Abstract
Variously called enterprises resource planning (ERP) systems, enterprise-wide systems, or enterprise business system, these comprehensive, package software solutions seek to integrate the complete range of a business's processes and functions in order to present a holistic view of the business from a single information and IT architecture [1]. The critical success factors for ERP implementation include top management support, a clear business vision, and issues specific to ERP such as ERP strategy and software configuration. However, some of the more important factors are the issues related to re-engineering business processes and the integration of various core processes to the ERP system.
Few business managers will dispute the value that ERP applications can bring to their companies. However, most organisations are not putting in place the procedures to manage the changes and customisations they need to make to ERP systems for establishing a competitive advantage [2]. Most companies are too busy building and running the technical aspects of their ERP systems to recognise the need, and long-term value, of change and business process management, This value extends well beyond application development, and, in fact, provides the backbone for successful installations and operation of an ERP system.
This paper investigates the role and impact of business process management in successful ERP implementation. The paper starts by defining business process management, ERP, and the ERP critical success factors. The impact of business process management on successful ERP implementation is then assessed through looking at the experiences of several organisations. The paper concludes by highlighting best practices for capitalising on business process management for successful ERP implementation.