Strategic ERP Extension and Use

Strategic ERP Extension and Use

Strategic ERP Extension and Use

Strategic ERP Extension and Use


Strategic ERP Extension and Use provides practitioners and researchers with a window into the cutting edge strategic extension and the use of modern ERP systems, focusing on current use of ERP system implementation as well as outlooks for future developments for operations and strategic managers.

With contributions and real-world case studies by established experts in the field at such leading-edge institutions as MIT, Accenture Institute for High Performance Business, and the Kelley School of Business at Indiana University, this volume clarifies the existing capabilities of ERP systems and the potential for extensions of these capabilities in support of resource management strategies.


Elliot Bendoly and F. Robert Jacobs

“Is this it, is this as good as it gets?”

A question posed by misanthropic novelist Melvin Udall in the
1997 film with the associated title. More recently, similar
questions have been asked with regard to enterprise technologies,
albeit often in distinctively more
colorful terms.

Debates over the value provided by erp architectures have existed since the inception of the enterprise-system concept. Though questions regarding the value of erp systems remain, the nature of the argument has evolved over the years. No longer limited to the considerations of Fortune 500 firms and those faced by impending failures of aging systems, enterprise resource planning developers have survived the Internet bubble and are being viewed in a very different light these days. More than ever before, erp systems are being viewed as the central binding mechanisms behind future cross-functional planning activities, both within individual enterprises and among their value-chain partners.

However, research still seems preoccupied with discussions of implementation and adoption. Only a handful of studies have focused on the actual “use” of erp systems or on their ability to enable the use of complementary systems that appear to be positioned as standard features of future commerce (e.g., crm applications, infrastructural support for vmi, etc.) (Jacobs and Bendoly, 2003; Davenport, 2000). An understanding of current use and of apparent gaps between expectations and capabilities is a necessary precursor to future extensions of resource planning technologies into the inter-organizational realm. Whereas operations managers seem convinced of the benefits of information sharing in contexts such as the supply chain, it is ironic that the basic intra-organizational mechanisms that support such sharing are given so little attention.

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