PROJECT REPORT

ON
ERP SUCCESS

SUBMITTED BY:

SUBMITTED TO:-

Prof- Kapil Mohan Garg

SESSION: 2011-2013

INSTITUTE OF TECHNOLOGY
&SCIENCES
GHAZIABAD U.P.

Abstract
ERP (Enterprise Resource Planning ) comprises of a commercial software package that promises the
seamless integration of all the information flowing through the company-financial, accounting,
human resources, supply chain and customer information (Davenport, 1998). Much has been written
on implementation of Enterprise Resource Planning (ERP) in organizations of various sizes. The
literature is replete with many cases studies of both successful and unsuccessful ERP
implementations. Research on the implementation of ERP in certain European countries shows that,
the job of implementing an ERP is a riskier business for Small and medium-size enterprises (SMEs)
than for Large Enterprises (LEs), still SMEs have been receiving lesser focus from the software
vendors and consultants than LEs (Shanks et al.,2000). There have been very few empirical studies
that attempt to delineate the critical success and failure factors that drive the success and failure of
ERP implementation at Indian SMEs. Much of the time, ERP software vendors and consultants are
the targets for blame when anticipated results do not materialize. Are the ERP vendors and
consultants that sold the software the real culprits for the lack of business performance improvement
Enterprise solutions provide a centralized framework for all data and processes of an organization. It
integrates all aspects of a business from planning to inventory control, manufacturing, sales,
marketing, finance, customer service and human resources. A significant part of our service portfolio
is our customized ERP solutions. The SAP business and MS dynamics NAV services provided by us
include: software licensing, data migration, implementation, support, consultancy and training. We
deploy resources on integrated teams that work with our clients to undertake complex enterprise
transformation efforts. Selection of the three organizations is based on the need to collect detailed
data about the ERP implementation process in each organization. In all the three industries,
questionnaires were sent to 600 endusers. A total of 202 questionnaires taken for analysis have shown
that the first three dominant success factors of TI InfoTech, BPCL and ITTI are related to the quality
dimensions, suggesting that the success of implementing ERP system is largely determined by the
quality dimensions. Thus the technological newness was the most important factor in determining the
quality of the system.

Introduction
Enterprise resource planning (ERP), client/server applications for managing accounting,
manufacturing, distribution, and human resources, are the de facto backbone of business intelligence.
However, while many organizations consider the introduction or enhancement of an ERP solution,
the significant and well publicized challenges associated with ERP implementations often daunt

them. According to Gartner Group, . .for 40 percent of enterprises deploying ERP or ERP II systems
through 2004, the actual time and money they spend on these implementations will exceed their
original estimates by at least 50 percent (.07 probability). Many enterprises have suffered spectacular
project failures due to unplanned or under planned implementation projects."
Reliably predicting implementation costs and the time required for implementation are two key
outcomes of successfully planning an ERP initiative. Organizations must be able to accurately
predict costs, resources, and requirements, and develop a plan of attack both before the
implementation begins and throughout the project.
While ERP implementation horror stories highlight serious business consequences and criticize
leading ERP vendors for botched deployments, often the software giants are not to blame.
Companies must realize that ERP systems are not a standalone solution, but instead an enabling
technology to support a broad corporate change and the key to a successful deployment is in the
process.
Organizations must broaden their perspective in order to put their ERP efforts back on a successful
path. Too many overlook a critical stage: New business processes must be established, thought
through, and implemented before the selection, purchase, and deployment of a software solution. As
more organizations worldwide choose to build their corporate knowledge base around complex
infrastructure solutions, the need to understand how to successfully implement an ERP system has
become increasingly important.
Organizations today are constantly in search for ways to achieve better business performance and
sustain competitive advantages through effective deployment of resources and business processes. To
improve business performance, organizations require an efficient planning and

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control system that synchronizes planning of all processes across the organization. The key to
competitiveness lies in a solid information system (IS) infrastructure seamlessly aligned with core
business processes developed for the delivery of high quality products and services to customers
within the optimal time. These demands have prompted more firms to shift their IS strategies from
developing in-house information systems to purchasing application software, such as ERP systems, to
generate synergies and enhance operating efficiency (Hong & Kim, 2002). However, scarce work

exists on measuring success for an ERP system. Although it is very important to evaluate the success
offer implementation projects since a lot of financial and human resources are invested (Bradford
andSandy,2002) reported that 57% of the interviewed companies launched no assessments on the
performance of ERP systems owing to lack of empirically effective evaluation models. Information
systems (IS) success is one of the most widely used dependent variables in information systems
research. Not surprisingly, much attention has been given to how best to measure it (De Lone &
McLean, 1992). This research accordingly attempts to propose success model former systems and to
empirically investigate the multidimensional relationships among the success measures. Additionally,
three case firms among the success measures are also empirically tested. Enterprise solutions provide
a centralized framework for all data and processes of an organization. It integrates all aspects of
business from planning to inventory control, manufacturing, sales, marketing, finance, customer
service and human resources. A significant part of our services portfolio is our customized ERP
solutions (Debone & McLean, 2003). At Irion, we provide cost-effective enterprise solutions that are
developed and customized keeping in mind the individual requirements of clients and their areas of
operation. Our process experts will evaluate every detail and thoroughly assess each option that they
draw for your organization. Our enterprise solutions enable the integration of all business activities of
an organization thereby improving operational efficiency. The SAP business one and MS dynamics
NAVservices provided by us include: software licensing, data migration, implementation, support,
consultancy and training. We deploy resources on integrated teams that work with our clients to
undertake complex enterprise transformation efforts.

ERP market growth in India

ERP market in India steadily growing for the last few years and the main reason for this enormous
growth can be attributed to the inability of order system to manage the conversion to year 2000.
There are also other factors such as industry best practices, easy and faster implementation and good
cost predictions.
Another factor behind the growth is that already existing clients acquire more licenses and modules.
The number of employees using the ERP system is increasing and the ERP clients who have started
with the basic modules are going for subsequent applications. There is also a trend to replace
customized system with standard application packages, like an ERP system.
India is expected to present ERP suppliers an important marketplace as manufacturing companies are
significantly investing in technology solutions to improve their manufacturing operations.
According to observation made by some experts in the field, the ERP market started showing solid
organic growth since 2004 as IT spending improved.
The Indian ERP market experienced CAGR (compounded annual growth rate) of 25.2 during the
period of 2004-2009. The market was $83 million in 2004, and is projected to be over $250 million in
2009, according to a research report.
The report further clarifies that manufacturers in India are increasingly implementing ERP solutions
to ensure that decision makers have the required information visibility across the value chain.
Majority of Indian manufacturers are small by global standards, requiring easy-to-use ERP solutions
to meet their specific process requirements, including localization needs to address the continually
evolving tax and statutory requirements. Small and medium enterprises across industry verticals and
micro verticals, such as automotive, pharmaceuticals, and textiles, are leveraging ERP solutions to
gain sustainable competitive advantages.

BARRIERS TO SUCCESS

Typically, there are three process barriers that prevent many ERP implementations from being
successful. These barriers result in an elongated development cycle with poorly defined and managed

requirements and, as a result, poorly defined measures of success. The implementation team often is
tasked with chasing a series of fluid requirements, no process for managing changes to the project
scope, and a false belief that technology alone will prevail. These teams are, without fail,
disappointed with the results.
Specifically, the three most common mistakes of ERP implementations are the following:
Focusing on technology: The technology "silver bullet" approach is one sometimes sold by vendors.
However, there is no evidence anywhere in the history of IT that software alone will solve a business
problem.
Ignoring the importance of requirements definition: Organizations too often ignore the need to
define an optimal process and then use the technology as an enabler for the process. In too many
instances, organizations either try to adopt a process that is inherent in the ERP solution, even if it
does not fit their business requirements, or they try to shoehorn their legacy processes into a software
package that is not designed to support their processes. In both cases, they sub optimize the
capabilities in the technology and don't take advantage of the opportunity to streamline their business
process the entire point of technology implementations.
Jumping from the requirements definition to the development phase: Pressed to deliver systems
against predefined timelines that don't take into account all of the necessary implementation steps,
organizations often rush the process, neglecting to build both a solid implementation plan and solid
agreement across the organization as to what it will take to develop and implement the solution
before implementing the technology.

THE IMPORTANCE OF ENTERPRISE RESOURCE PLANNING

ERP is a Rising Need of Enterprises. is a strategic tool helping an organization to gain and edge over
its competitors by helping in successfully integrating its key business operations, synchronizing,
planning and optimizing the resources available in the existing extremely competitive environment.
Its use has a much broader scope in today's world rather than of just planning the use of the
enterprise resources. Organizations (especially those which are borderless) face many difficulties in
quickly making out the information required. The integration of the business processes improves
coordination between bodies, streamlines workflows and processes and benefits them in terms of
retaining and satisfying customers by delivering their orders "just-in-time" and keeping them well
informed about their orders' current status rather than keeping them waiting for just a small piece of

information. ERP has the effect of making an enterprise more timesensitive. Another benefit is of
better marketing opportunities. ERP penetrates one segment after the other and addresses solutions to
many debacles existing in an enterprise.
Different ERP systems have been made to facilitate organizations in Enterprise Resource Planning.
Leading ERP giants making ERP systems are Microsoft, Oracle, PeopleSoft and JD Edwards, SAP
AG etc. These systems link the order, inventory, sales, purchase, manufacturing, supply chain and
warehouse management modules in an enterprise for better, fast and accurate information availability
to every single person which is its 'primary objective' because every single operation and action
taken at any place by any person depends on consistent and updated information availability.
Whatever a person needs can be immediately accessed by him subject to the delegated authority.
ERP function has thus helped individuals.
They also enhance management decision making by making future projections about sales during a
certain period of a certain product. Management would then be able to make decisions whether to
increase/decrease production of that particular product which in turn would help save resources from
being wasted which could be used for other purposes e.g for making other products. They also help
managers make decisions about introducing some new value added features to an existing 'hotdemand' product to enhance sales further. This is how product quality

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importance in every organization. ERP helps reduce inventory costs by better planning and forecasting of
requirements. ERP system helps getting higher return on investments (ROI) in a fast manner.

While there are absolute benefits, an ERP system also poses significant challenges in the areas of
information security and business continuity planning. Above mentioned things point to a very
critical step, the right choice of an ERP for your enterprise! Off all the ERP systems exiting in the
market, all seem to be performing the same function but the one best suiting your requirements needs
to be picked up in order to achieve required results. The choice depends upon the structure and type
of the organization e.g financial, manufacturing etc. This is why some organizations experience
higher benefits as compared to others because they've made the right choice and are able to make the
right use of their system.
One of the most powerful advantages to ERP is the implementation of software. Even though Y2K
didn't become the disaster that many people expected, it gave rise to the concept of making sure

software was properly implemented. In addition to dealing with software issues, ERP can also help
companies integrate their operations. At the same time, it is important to realize that there are a
number of challenges involved with utilizing ERP. Perhaps one of the greatest of these challenges is
cost. Enterprise Resource Planning tools are outside the price range of many organizations.
It is important to understand that ERP tools must be customized to meet the needs of the company. In
most cases, it will not be useful when it first purchased. Each company has unique needs, and ERP
tools must be able to meet them. A number of companies run into problems when they attempt to
customize the software.
To summarize, ERP has a great importance and ERP systems have become the biggest need of today's
organizations to survive. They provide tremendous benefits provided the Critical Success Factors of
ERP system implementation are kept in mind.

Indian ERP system best suited for Indian industries

Enterprise Resource Planning (ERP) Solution software should address all the needs of an enterprise
within the social context of the country in which the enterprise operates. This would imply that the
local accounting practices, locally applicable taxation laws are fully adhered to in implementing the
various business processes.
Many imported ERP software systems must incorporate India specific features before implementation
as per the specifications of its client, where as an Indian ERP solution has already been programmed
to take care of the national industry's interest.
Another feature of an India-made ERP like resource ERP software system is its design. It has been
designed to cater the need of the Indian users with fully knowing their working environment and
requirements.
Industries also consider easy accessibility to their solution providers while choosing the right ERP for
their enterprises. It also to be noted that eresourceInfotech serves all our customers equally, unlike
some overseas vendors who have a strategy to serve only large clients.
Cost factor also stands as one of the reasons why Indian ERP solution is best suited for Indian
industries. Many a time the huge cost involved in it scares away industries from implementing ERP
solution, depriving the benefits the system could offer. To overcome this precarious scenario, eresource ERP has introduced an affordable ERP, keeping in mind the Indian industries, specially the
small and medium scale enterprises.
specializes in Reimplementation for SAP B1 and oracle E-business suite. For tour and travel
companies we have ERP "travel assist" and XML integrated online booking engine. This industry
InfoTech is an information technology company in Noida, New Delhi, India. It

offer offshore custom software development for websites, portals, SEO activity, IT infrastructure
consultancy and hosting solutions for websites and emails. It has expertise in

industry like travel tour, trading, manufacturing, wholesale distributions, logistic service providers,
FMCG, chemical, automotive and pharmaceuticals.

BPCL: In November 2001, Bharat Petroleum Corporation Limited (BPCL), a leading player in the
Indian petroleum industry, successfully implemented an enterprise resource planning (ERP).
Implementation began in April2000 after the company decided to integrate all itsactivitiesthrough the
ERP package SAP R/3 the Company hoped to speed up its decisionmaking and respond faster to
customer needs through ERP. The intention was to show the differentiation in service, retain customers
and help increase the business of its industrial and commercial (I&C) customers BPCL also wanted to
increase its retail thrust by exploiting IT initiatives to them maximum.
ITTI: (formerly, Innovation Technology Transfer India) is system integrator and software services
company with core competence in the areas of enterprise business solutions (ERP implementation &
support, business intelligence solutions and business integration projects);application development &
maintenance services and infrastructure management services. ITTI have significant domain expertise
in the manufacturing vertical (discrete &process industries), as well as CPG, retail, automotive, Parma,
cement and engineering industry verticals. ITTI Project teams provide world-class consulting and
software services with the objective of building enduring relationships with our customers. Based on the
leading edge CMMI (Capability maturity model integration)SW model and ISO 9001:2008 standards,
our multishore delivery capabilities have further enhanced the value add that our customers experience,
in their engagements with ITTI.

Exclusive for Indian manufacturers An

affordable ERP for SMEs
In a move to assure small business customer in India implements ERP solution, e-resource ERP has come out
with an ERP exclusively for Indian manufacturers. E-resource ERP iSE, an ERP for Small and Medium
Enterprises is affordable, quick to implement and enabling the SME to focus on growth and improving their
business rather than worrying about software.
E-resource ERP for SME is designed to provide the small and medium enterprises to implement a suitable
resource planning which will guarantee a return on investment, thus making it to grow their business beyond
their expectations and margins.
EresourceInfotech so far implemented ere source ERP for SME module nearly in 25 customer locations and our
client list is growing more and more by day, which indicates the growing popularity of this software.
The key operational factor for SME is to increase operation efficiency, reduce cost of production, supply chain
management and deliver product to customer. The major obstacle for the SMEs is the cost element associated
with ERP implementation, which are usually very expensive. Ere source ERP is priced at cheaper and be
afforded by even very small industrial units.
Moreover, the differentiating factor is that ere source ERP is modular with regard to pricing. Resources ERP
comprises of modules, such as:

Sales and Distribution module

Purchase and Supplier Module

Inventory and Material Management Module

Production and Shop Floor Management Module

Quality management e
management

Accounts and Finance Management

Human Resource Management

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3

Ere source ERP benefits Gain Business Visibility, Get accurate, timely information, Make better business
decisions
Increase Operational efficiency Gain
Business Visibility Improve Customer
Relationship Streamline Production
Planning Optimize IT Investments
Comply with Regulations Cut Costs
Bring

product

to

market

sooner

Monitor and control and expenses

Reduce errors
Get accurate, timely information
Support your changing needs Get a
complete view of your busine Make
better business decisions Deliver the
right product at the right time Keep
customer promises Ability to modify/configure statutory changes Reduced product cost, reduced
expediting Improved closure rates, Increased market share
Improved sales and opportunity visibility better customer relationships, lower customer service costs
Global reach, better inventory visibility, reduced distribution costs, higher

and

The flexible attitude of users hampering ERP success in India

Success of ERP performance is directly proportional to the adherence to standard operating procedures.
However, we find that very common complaint against ERP is its rigid structure and disciplined standard
operating procedures. Often there are ridiculous demands and expectations from users, which are
conflicting with standard operating procedures. Hence ERP is either blamed or made to fail. When the
user says he wants flexibility in ERP, actually he wants the official allowance to deviate from standards
set for value generation. The repercussions of such flexibility are tremendous, including the loss of value.
For example, here goes a typical style of customer negotiations. The sales people of a manufacturing
company arbitrarily fixed unit price and raised sales orders against customers. After physical material
dispatches, suddenly the customer started negotiating with sales and the rates were changed. The sales
person then wanted to pass these entries in ERP. No good system will support such incongruous
requirements. Here, the user wants flexibility in addressing these issues from ERP and also expected that
everything should happen automatically. To settle and account for such changes, one has to pass a
number of reverse entries in ERP.
Unfortunately, some consulting companies charge extra from clients for automating such absurd
provisions. The same thing happened with the above company also and they landed up with 'auto reverse
entry module' supporting the existing system. More ironically, this feature of ERP soon became so
popular that the company asked a similar module for purchase transactions. The ultimate chaos is always
observed in finance and costing modules where multiple figures of profits, inventory values, sales
income, taxes, etc. linked to the same transaction are found. Nobody could really gather any meaningful
information from such sets of data over a period of time. At the end the user gets flexibility and the
organization gets punishment.
There are also some cases where flexibility going to the extent of unethical business practices and in such
cases illegal transactions can also be carried out.
Here is one peculiar requirement that once observed from a user. He asked for various options of
selecting report sizes (A3 or A4) to use with different printers for printing the same reports. ERP was
expected to be flexible enough to accommodate multiple report sizes based on printer

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selection. The same user never used in his earlier tenure any computerized output and did not even know how
to load paper into printer.
The major flexibility expected by Indian ERP users can be summarized as "I want to do transactions any way,
later on it should get corrected." Hence we find demand of provisional entries, temporary databases, notional
requirements, etc. The fundamental principle of ERP is doing right things right at first time is not
understood and deviations are expected to be regularized. We find many of such cases, ultimately making ERP
as unused ornament lying in the bank locker.

Familiar Interfaces
It is important that systems are easy to navigate for people who may use them only occasionally as well as for
power users. Information workers today spend a large portion of their workday using their e-mail applications,
probably the most widely deployed applications in the world. Messages from co-workers, customers and
suppliers constantly flow through e-mail inboxes. Rather than jump from an ERP system to e-mail, its simpler
if business applications not only look and feel like e-mail but are actually integrated with it. A familiar
interface enables workers to feel comfortable with an application immediately. And since industry analysts
agree that one of the biggest costs involved in implementing new ERP systems is training, which often equals
or exceeds the cost of the actual software purchase, eliminating the need for some training can speed up the
implementation time frame dramatically, leading to faster ROI and time to benefit from the ERP investment.

Confident Decision Making:

One of the lesser-known disadvantages of earlier generations of ERP is that software rarely communicated
information to users about upcoming problems, unless the user was savvy enough to ask the right question at
the right time. If the user was lucky or smart enough to stumble on a problem, deciding how to solve it was
more often a matter of intuition than data analysis. The tools available were simply too slow and cumbersome,
especially as the pace of business got faster and faster. Data warehouses and other analytical tools usually rely
on periodic updates, forcing users to work with less-than-current data. Disparate systems often yield
conflicting

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information. No wonder most manufacturers ran by the seat of their pants. They simply had no tools.
Today its possible for analytics engines to be embedded in applications or in the IT stack. Engines
can access information from multiple disparate systems instantly and present the user with up-to-date
information in a graphical format. Some engines and search tools can combine both structured data,
like that found in ERP
databases, and unstructured
like

that

found

data,

in

documents like contracts or

RFPs

(requests

for

proposal), to present the us

an immediate and complete
picture.

ith

ERP systems improve companys business performance

Enterprises Resource Planning (ERP) solution enables the task involved in performing a business
process quickly and efficiently.
With ERP, when a customer service representative takes an order from a customer, he or she has all
the necessary information to complete the order. Everyone else in the company sees the same
computer screen and has access to the single database that holds the customer's new order. As and
when a department completes their work with the order, it is automatically routed via the ERP system
to the next department for the next process.
The order can be tracked any time of point by any department by logging into the system. The order
process moves so quickly through the organization, and customers get their orders faster and with
fewer errors than before. ERP can extent that application to the other major business process, such as
employees' benefits or financial reporting.
The entire gamut of ERP activities are summarized below:

ERP facilitates a company-wide integrated Information Systems covering all functional areas
such as manufacturing, sales and distribution, accounts, payables, receivables, inventory,
human resources. Etc.

ERP integrates and automates most business processes and share information enterprisewide in real-time, thereby improving customer service and the corporate image.

ERP provides complete integration of the system not only across departments but also across
companies under the same management.

ERP bridges information gaps across a company and focuses on key issues such as
productivity enhancement, customer service, cash management, inventory, quality control
and prompt delivery. Etc.

ERP is the solution for better project management.

ERP provides business intelligence tools like decision support system, executive information
system, reporting, data-mining, early-warning system, enabling people to make better
decisions and improve business processes.

ERP not only addresses the current requirements of the company but also provides an
opportunity for improvement and refinement in the business process on a continuous process

BPR plays a critical role in ERP implementation

Processes, organization, structure and information technologies are the key components of BPR,
which automates business processes across the enterprise and provides an organization with a welldesigned and well-managed information system. While implementing ERP, the organizations have
two options to consider.
Either the organization must reengineer business processes before implementing ERP or directly
implement ERP and avoid reengineering.
In the first option of reengineering business processes, before implementing ERP, the organization
needs to analyze current processes, identify non-value adding activities and redesign the process to
create value for the customer, and then develop in-house applications or modify an ERP system
package to suit the organizations requirements. In this case, employees will develop a good sense of
process orientation and ownership.This would also be a customized solution keeping with line of the
organization's structure, culture, existing IT resources, employee needs and disruption to routine
work during the change programmer likely to be the least. It could have a high probability of
implementation. The drawback of this option is that the reengineered process may not be the best in
the class, as the organization may not have access to world-class release and best practices.
Moreover, this may be the only chance to radically improve in the near future and most attention
should be paid while choosing the right ERP. Also, developing an in-house application or
implementing a modified ERP is not advisable.

The second option of implementing ERP package is to adopt ERP with minimum deviation from the
standard settings. All the processes in a company should conform to the ERP model and the
organization has to change its current work practices and switch over to what the ERP system offers.
This approach of implementation offers a world-class efficient and effective process with built-in
measures and controls, and is likely to be quickly installed. But if the employees do nothave good
understanding of their internal customer needs or current processes, or if these processes are not well
defined and documented, then it is quite possible that while selecting the standard process from the
ERP package, employees may not be able to perceive the difficulties likely to be encountered during
the implementation stage. Employees would lack process ownership and orientation. Other than
technical issues, issues like organization structure, culture, lack of involvement of people etc. can
lead to major implementation difficulties, and full benefits of standard ERP package may not be
achieved. It may lead to a situation where the organization may have to again reengineer its
processes. This could be a very costly mistake.
There is also a third option of reengineering business process during implementation of ERP. But it
does not considered to be a practical option and is likely to cause maximum disruption to existing
work. It should not be
still to be carried out and customers need to be serv

forgotten that during BPR and

ERP initiatives, routine work is

Difference between MRP software and MRP module of ERP

Material Requirement Planning, popularly known as MRP, was developed during 1960s. This was a
proactive manner of inventory management. This technique fundamentally explodes the end product
demand obtained from the 'Master Production Schedule' (MPS) for a specified product structure
(which is taken from Bill of Material) into a detailed schedule of purchase order or production
orders, taking into account the inventory on hand.
MRP is a simple logic but the magnitude of data involved in a realistic situation makes it
computationally cumbersome. If undertaken manually, the entire process is highly time consuming. It
therefore becomes essential to use a computer to carry out the exercise.
MRP successfully demonstrated its effectiveness in reduction of inventory; production and delivery
lead times by improving coordination and avoiding delays, thus making commitment more realistic.
MRP proved to be a very good technique for managing inventory, but it did not take into account of
other resources of an organization. Due to this shortcoming a modified MRP logic, popularly known
as 'closed loop MRP' has been developed. A new module called Capacity Requirement Planning
(CRP) has been incorporated in this. This module manages the capacity of the organization to
produce a particular product. A feedback loop is provided from the CRP module to MPS if there is
not enough capacity available to produce.
Later the need was felt to integrate the financial resource with the manufacturing activities. From this
evolved an integrated manufacturing management system called Manufacturing Resources Planning
(MRP II).
The shortcomings MRP-II and the need to integrate these new techniques, led to the development of
a total integrated solution called Enterprise Resource Planning (ERP), which attempts to integrate the
transactions of suppliers and customers with the manufacturing and service environment of the
organization to produce the best possible plan. Today there are further development in the ERP
concept and evolution of Web-enabled ERP.

Why should choose e-resource for ERP solution?

E-resource ERP solutions are designed to seamlessly integrate personnel, processes, applications, and
data across an enterprise, enabling the organization to streamline its operations and support business
growth. Our integration solutions help organizations place information in the hands of those who
need it, ensuring optimal relations with customers, partners, employees, and suppliers.
Ere source offers range of ERP services with respect to enterprise solution to organization.
Irrespective of ERP brand, be it, ere source OR SAP or Oracle or any other ERP brands in the world,
ere source renders services

for complete

Enterprise implementation

life cycle,

Selection of ERP vendor

Risk Analysis & Mitigation

Plan

Pre

Approach

Implementation

Project Management and

Monitori

ERP Training and Imple

Operational Audit
Post Implementation Au
Measuring Range compatibility and ROI
We work with you jointly to deliver the most favorable ERP solution for your organization, to help
you further maximize your return on the investment.
Ere source ERP, India's leading ERP solution provider offers a centralized framework to integrate and
automate all business processes of an establishment with the aim of increasing operational efficiency
and improving the accessibility and flow of information across all departments. Availability of timely
information combined with a flexible framework enable organizations to respond and adapt quickly
to the changing marketplace and business environment in a more efficient manner, which obviously
results in good ROI (Return on Investment).

Our list of services also includes training of employees on the use of the system and post
implementation support and maintenance services.

The five main reasons to choose ere source ERP solution are:
1. OPERATIONAL EFFICIENCY:
Automates all business and functional processes thereby increasing efficiency.
2. CUSTOMER SATISFACTION:
E-resource ERP solution help in enhancing internal business processes and
enables organizations to improve customer satisfaction.
3. EASY ACCESS:
Our web-based ERP solution enables easy accessibility and availability of timely information, which
results in better decision making and forecasting.
4. FLEXIBILITY:
E-resource ERP packages have a flexible and scalable structure thereby enabling organizations to
adapt and cater to future business expansions and requirements.
5. COST-EFFECTIVE:
E-resource ERP for Small and Medium Enterprises is affordable, quick to implement thus enabling
the SMEs to focus on growth and improvement of their business rather than worrying about
software. And over and above, eresourceInfotech work with you jointly to deliver the most favorable
ERP solution for your organization, to help you further maximize your return on the investment.

Business benefit from ere source ERP

We are sure that the impact of implementation of ere source ERP would be visible in your business within a
short period. One of our objectives is to provide the Indians SMEs with a home-grown ERP solution which
they could afford and bring the desired benefit in their business quickly. ere source ERP software has been
designed and developed accordingly.
The added feature of ere source ERP is its quick implementation process. It is race against time and money
for many of Indian SMEs and by fully understanding this situation, ere source ERP has introduced our
Guaranteed On-Time Implementation offer.
Ere source offers a full refund for any implementation fees where the agreed-upon ERP go live date is
delayed, provided the customer meets all defined milestone deliverables on time. Ere source is the only ERP
solution

provider

that

has

earned

extremely high marks from all their

existing customers for its customer
support.

Customer
Relationship
Management
For

accomplishing

desired

success,

organizations continuously strive for

increased sales performance, superior
customer service and enhanced customer
relationship management.
To achieve these objectives you need
solutions that provide rapid access to
centralized customer information. You
should also be able to access detailed
and up-to-date communication history to foster customer and prospect relationships, close sales and
streamline all customer contact activities.

Ere source ERP offers consistent and readily available customer and prospect data, allowing you to manage
pre-sales activities, perform automated sales processes, deliver consistent customer service, evaluate sales
and service successes and identify trends, problems and opportunities.
Benefits at a glance

Interaction with other areas of the system, gives you a 'clear' view of the customer

Maximizing opportunities and retaining high value customers enhances revenue and profit.

Provides value-added services enable you to stay ahead of your competitors.

Improves product development and service delivery processes

Prepare your personnel with in-depth knowledge of the customer's needs

Organizes the customer experience through quick problem resolution

Easy re-run of customer information over and over again Successful customer interaction
The ere source ERP CRM module helps you know your customer better and includes many features such as
activities, history, related contacts, addresses of your customers and their relations with your competitors.
The flexible database structures enables you whatever information you would like to keep on your customer
and maintains such information for your future reference.
The e-resource ERP CRM module also facilitates control and organization of entire sales process,
from offer to invoice. It empowers your sales staff by providing details such as inventory status,
estimated costs and delivery time, risk status, habits and special demands, and previous trades during
offer stage.
The e-resource ERP CRM module offers an effective customer complaint management tool which
also includes repairs processing and document management.

The key to manufacturing ERP success

The enterprise applications space in India has been in a state of flux since it first made its presence felt. Over
the last only some years there has been a clearer understanding of the critical business advantage it can
provide. A recent Gartner report that delved into the relevance and utility of enterprise applications stated
that such applications can no longer be providing mere expediency in existing business process, but rather,
they need to have an inherent analytic capability to effect business change. Obviously, USEFULNESS or
USABILITY is driving the adoption of ERP solutions. Today, the Rs 321 crore Indian enterprise solutions
market is undergoing a fundamental change in terms of the value proposition it represents and also in the
vendors approach toward selling these solutions. This change is reflected in increasing adoption not just by
large IT savvy companies, but also those in the SMB segment.
To begin to define usability, it is best to start with the anticipated benefits such software solutions can
deliver. A software solution that scores high in usability will shorten implementation time frames and reduce
the amount of training required to go live, in turn enabling a faster return on investment and delivering
benefits more quickly. Such a system will result in a lower total cost of ownership, is likely to change and
grow with your company, allows for easy upgrades and interoperability, and makes it much less likely that it
will need to be replaced to enable future business processes.
Software vendors are adept at making their ERP look user-friendly. Carefully scripted and well- prepared
demos can mask the more cumbersome aspects of day-to-day business processes. Selection committees are
not usually made up of people who process transactions all day, so extra screens, background processes or
required keystrokes may go unnoticed. And matching up the software business flows with your in-house
business processes doesnt really tell you anything about the systems ability to support your future needs.
Even a hands-on session wont help you make the right choice in this crucial decision.

Conclusion
The first three dominant success factors of TI InfoTech, BPCL and ITTI are related to the quality
dimensions, suggesting that the success of implementing ERP system is largely determined by the
quality dimensions. The results indicated that technological newness was the most important factor in

determining the quality of the system. System quality, such as performance, flexibility of changes,
response time and ease of use, is a technical issue. This result confirmed conventional wisdom that
the pursuit of state of-heart technology is a risky proposition. In addition, different aspects of system
quality, such as response time, ease of use, system reliability, and flexibility of the system have been
examined by IS researchers. Most of these measures are fairly straightforward, reflecting the more
engineering (technical) oriented performance characteristics of the system. Researchers found that
these engineering-oriented performance measures were significantly related to technical-related
issues of the proposed projects. This paper proposed a success model and empirically tested the
relationships between variables. In summary, this research discovered that system quality and service
quality are important dimensions for measuring post-implementation ERP success. Service quality
and system quality dimensions play more important roles than their information quality counterpart
in terms of influencing ERP benefit of use and user satisfaction.
Its rare today that a company has no IT systems in place, so its important to select applications that
run on industry-standard platforms so that applications can easily interoperate. Investigating the
technology that surrounds required business functionality can be even more important than the
functionality itself. After all, its relatively easy to add new features to a system.

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8

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