Inscrivez-vous ou connectez-vous pour rejoindre votre communauté professionnelle.
1- The willingness of high management
2- The cooperation of intermediate management
I agree with Mr. Mohammad Tohamy Hussein Hussein
in one word ,,, it is the "overhead" required to implement and maintain such a system in customer premises on a specific platform !
I have been in Aramco in1996 when it started its SAP R/3 implementation. It took an "army" of specialists and cost over600 Million US$ ... Yes ... I mean it six hundred milion US dollars !! .... till1998 !!
The implementation od SAP R/3 was on the UNIX platform, with partial support systems on WINDOWS and it involved lots of customization and tailoring (configuration), middleware, servers,... etc .. etc.
agreed with great mind here on bayt. MR.TAIB
Sorry i cant answer
its data length, time consuming, expensive implementation. Even we ignored the purchasing cost of the software which is huge one as well
Completely agree with Mr Raaft !,
I worked on an ERP project for nearly one year
and the most drawbacks came from the change resistance forces.
The major disadvantange is that the modules of platform based ERPs are not directly suitable to all customers within the same domain. They need little or more customization to support other customers. During one of my experiences, we developed a Supply and Distribution ERP for BP petroleum refinery, but this ERP couldn't be sold directly to PetroChina as it's business rules were different we had to customize it to a great extent..
Agree with Mr: Mohammed thiab
Platform-based ERPs are composed of predefined and packaged processes to different sectors and markets, with the result that all companies have essentially the same processes and options for management of their business models to those of their competitors. Further, these processes can be widely replicated but not easily customized. This limits the possibilities for innovation and differentiation in business models, restricts adaptability to change, constrains the capacity to work on process improvement, and inhibits the opportunity to find new competitive advantages through the highly potential strategic weapon of IT.
Platform‐based applications are inflexible but usable as long as they work and the functions that they perform support business operations. But when pressured by market competition, or by customers, suppliers or government regulations that require users to implement new functionalities, or when those users seek changes to exploit new competitive advantages or to cover new markets, or because they have new processes or even new business models – anything that requires systems' adaptation, that is when users bump against the limits of the platform‐based applications.
ERP vendors have tried to bridge these gaps by integrating workflow solutions into their systems, but these workflows are not designed to manage business processes as they are understood in BPM methodology. Because they are functional and not process‐driven, they will always be limited to the data and functions contained in the ERP.
I agree with the answer been added by Mohammad Tohamy Hussein Hussein
