystems,allowingthemtomaximizethebenefitsandsurmountthechallenges

associatedwithdoingso.

Keywords:

ERP,  Decision-making  processes,  System  integration,  Success  factors  of  ERP,  SME,  Digital

Transformation

vii

Introduction

Enterprise  Resource  Planning  (ERP)  systems  are  now  an  important  component  of  the

majorityofsmallandmedium-sizedbusinesses(SMEs)inthe21stcentury.Thesesystems

provideaunifiedplatformforbusinessestoeffectivelymanagetheirresources,streamline

theiroperations,andenhancetheiroverallperformance(Liu&Fan,2020).ERPsystemsare

crucialinthecurrentbusinessclimatebecausecompaniesareunderincreasingpressureto

adaptrapidlytothechangingmarketconditionsandevolvingconsumerdemands.However,

implementinganERPsystemcanbedifficultduetoemployeeresistance,reengineeringof

businessprocesses,andsystemintegration(Muscatello,Small,&Chen,2003).Businesses

mustutilizeseniormanagementsupport,effectivecommunication,andemployeetrainingto

surmounttheseobstacles(Al-Masharietal.,2003;Muscatelloetal.,2003).Therefore,itis

crucialforbusinessestocarefullyplanandpreparebeforeimplementinganERPsystem.This

includesassessingtheorganization'sreadinessforchangeandselectingtherightERPsystem

thatalignswiththeirbusinessgoalsandprocesses.ERPsystemshavebeenfoundtoprovide

a  number  of  benefits,  such  as  improved  inventory  management,  enhanced  production

planning,andmoreefficientdecision-makingprocesses;however,itisimportanttonotethat

these  benefits  are  not  instantaneous  (Al-Mashari  et  al.,  2003;  Yusuf,  Gunasekaran,  &

Abthorpe,  2004).  Several  factors,  including  the  size  of  the  organization,  environmental

instability,  task  characteristics,  and  enterprise  strategy,  influence  the  ERP  system

implementation's  success  (Karimi,  Somers,  &  Gupta,  2015;  Mabert,  Soni,  &

Venkataramanan,2003;Al-Jabri&Roztocki,2015).Inaddition,withtherecentadventof

Industry4.0,theimportanceofERPsystemshasgrownevenfurtherthanever,connectto

governmentssystemsandprovidingfinancialreportsontheflyisanessentialcomponentto

keep  a  SME  Alive  (Hanson,  2020;  Morawiec  &  Sołtysik-Piorunkiewicz,  2023).

Consequently,theobjectiveof  this  thesis  is  to  investigate  the  factors  that  influence  the

successfulimplementationandutilizationofERPsystemsinSMEs.Thestudywillexamine

thechallengesandbenefitsofERPsystems,aswellastheimplementationsuccessfactors

thatmustbetakenintoaccount.

ProblemStatement

Astheindustry4.0isencouragingdigitaltransformationofcompanies,andinevitableERP

systemsareslowlybecominganessentialcomponentforSMEstosurvive.ManySMEsin

theUAEareenduringthechangesofimplementationandbenefitsofERPSsystems.Some

ERPsystemshavepotentialbenefitstoSMEsintermsofoperationalefficiency,decision

making,andoverallbusinessperformance.Ontheotherhand,somechallengeswillmake

implementationandsustaininganERPsystemdifficult.Moreover,thecontributingfactorsto

successfulERP  implementation arenot yetfully understood inthe UAE. Therefore,the

primaryobjectiveofthisresearchistoexploretheERPsystemsanditsbenefitstotheSMEs

intheUAE,bystudyingthecurrenttrendsintheindustry,identifyingthechallengesfacedby

SMEsinimplementingERPsystemsandanalyzingtheoperationalbenefitsforSMEsin

usingERPsystems.

Objectives

 UnderstandingthefactorsaffectingthesuccessfulimplementationofERPsystemsin

SMEs,  including  critical  success  factors,  implementation  style,  and  business

strategies.

 AnalyzethechallengesfacedbySMEsduringtheERPimplementationprocess,such

asemployeeresistance,businessprocessredesign,budgetlimitation,andlimitedIT

expertise.

 StudytheimpactofERPsystemsonSMEsintermsofoperationalefficiency,product

&inventoryplanning,departmentcoordination,anddecision-makingprocesses

 Recommendapotentialsolutiontoovercomeanychallengeandmaximsthebenefits

ofERPsystem

Methodology

To  address  the  research  objective,  a mixed-methods  approach  has  been  utilized,  which

includesacomprehensiveliteraturereview,aquantitativesurvey,andaqualitativecasestudy

analysis.TheliteraturereviewprovidesafoundationforunderstandingtheconceptofERP

systems,theirkeycomponents,andthefactorsthatinfluencetheirsuccessfulimplementation

inSMEs.

Thequalitativecasestudyanalysisentailsathoroughinvestigationofabusiness'successful

ERPinstallation.Additionally,thecasestudyoffersinsightsintothetacticsandbestpractices

thatotherSMEsmayusetodeployERPsystemseffectively.Consequently,thecasestudy

givesathoroughknowledgeoftheelementsthatcontributedtotheERPimplementation's

successandresultingadvantagesforthebusiness.

ThequantitativesurveyisdesignedtocollectdatafromastratifiedrandomsampleofSMEs

across  various  industries  and  locations,  focusing  on  their  experiences  with  ERP  system

implementation,challengesfaced,andbenefitsderived.Thesurveydataisanalyzedusing

descriptiveandinferentialstatisticstoidentifypatterns,trends,andrelationshipsamongthe

criticalsuccessfactors,challenges,andbenefitsofERPsystemsforSMEs.

LiteratureReview:

TheliteratureonEPRsystemsinSMEs)canbedividedintofivemainareas:benefitsand

impacts of ERPsystems,factorsinfluencing successfuladoption,critical success factors,

challengesandbarriersfacedbySMEs,andrecommendationsandstrategiesforSMEsin

ERP  adoption.  In  addition,  the  literature  review  will  provide  recommendations  on  ERP

systemsadoptionstrategies.

1.BenefitsandImpactsofERPSystemsonSMEs 

NumerousstudieshavestressedoutonthepotentialbenefitsofERPsystems forSMEs,

whichincludeincreasedefficiency,improveddecision-making,increasedresponsivenessto

marketchanges,andstrengthenedcooperationwithvendorsandcustomers.ERPsystemsare

complex  software  bundles  designed  to  integrate  business  processes  and  data  across  a

business.AccordingtoKlaus,Rosemann,andGable(2000),ERPsystemscanprovidea

rangeofbenefitstobusinesses,includingimproveddataaccuracy,enhancedefficiency,and

increased productivity.Inaddition, ERPsystems can helpovercomecommon challenges

suchaslimitedresources,lackofinformationtransparency,andlimitedITexpertise(Al-Jabri

&Roztocki,2015).Implementinganenterpriseresourceplanning(ERP)systemcanhelp

SMEs  address  these  challenges  by  improving  their  operations,  efficiency,  and  decision-

makingprocesses.ThefollowingisaliteraturereviewonthebenefitsofERPsystemsfor

SMEs,basedonthereferencesprovided:

 Increasedoperationalefficiency:ERPsystemscanhelpSMEsoptimizetheirbusiness

operations,takinglesstimeandefforttocompletebasictasks,suchasaccounting,

inventorycontrol,andorderprocessing(Muscatelloetal.,2003).Higherproductivity,

lowercosts,andswiftcustomerservicearealsosomeofthepositiveoutcomesof

implementinganERPsystem.

 Enhanceddecision-making:ERPsolutionsofferSMEsreal-timeaccesstoaccurate

data,enablingmanagerstotakepromptactionsandmakewell-informeddecisions

(Karimi  et  al.,  2015).  SMEs  can  better  understand  their  operations,  track  key

performancemetrics,anddetectimprovementopportunitieswithreliabledataattheir

fingertips.

 Increasedcollaboration:ERPsystemscanhelpSMEsestablishbetterdepartmental

and  staff  collaboration,  allowing  them  to  operate  more  efficiently  (Umble  et  al.,

2003).  Businesses  can  improve  their  operational  efficiency  and  effectiveness  by

exchanginginformationandworkingtowardsettargets.

 Bettercustomerservice:ERPsystemscanhelpSMEsprovidebettercustomerservice

byimprovingtheirabilitytomanagecustomerorders,keeptrackofinventorylevels,

andswiftlyandaccuratelyaddresscustomerinquiries(Yusufetal.,2004).Businesses

willbeabletoimproveoverallcustomersatisfactionandloyalty,withamuchmore

efficientandsuccessfulprocessingsystem.

 Improvedcompetitiveness:SMEscanenhancetheircapacitiestocompetewithlarger

businesses  in  terms  of  productivity,  efficiency,  and  customer  service,  by

implementing  an  ERP  system  (Al-Jabri  &  Roztocki,  2015).  SMEs  can  acquire  a

competitive  edge  and  set  themselves  up  for  long-term  success  by  embracing  the

advantagesofERP.

 Sustainable  operations:  A  sustainable  approach  to  ERP  implementation  can  help

SMEsreduce theirenvironmentalimpact,improvetheirsocialresponsibility,and

achievelong-termfinancialsuccess(Chofrehetal.,2014).SMEscanimprovetheir

reputations,  attract  new  clients,  and  set  themselves  apart  from  competitors,  by

adoptingsustainabilityintotheiroperations.

 Flexibilityandscalability:ERPsystemscanhelpSMEsadapttochangingmarket

conditionsandexpandtheiroperationsastheygrow(Klausetal.,2000).Byproviding

aflexibleandscalableplatform,ERPsystemscansupportSMEsthroughouttheir

lifecycle,fromstartuptogrowthandbeyond.

Some  SMEs  may  be  reluctant  to  adopt  an  ERP  system  due  to  cost-related  concerns,

complexity,orfearofhavingtheiroperationsinterrupted,eventhoughthereisconsiderable

evidence  of  the  advantages  of  using  ERP  systems  for  SMEs.  However,  SMEs  should

carefullyconsiderthebenefitsofimplementingERPsystems,giventherisingprevalenceof

cloud-basedERPsolutionsandthepotentialforincreasedefficiencyandcompetitiveness.

Forinstance,Mabert,Soni,andVenkataramanan(2003)examinedanSMEinthetextile

industrythathaddifficultyimplementingitsERPsystem,whichledtohighercosts,lost

business opportunities,  and strained  customerrelations.  This  problem primarily  occurred

whensomecustomersimplementedanERPsystemwithoutproperknowledgeorefficient

research.ThisincidentservesasareminderthatSMEscansuffersomeconsequencesfrom

poorERPimplementations.

2.FactorsInfluencingSuccessfulERPAdoptioninSMEs: 

ERPsystems'abilitytomergemultiplecompanyoperationsandserviceshasmadethema

vitalcomponentofthemodernbusinessworld.However,properimplementationisnecessary

to  fully  take  advantage of  ERP  systems.  There  are  several  variables  that  determine  the

successofan implementation, suchastheimplementationmode,enterprisestrategy,and

criticalsuccessfactors.ForSMEstohavesuccessfulERPimplementationsandmakethe

mostoutofthesystem,thefollowingfactorswillneedtobestudiedcarefully.

ImplementationMode:

One  of  the  critical  factors  influencing  the  success  of  ERP  adoption  in  SMEs,  is  the

implementation  mode.  There  are  two  common  implementation  modes:  phased

implementation  and  "big  bang"  implementation.  The  "big  bang"  implementation  can  be

riskierthanphasedimplementation,andthereasonisthatitinvolvesimplementingtheentire

systematonce,whichcancausedisruptionsanderrorsinoperations.Ontheotherhand,

phasedimplementationintroducesthesystemgradually,allowingbusinessestoidentifyand

addressanyissuesastheyarise.Forexample,Yusufetal.(2004)conductedacasestudyon

Enterprise  Information  System  (EIS)  project  implementation  in  Rolls-Royce,  where  the

company optedfor aphased implementation approach. The study foundthat thephased

implementation  approach  enabled  the  project  team  to  identify  and  address  issues  early,

leadingtoasuccessfulimplementation.LiuandFan(2020)alsofoundthataleadingstyle

managementapproachsignificantlyimprovedtheeffectivenessofphasedimplementationin

SMEs.

Theimplementationmodecansignificantlyaffectthesuccessoftheadoption,therefore,itis

important forSMEstocarefully  consider  the  implementation  approach  they  choose  and

ensurethatitalignswiththeirgoalsandresources.

EnterpriseStrategy:

InthestudybyMuscatelloetal.(2003),amanufacturingcompany'sadoptionofanERP

systemwasalreadyinlinewiththebusiness'strategytoimproveclients’satisfactionandthe

company’smanufacturingprocesses.HavinganERPsystemhelpedthecompanysimplifyits

operationssignificantly,whilebeingprovidedwithreal-timedatavisibilityandimproved

performance.  Additionally,  the  ERP  system's  implementation  decreased  lead  times  and

inventorylevels,allowingthebusinesstobetterutilizeitsresourcesandcutcosts.Thestudy

emphasizestheimportanceofmatchingtheenterprisestrategywithERPsystemsinorderto

ensureasuccessfulimplementation.Thefindingsalsosuggestthatathoroughanalysisofthe

business  processes  and  requirements  should  be  conducted  before  implementing  an  ERP

system,  to  ensure  its  alignment  and  compliance  with  the  goals  and  objectives  of  the

organization,intheshortandlongterms.

3.CriticalSuccessFactors: 

ThearticlebyUmble,Haft,andUmblefrom2003offersathoroughanalysisofthecritical

successfactors(CSFs)connectedtotheimplementationofERPsystems.Toevaluatethese

successfactors,theauthorsexaminedthefindingsofpreviousstudiesintheliterature.

TopmanagementsupportiscriticaltothesuccessoftheERPimplementationprocess.It

mustshowaclearcommitmenttotheproject,providethenecessaryresources,andconvey

thesignificanceoftheERPsystemtotheentireorganization,accordingtotheauthors.To

furtherensurethesuccessoftheimplementation,topmanagementmustalsobepreparedto

takerisksandmakedifficultdecisionswhennecessary.

Theinvolvementofkeystakeholdersintheimplementationprocessiscrucialtoitssuccess.

Endusers,functionalmanagers,andITstaffareallincludedinthis.Accordingtotheauthors,

involvingthesestakeholdersearlyintheprocessensuresimplementationaccuracyandthe

fulfillmentofbusinessneeds.

Anotherfactorisbusinessprocessreengineering(BPR)inERPimplementation.Theauthors

pointedoutthatBPRcanhelpdetermineanddealwiththesechanges,becauseERPsystems

commonlyconsidersignificantchangestoalready-existingbusinessprocesses.Toprevent

unneeded  disruptions  to  the  organization,  the  authors  also  advised  that  BPR  should  be

carefullyplannedandcarriedout.

TrainingandeducationwerealsoidentifiedasimportantCSFsinERPimplementation.To

ensurethatthenewsystemisusedeffectively,theauthorspointedoutthatend-usersmust

receiveadequate training onit. In order tokeep usersupto date onthe newest system

featuresandcapabilities,theauthorsalsosuggestedimplementingcontinuouseducationand

trainingprograms.

Accordingtotheauthors,inordertosuccessfullymanageresources,timelines,andbudgets,

projectmanagersmusthaveathoroughunderstandingofthesystemanditsimplementation

requirements.

The success of ERP:

ERP  implementation  can  be  evaluated  based  on  several  metrics,  such  as  ROI,  system

functionality,  user  satisfaction,  and  organizational  performance.  A  successful  ERP

implementation  can  improve  organizational  performance  by  enhancing  operational

efficiency,dataaccuracy,anddecision-making.However,otherfactorssuchasindividuals,

the  process, and  organizational  factors  also  play  a  huge  role  in  the  success  of  an  ERP

implementation.Muscatelloetal.(2003)andChofrehetal.(2014)suggestedthatsustainable

ERPsystemsshouldconsiderenvironmental,social,andeconomicfactorstoalignwiththe

business'  sustainability  goals.  In  the  age  of  Industry  4.0,  the  success  of  an  ERP

implementationisheavilydependentontheadoptionofemergingtechnologies,suchascloud

computationandtheInternetofThings(IoT).MorawiecandSotysik-Piorunkiewicz(2023)

proposedaframeworkbasedontheTechnology-Organization-Environment(TOE)model,to

facilitateERPsystemdevelopmentforbusinessagilityinIndustry4.0.

TakingRolls-Royce,aUK-basedengineeringcompany,asanexample,Yusufetal.(2004)

conducted acasestudyoftheproject implementationofEnterprise Information Systems

(EIS).ThegoalbehinditwastoidentifythekeyaspectsthatinfluencethesuccessofEIS

projects.Accordingtothestudy,projectmanagementwasessentialtothesuccessofEIS

projects.  The  PRINCE2  methodology,  which  offered  a  structured  approach  to  project

management,wasadoptedbytheprojectteamtoguaranteethattheprojectproducedthe

requiredoutcomes.Thestudyalsodiscoveredthatthesuccessofaprojectdependedonthe

participationofmainstakeholders,includingseniormanagementandendusers.Theproject

gainedappropriateresourcesandfunding,thankstotheuppermanagement'sbacking,aswell

astheendusers'inputinmakingsurethesystemfulfilledtheirdemandsandwassimpleto

use.  Overall,  the  case  study  highlights  the  importance  of  project  management  and

stakeholders’involvementinEISprojectsuccess.

Tosummarize,variousfactors,suchastheimplementationmode,enterprisestrategy,and

criticalsuccessfactorsarewhatinfluencethesuccessofERPsystemsadoptioninSMEs.The

success  of  ERP  implementation is  not  solely  dependent  on  the  technology,  but  also  on

individuals,theprocess,andorganizationalfactors.

4.ChallengesandBarriersFacedbySMEs 

ERPsystemsprovidevariousbenefitstoenterprises,includingincreasedefficiency,decision-

making,  and  business  process  integration  (Klaus,  Rosemann,  & Gable,  2000).  However,

SMEscommonlyexperiencedifficultiesandobstacleswhenattemptingtoimplementthese

systems.ThisarticlediscussesthemainobstaclesandissuesSMEsfacewhenadoptingan

ERPsystem.

 High  Implementation  costs:The  high  implementation  cost  is  one  of  the  biggest

obstaclesSMEsencounterinimplementingERPs(Muscatello,Small,&Chen,2003).

ERP  systems  can  be  expensive  and  require  large  up-front  expenditures  in

infrastructure,  systems,  and  software.  ERP  adoption  is  challenging,  since  SMEs

frequently  lack  the  financial  resources  to  cover  these  expenses  (Umble,  Haft,  &

Umble,2003).

 Limited  Internal  IT  Resources  and  Expertise:  SMEs  typically  have  limited  IT

resources  and  knowledge,  which  might  pose  problems  while  implementing  ERPs

(Yusuf,Gunasekaran,& Abthorpe, 2004). TheimplementationofanERPsystem

requirescompetentandknowledgeableITpersonnel,whichSMEsmightnothaveor

beabletoafford.Thislackofexpertisecouldhindertheirabilitytochoosetheideal

ERP  system,  perform  appropriate  customizations,  and  conduct  an  effective

implementation(Umbleetal.,2003).

 ResistancetoChange: Another challengeSMEsfacewhen implementingERPis

organization-wideresistanceto change(Umble et al.,2003).  Employeeresistance

mightarisewhencurrentorganizationalstructuresandbusinessprocessesneedtobe

modifiedasapossibleconsequenceoftheimplementationofanERPsystem.SMEs

could  struggle  to  overcome  this  resistance  and  effectively  manage  the  transition

(Yusufetal.,2004).

 CustomizationandScalability:Tomeettheirspecificbusinessneeds,SMEstypically

requireERPsystemsthatarecustomizableandscalable(Muscatelloetal.,2003).

ManyERP systems,however,are designed for larger businessesand may notbe

flexibleenoughtoaccommodatetheparticularrequirementsofSMEs.This could

makeitchallengingtochooseanERPsystemthatisadequateandappropriateforthe

organization'sprocesses(Chofrehetal.,2014).

 IntegrationwithExistingSystems:ForSMEs,integratingERPsystemswithexisting

systemsmayposeaseriousobstacle(Yusufetal.,2004).Inordertohandlevarious

elementsoftheiroperations,manySMEsusedifferentkindsofsoftwareapplications,

andintegratingtheseapplicationswithanewERPsolutioncanbecomplexandtime-

consuming.  Failure  to  properly  integrate  ERP  systems  can  result  in  data

inconsistenciesandreducedefficiency(Umbleetal.,2003).

 VendorSelection:ChoosingthecorrectERPvendoriscrucialforSMEstoadoptERP

successfully(Muscatelloetal.,2003).Businessesoftenstruggletoidentifyvendorsof

ERPsolutionsthatareappropriatetotheirspecificbusinessneeds.SMEscouldalso

lacktheresourcesandexpertisetonegotiatefavorablecontractswithvendors,which

couldalsoleadtoincreasedcostsandunfavorableterms(Yusufetal.,2004).

In  the  case  of  Rolls-Royce,  a  major  producer  of  jet  engines,  the  business  encountered

numerouschallengesthroughouttheimplementationofitsERPsystem(Yusuf,Gunasekaran,

&Abthorpe,2004).  These  challenges  included  the  unwillingness  to adjust, the needfor

customizationstomeettheparticularneedsofthebusiness,andsystemintegration.Rolls-

Royceusedacooperativestrategy,involvingallstakeholdersintheERPimplementation

process,  to  address  these  challenges.  To  ensure  a  smooth  transition,  the  business  also

followed  a  gradual  implementation  plan  and  placed  significant  emphasis  on  employee

trainingandsupport.Rolls-RoycesuccessfullydeployeditsERPsystembyovercomingthese

difficulties,  which  enhanced  productivity,  decision-making,  and  overall  operational

effectiveness(Yusufetal.,2004).

TheadoptionofERPsystemsbySMEsishinderedbyavarietyofchallenges,includinghigh

implementation  costs,  the  lack  of  IT  resources,  resistance  to  change,  difficulties  with

customizationandscalability, integrationwithexistingsystems,andvendorselection.To

successfullyadoptERPsystemsandrealizefullpotentialbenefits,SMEsmustaddressthese

challengesandconstraints. ToassistSMEsin theirERPimplementationjourney,further

researchonbestpracticesandtechniquesforovercomingtheseobstaclesisrequired.

5.RecommendationsandStrategiesforSMEsinERPAdoption 

After  reading  and  analyzing  the  literature  review,  the  following  recommendations  can

improvethecompetitivenessofSMEs,optimizebusinessprocesses,andfostersustainable

growthinanincreasinglycomplexanddynamicbusinessenvironment:

 Selecting  the  Suitable  ERP  System  SMEs,  carefully  evaluate  and  select  an  ERP

system  that  meets  their  specific  needs and  industry  standards  (Muscatello  et  al.,

2003).  System  functionality,  scalability,  customization  options,  and  ease  of

integrationwithexistingsystemsareconsiderations.

 Involving  Top  Management,  by  o  btaining  support  from  upper  management  is

essentialforthesuccessofERPimplementationinSMEs(Umbleetal.,2003).This

includesallocatingthenecessaryresources,establishingreasonableexpectations,and

fosteringacultureofchangeandinnovation.

 DevelopingaDetailedImplementationPlan,SME'sshoulddevelopacomprehensive

implementationplanoutliningprojectgoals,milestones,responsibilities,andresource

allocation(Umbleet al.,2003).ThisensurestheERPimplementationremainson

scheduleandwithinbudget.

 Investing  in  Training  and  Change  Management,  SMBs  should  invest  in

comprehensivetrainingprogramsandchangemanagementinitiativestofacilitateuser

adoption  and  minimize  resistance  to  change  (Umble  et  al.,  2003).  This  involves

educating  employees  on  the advantages  of  ERP  systems  and  providing  hands-on

trainingtodeveloptherequiredskills.

 LeveragingExternalExpertise,SMEswithlimitedinternaltechnicalexpertisemust

utilize  external  expertise  via  partnerships  with  ERP  vendors,  consultants,  and  IT

service  providers  (Yusuf  et  al.,  2004).  This  can  facilitate  a  streamlined

implementationprocessandprovideongoingsupport.

 Embracing  Industry  4.0  and  Cloud  ERP  Solutions,  To  improve  their  flexibility,

scalability,andcompetitiveness,SMEsshouldconsideradoptingcloud-basedERP

solutions  and  embracing  Industry  4.0  technologies  (Morawiec  &  Sotysik-

Piorunkiewicz,2023;Marinhoetal.,2021).ThiscanassistSMEsinkeepingpace

withtherapidlyevolvingbusinessstrategies.

CaseStudy:

The tradingsectorplays  a vitalrole in  the  globaleconomy, as  itisresponsiblefor  the

efficientsellingofgoodsandservicesacrosstheworld.Withadvancementsintechnology,

organizationswithin thissector areincreasingly  adopting ERP systems to optimize their

operationsandstaycompetitive.InthiscasestudyIwillmentioncompanyx,whichisatile

andmarbletradingcompanyimplementinganERPsystem,thecompanyisbasedinthe

UAE,withlessthan50employees,andcompanyxismovingfromapaperbasedcompanyto

being  digitized.  By  examining  the  benefits,  challenges,  and  overall  effects  of  ERP

implementation  on  trading  operations,  this  study  provides  valuable  insights  for  trading

companies  considering  the  adoption  of  ERP  systems.  Through  a  qualitative  approach,

involving  semi-structured  interviews  with  professionals  from  company  x  and  the

implementers  of  the  ERP  system,  to  shed  light  on  the  transformative  potential  of  ERP

systemsfortheindustry,whilealsoaddressingtheobstaclesfacedduringtheimplementation

process.  The  findings  of  this  case  study  offer  a  comprehensive  understanding  of  the

relationshipbetweenERPsystemsandthetradingsector,pavingthewayformoreinformed

decision-makingfororganizationsinthesector.

Thestudywillfocusonthebenefits,challenges,andoverallimpactofthesesystemson

various  aspects  of  trading  operations,  including  Product  cycle  management  and  HR

management.

• HumanResources(HR)Management:

ERPsystemscansignificantlyimpacttheHRmanagementwithintradingcompanies.

These  systems  can  help  streamline  various  HR  functions  such  as  recruitment,

employeetraining,performancemanagement,andpayrollprocessing.Additionally,

ERPsystemscansupportworkforceplanningandoptimizationbyprovidingreal-time

dataonemployeeproductivityandskillsets,enablinglogisticscompaniestomake

better-informeddecisionsregardingstaffing,scheduling,andresourceallocation.

• ProductcycleManagement:

Efficientproductcyclemanagementisacriticalaspectoftradingoperations,andERP

systems  can  significantly  improve  this  process.  By  integrating  and  streamlining

various trading-relatedfunctions such asorder processing, shipmenttracking, and

purchase  processing  (  replenishment  of  orders),  ERP  systems  can  help  trading

companiesenhancetheirperformanceandreducecosts.

Methodology:

The  researchers  used  a  qualitative  approach,  collecting  data  through  semi-structured

interviewswithprofessionalsfromcompanyxandtheimplementersoftheERPsystem.The

companywasselectedasoneoftherecentlyimplementedERPsystemsanditswillingnessto

provide  required  data.  The  data  collected  was  then  analyzed  using  thematic  analysis  to

identifycommonthemesandpatterns.

Benefits:

The studyfound  that ERPsystemsimproved the  efficiency  andeffectivenessof  trading

operationsby:

 Providingbettercontrol overbusinessprocesses,enablingcompanyxtooptimize

theiroperationsandreducecosts,byprovidinguptodateleadsandinventory

 Improvingdataaccuracyandreducingerrors,leadingtobetterdecision-makingand

increasedcustomersatisfaction,bygivingreportsofsales,purchases,andprofit&

lost

 Facilitating  real-time  lead  filtering  from  CRM,  and  inventory  update  on  product

allocationtobesold

 Streamlining  HR  functions,  such  as  recruitment,  employee  training,  performance

management,payrollprocessing(commissionscheme),andsupportingworkforce

planningandoptimization

 Enhancing  delivery  management  by  integrating  and  streamlining  delivery-related

functions,suchasorderprocessing,shipmenttracking,androuteoptimization

 Improvingtendersandautomatingreplenishmentorders

Challenges:

DespitethebenefitsofERPsystems,thestudyalsohighlightedsomechallengesfacedby

companyxduringtheimplementationprocess,including:

 Highinitialinvestment costs,whichcouldbe abarrieranySME,the companyx

decidedtoinvestintheminimumamountofusers,butasthebusinessgrewanew

userwasaddedwithtime

 ThecomplexityofERPsystems,whichmayrequireasignificantamountoftraining

andeducationforemployees,andaflexibilitytocustomizetheERPsystemsupported

thespecificneedfor tiletradingas inthedifferentunitof measurementsandlot

trackingofmarblepieces

 Topmanagementcommitment,thetopmanagementofcompanyxdecidednottoput

manpowerincollectingthecompaniesdatatobemovedfrompaperbasedtodigital.

 Employeeresistance,asthetoughworkofmovingdatabuttrainingandacceptingan

ERPsystemwasdifficultasmanyemployeeswereusedtotheirwayofwork.

Recommendations:

ToaddressthechallengesandmaximizethebenefitsofERPsystems,companyxorany

tradingSMEshouldconsiderthefollowingrecommendations:

 Conductathoroughcost-benefitanalysistoassessthepotentialreturnoninvestment

andconsiderfactorssuchasimplementationcosts,ongoingmaintenanceexpenses,

andexpectedefficiencygains

 ChoosetherightERPsystemtailoredtothespecificneedsoftherelatedindustryto

minimizecustomizationandintegrationchallenges.

 Clearlycommunicatewithend-users,takeinsuggestionandintroducethemtoseveral

optionsofERPsystemtobeabletounderstandtheend-userandcompaniesneeds

fromanERPsystem.

 Develop  a  comprehensive  change  management  strategy  that  includes  clear

communication,trainingprograms,andongoingsupportforemployees

 ResearchavendortoimplementtheERPsystem,preferablyanexperiencedvendorin

theindustry

 Analyzetherisk,understandthatemployeetimewillbeoccupiedinimplementingthe

ERP,intasklikedatacollection,training,andprovidingfeedback.Startandcomplete

theimplementationoftheERPinlowseason,speciallyfortradingcompanies.

Discussion:

The company x was addedto theresearchsurveyas themanagement have notedmany

impairment   in  terms  of  efficiency,  effectiveness,  and  control  over  business  processes.

However,  they  also  recognized  the  need  for  addressing  the  challenges  related  to

implementation,  such  as  initial  investment  costs  and  employee  resistance.  In  order  to

maximizethebenefitsofERPsystems,companyxdecidedtomoveitswebsitetheERP

system,andisstudyingthenearfutureimplementationforanewmanufacturingfacility.

Inconclusion,companyxisoneof manytradingSMEthatchooseto movetoanERP

system.Thiscasestudyhighlightstheimportanceofaddressingthechallengesassociated

withERPimplementation whileleveragingits benefitsto improving operations,enhance

workforcemanagement,andimprovecustomersatisfaction.

SampleSelection:

A  diverse  sample  of  SMEs  from  various  markets  and  industries  should  be  chosen,  to

guaranteethatthesurveyresultsarerepresentativeandgeneralizable.Thiscouldinclude

manufacturing,  retail,  services,  and  technology  sectors.  A  categorized  random  sampling

approachcanbeused,whereyoufirstdividethepopulationofSMEsintodifferentgroups

basedonindustryandsize,thenrandomlyselectanappropriatenumberofcompaniesfrom

eachlevel.

This  survey  will  provide  perspectives  on  the  factors  that  influence  the  success  of  ERP

implementationsinSMEs,andhelpidentifythebestpracticesandareasofimprovement.The

collectioncanbeanalyzedusingquantitativemethodstofurtherunderstandtherelationships

between  the  critical  success  factors,  challenges,  and  benefits  of  ERP  implementation  in

SMEs.

SurveyQuestions: 

1. DemographicInformation:

a) Whatisthesizeofyourcompany(numberofemployees)?

b) Inwhichindustrydoesyourcompanyoperate?

c) Whatistheannualrevenueofyourcompany?

2. ERPImplementation:

a) HasyourcompanyimplementedanERPsystem?(Yes/No)

b) Ifyes,howlongagowastheERPsystemimplemented?

c) What  were  the  primary  reasons  for  implementing  an  ERP  system  in  your

company?

3. CriticalSuccessFactors:

a) To  what  extent  was  top  management  support  present  during  the  ERP

implementation?(Scaleof1-5,where1is"Notatall"and5is"Toagreatextent")

b) Howeffectivewascommunicationthroughouttheimplementationprocess?(Scale

of1-5,where1is"Notatalleffective"and5is"Veryeffective")

c) Howwell-trainedwereemployeesinusingtheERPsystem?(Scaleof1-5,where

1is"Notatalltrained"and5is"Verywelltrained")

d) HowsatisfiedareyouwiththeselectedERPsystemandvendor?(Scaleof1-5,

where1is"Notatallsatisfied"and5is"Verysatisfied")

4. Challenges:

a) WhatwerethemainchallengesfacedduringtheERPimplementationprocess?

(Selectallthatapply:Employeeresistance,Businessprocessredesign, System

integration,LimitedITexpertise,Timeandresourceconstraints,Other)

b) Howdidyourcompanyaddressthesechallenges?(Open-ended)

5. BenefitsandOutcomes:

a) Towhatextent  has theERP system improvedinventory managementinyour

company?(Scaleof1-5,where1is"Notatall"and5is"Toagreatextent")

b) To  what  extent  has  the  ERP  system  enhanced  production  planning  in  your

company?(Scaleof1-5,where1is"Notatall"and5is"Toagreatextent")

c) TowhatextenthastheERPsystemimprovedcoordinationamongdepartmentsin

yourcompany?(Scaleof1-5,where1is"Notatall"and5is"Toagreatextent")

d) TowhatextenthastheERPsystemcontributedtomoreefficientdecision-making

processesinyourcompany?(Scaleof1-5,where1is"Notatall"and5is"Toa

greatextent")

PotentialOutcome :

Assuming  that  the  survey  was  administered  to  a  sample  of  200  SMEs  across  various

industries,locationsintheUAE.Accordingtotheliteraturereview,theresultsmightbeas

follows:

1. Demographics:

a) Theaveragecompanysizewas80employees.

b) Industries  represented  included  manufacturing  (30%),  retail  (25%),  services

(30%),andtechnology(15%).

c) Theaverageannualrevenuewas$15million.

2. ERPImplementation:

a) 85%ofcompaniesreportedhavingimplementedanERPsystem.

b) Theaveragetimesinceimplementationwas3years.

c) The  primary  reasons  for  implementing  an  ERP  system  included  operational

efficiency  (60%),  better  decision-making  (25%),  and  improved  inventory

management(15%).

3. CriticalSuccessFactors:

a) Topmanagementsupporthadanaverageratingof3.8/5.

b) Communicationeffectivenesshadanaverageratingof3.5/5.

c) Employeetraininghadanaverageratingof3.2/5.

d) SatisfactionwiththeselectedERPsystemandvendorhadanaverageratingof

4.1/5.

4. Challenges:

a) Mainchallengesincludedemployeeresistance(45%),businessprocessredesign

(30%),systemintegration(20%),andlimitedITexpertise(5%).

b) Companies  addressed  these  challenges  through  employee  training,  change

managementinitiatives,andleveragingexternalexpertise.

5. BenefitsandOutcomes:

a) Theaverageratingforimprovedinventorymanagementwas4.0/5.

b) Theaverageratingforenhancedproductionplanningwas3.7/5.

c) Theaverageratingforimprovedcoordinationamongdepartmentswas3.9/5.

d) Theaverageratingformoreefficientdecision-makingprocesseswas3.8/5.

SurveyResults: 

TheSurveywasadministeredtoasampleof176acrossvariousindustries,locationsinthe

UAE.Accordingtothesurveyoutcomes,theresultsareasfollows:

1. Demographics:

a) The41.5%oftherespondentswerewithemployeecountofmorethan250+,and

morethe50%hadlessthan250employees,itconcludesthatmorethanhalfofthe

surveyedcompanieswereconsideredSMEs,asperthegraphbelow:



Figure 1: Survey - Company Size

b) Industriesrepresentedincluded,avarietyofindustries,asperthebelowgraph:

Figure 2: Survey - Industry Diversity

c) Themostannualrevenueselectedwasbetween1millionto50millionAED,which

helpsensurethatthesurveyedcompaniescanbeconsideredanSME,asperthebelow

graph.

Figure 3: Survey - Company Revenue

2. ERP Implementation

a) Inadditiontotheabovequestions,duringthesurveyanadditionalquestionwasasked

whichis“WhythecompanydidnotimplementanERP?”,thisquestionhelpshorten

thesurveyandincreasedthesurveycountbycuttingtime.Theanswersofthe

questionismentionedinthebelowgraphs:Theaboveresultsshowedthatalmosthalf

ofthesurveyrespondentsdidnotimplementanERPduetothemostreceivedanswer

is“limitedbudget”or“NotenoughinformationaboutERP”,thisprovidedanew

perspectiveonSEMsintheUAE,asthereisamarketofSMEsthataren'twell

informedaboutthebenefitsofandERP.Also,addedquestionsupportedinnarrowing

downtheresponsefrom176responsesto98responses,thisprovidedasmallerration

ofaccurateanswers

Figure 4: Survey - Company ERP Adoption Rate

Figure 5: Survey - Reasons for Non-Implementation

b) AnumberofSMEshaveimplementedanERPformorethan5years,buttheratioof

newlyimplementedERPsystemsis60%,thisiscausedbytheincreasingawareness

ofdigitaltransformation.

Figure 6: Survey - Time Since ERP Implementation

c) Withthe98responses,theywereaskedwhichERPwasusedinthecompanytoasset

vendorscapabilitiestohandleSMEs.AswasnoticedthepopularERPsystemswere

the  most  marketed  and  out  reached  systems  like  SAP,  Oracle  and  Odoo.

Figure 7: Survey - ERP Vendor Diversity

d) TheprimaryreasonsforimplementinganERPsystem,isshowninthebelowgraph:

Figure 8: Survey - ERP Implementation Reasons

3.CriticalSuccessFactors: 

a. Topmanagementsupporthadanaverageratingof4.36/5,showninthebelowgraph:

Figure 9: Survey - Management Support Importance

b. Communicationeffectivenesshadanaverageratingof3.9/5,showninthebelow

graph:

Figure 10: Survey - Communication Importance

c. Employeetraininghadanaverageratingof3.89/5,showninthebelowgraph:

Figure 11: Survey - Training Importance

d. SatisfactionwiththeselectedERPsystemandvendorhadanaverageratingof4.03/5,

showninthebelowgraph:

Figure 12: Survey - Vendor Importance

4.Challenges: 

Mainchallengesincludedemployeeresistance,businessprocessredesign,systemintegration,

andlimitedITexpertise,showninthegraphbelow:

Figure 13: Survey - ERP Implementation Challenges

Asnoticed,theemployeeresistancetonewERPsystemswasoneofthehighestrated

answersinthechallenge,afterbusinessprocessredesign,whichcangohandinhandassome

employeesrefusetodropsomerequirementsthatareusefulforaparticularway.Inaddition,

assuggestedintheliteraturereviewcompaniesaddressedthesechallengesthroughemployee

training,changemanagementinitiatives,andleveragingexternalexpertise.

5.BenefitsandOutcomes: 

1. Theaverageratingforimprovedinventorymanagementwas4.19/5,showninthe

belowgraph:

Figure 14: Survey - Inventory Management Improvements

2. Theaverageratingforenhancedproductionplanningwas3.93/5,showninthebelow

graph:



Figure 15: Survey - Inventory Production Planning Improvements

3. Theaverageratingforimprovedcoordinationamongdepartmentswas3.89/5,shown

inthebelowgraph:

Figure 16: Survey - Interdepartmental Coordination Improvements

4. Theaverageratingformoreefficientdecision-makingprocesseswas4.05/5,shownin

thebelowgraph:

Figure 17: Survey - Decision-Making Improvement

SurveyAnalysis:

Asmentionedabove,thesurveyshowedthelackofknowledgeofERPsystemsinSMEs,

whichismajorlycausedbylackofknowledgeandlackofadvertisementfromavailable

resources.Inaddition,companies areheadingtoadigitaltransformationpoint where all

SMEswillberequiredtouseanysourceofERPsysteminthenearfuture.Moreover,asthe

surveyaboveanalysistheSMEsthathaveimplementedERPyoucannoticethatemployee

resistanceisoneofthemostcommonchallengeinimplementationofanERPsystem.Also,

theimprovementsindepartmentoperation,inventorymanagement,&decision makingis

noticeableas90%oftheresponseswere4to5ratingontheimplementationoutcome.Thatis

correspondenttotheabove-averageratinginthesuccessfactorsofimplementationofanERP

system,  like  employee  training,  involvement  of  top  management,  and  selection  of  ERP

system.

Conclusion

Inconclusion,thisthesisstudiesthedifferentaspectsofERPsystemsbyelicitinginformation

fromavailableliterature.ItacknowledgesthecriticalfactorsaffectingERPimplementation

alongwiththefactorsleadingtosuccessandachievingtheintendedresults(Al-Mashariet

al., 2003; Umble et al., 2003).This paper  also focuseson  investigating  the relationship

betweenERPimplementationmode,businessstrategy,andERPperformance,withthestudy

ofleadershipstyleservingasamoderatingvariable(Liu&Fan,2020).Anotherpointthatthe

paper  highlights  is  the  challenges  of  implementing  ERP  systems  in  small  and  midsize

manufacturingfirms(Muscatelloetal.,2003),andanalyzestheimpactofERPsystemson

logistics,withafocusonthelogisticsservicessectorintheRepublicofBulgaria(Kolev&

Otsetova,2022).Moreover,thesurveyconductedonERPimplementationinSMEsinthe

UAErevealsthatmore thanhalfof the  companies  surveyed  consisted  of less than250

employees.TheprimaryreasonsfornotimplementinganERPsystemarebudgetlimitations,

andthelackofknowledgeregardingthebenefitsofERPsystems.Criticalsuccessfactorsare

identified  as  top  management  support,  communication  efficacy,  employee  training,  and

satisfactionwiththeselectedERPsystemandvendor.Employeeresistance,reengineeringof

businessprocesses,systemintegration,andthelackofITexpertisearetheprimaryobstacles

SMEsencounterduringERPimplementations,however,improvedinventoryadministration,

enhanced  production  planning,  enhanced  departmental  coordination,  and  more  efficient

decision-makingprocessesarecitedastheprincipaladvantagesofERPimplementation.The

resultsofthesurveyprovidevaluableinsightsintothecurrentstateofERPimplementationin

SMEsintheUAE,aswellassuggestionsforaddressingtheobstaclesandmaximizingthe

benefits  of  ERP  adoption.  Overall,  the  findings  of  these  studies  contribute  to  a  better

comprehension  of  enterprise  resource  planning  (ERP)  systems,  their  implementation

challenges,  and  the  factors  that  determine  their  effectiveness.  It  is  anticipated  that  this

dissertationwillserveasabasisforfutureresearchonERPsystemsandtheirroleinthe

constantlyevolvingbusinessandtechnologyworld.

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