دانلود ترجمه مقاله ارزیابی تاثیر برنامه ریزی منابع سازمانی بر عملکرد عرضه کنندگان

6. Key findings and managerial implications This section summarizes key findings of our ERP study and their practical implications for firms which must cope with the challenges of more volatile supply chain operations in an era of technological innovations. First, the firm’s ERP adoption and implementation decision is mainly affected by its IE. Defying the conventional wisdom, the firm’s EE such as technological changes has Assessing the impact of ERP 1039 little influence on its decision to adopt and implement ERP. However, through the mediating role of an IE, an EE still influences the ERP adoption and ERPI decision. This finding implies that the successful ERPI hinges on the firm’s organizational compatibility with ERP. In other words, without garnering top management support, fostering the adaptive organizational culture, developing the open communication channel, stressing business process reengineering, and establishing the necessary infrastructure for new ICT adoption, the firm will encounter severe difficulty in reaping the full benefits of ERP. As such, before undertaking the ERP project, the firm should make sure that the ERPI would be led by senior executives who have the authority to make international cultural changes through cross-functional integration and high-velocity flow of information throughout the supply chain. Second, we found that ERP could enhance the ERP adopter’s SCAP. This capability includes the supplier’s information accessibility, process improvement ability, product innovation skills, and the subsequent ability to mitigate the bullwhip effects. Since this improved SCAP could make the buying firm’s supply base more reliable and stable, it would eventually help the buying firm not only reduce the risk of supply disruptions, but also increase the chance of new product development. Eventually, we learned that the improved SCAP would lead to the improved SPERF. That is to say, the ERPI could create “win-win” situations for both the buying firm and its supplier(s) and thus make their supply chain more resilient. This study is one of the first to discover the ERP’s far reaching impact on the ERP’s adopter’s SCAP. To better exploit ERP for supply chain operations, the potential ERP adopter should startwith a feasibility study, the removal of internal functional silos, the establishment of a collaborative partnership with its supplier(s), user training/education, and development of ERP performance metrics. The feasibility study allows the potential adopter to check the suitability of ERP to its specific organization settings (e.g. organizational characteristics, culture, and ICT infrastructure) and supply chain needs (e.g. order fulfillment, demand planning). The removal of internal functional silos would facilitate the integration of internal business functions and thus eliminate redundancy and potential roadblocks. The establishment of a collaborative partnership with the supplier increases the chances of information sharing and the supplier’s early involvement in new product development which would create “win-win” situations for both the ERP adopter and its supplier(s) through the ERP links. User training/education is essential because it would enhance the user’s familiaritywith ERP and thusmitigate any fear of uncertainty/risk associated with ERPI. Since it may take years for the firm to successfully implement ERP, the progress of ERP during transition from the legacy system should be monitored with specific performance metrics such as cash-to-cash cycle time, inventory turns, order fulfillment rate, customer responsiveness, and sourcing cost savings.