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The purpose of the assignment is to analyse the importance of enterprise resource planning and the implications of it in the modern world. A particular topic regarding enterprise resource planning and its concept are identified. Enterprise Resource Planning (ERP) is a management tool used for understanding complex business processes. It is typically used for all management purpose in order to identify the processes that take place in an organisation. The assignment focuses on the characteristics of ERP along with its application in the modern world. The topic for the assignment is the reasons behind the failure of a retail supply chain. Relevant models are identified and recommendations are provided for improving the retail supply chain. In order to complete, the assignment the departmental store Myer is analysed along with its ERP system.
According to Leon (2014), Enterprise Resource Planning system or ERP is considered as a management system that is mediated by the use of software and technology. ERP stretches its use on the various aspects of a business organisation. Activities related to business are conducted by the application of ERP. It provides an updated view of the techniques to be used for the success of an organisation. Activities such as planning of product, manufacturing, marketing, sales and inventory management and so on are included in the process of ERP. It helps in maintaining a track on the business resources such as a requirement of raw materials, a capacity of production, orders and balance of an organisation. One of the biggest advantages of ERP is the fact that it integrates organisational systems and helps in conducting error-free operations that are useful for the purpose of a business. However, Esendemirli, Turker and Altuntas (2015) stated that the development of ERP system is different from the development of the traditional system. Despite this problem, the use of ERP has increased in every organisation. Large and small organisations utilise ERP in order to establish itself in the market.
After analysing the role of ERP, the characteristics of the system can be easily identified. The characteristics include:
According to Christopher (2016), a retail supply chain is a process that is involved in managing the supply chain network of an organisation. The supply chain is a critical component that is involved in the retail organisation. This includes the delivery of correct products to the customers on time. The supply chain plays an important part in the outlook of the entire process. However, in the modern world, a transformation is being taken place that creates certain trends in the business. These transformations take into consideration certain factors that play a definitive role in the success of an organisation. However, there have been times when the transformation has failed. This mainly occurred due to the growth of environmental factors that challenge the existence of a business. These factors are essential to understanding the methods that are necessary for regulating supply chain management system in an organisation. The decline of change in the business is one of the prime examples of the failure of transformation in the retail change market. As observed by Stadtler (2015), this failure has created a sense of distress to many businesses that are involved in the retailing market.
Most scholars have tried to identify the reasons behind the failure of such transformation among the retail sector. Some of the reasons that were discovered include the slow progress in the nature of transformation. Monczka et al. (2015) stated that about 70% of the retailers fail due to the slow progress of transformation. In the fast moving world, changes in organisational settings come at a rapid pace. Hence, a business sector like Myer needs to maintain the changes and ensure that it is embraced quickly in order to avoid any competition from the market. The new thinking that is required for the effective implementation of ERP technology lacks in the mind of the people. This creates a problem among the sectors, as the business needs to remain innovative. It has been observed that the some of the retail sectors focus more on the organisational model rather than the use of other models that can transform the context of business (Rushton, Croucher and Baker 2014). The one way to make the ERP work in the transformation of retail sectors is the thought process of the people. The employees of Myer need to understand the fact that organisational change based on supply chain management cannot be done by functional or specific changes.
In the light of this statement, it can be said that retail sectors structure itself differently than most other business organisations. According to Brindley (2017), the manner in which these retail sectors are structured is the main reason behind the failure of supply chain management. The ineffective use of ERP in the supply chain management is because of the lack of target customers and its inability to focus on only one particular method. In comparison to Myers, it can be said that FMCGs and CPGs have a different and successful structure that can implement ERP. This is mainly because of the fact that these sectors despite being retail focus more on the satisfaction of the customers. This creates a need for maintaining records that can help in identifying the responses of the customers. The fulfilling of demand remains in line with the marketing and sales of the products. This can help in the proper functioning of the ERP system as the system can be upgraded keeping in mind the proper utilisation of the systems (Wisner, Tan and Leong 2014).
Hence, it can be said that a comprehensive model of ERP can help in making up the loss for the retail companies. Another important reason for the failure of the supply chain of retail companies is the fact that the flow of production is not systematic. Smith (2015) stated that the wrong production line affects about 50% of the stores. This is mainly because the production line does not have a systematic flow that can help in the proper utilisation of ERP in an organisation. The effective use of an ERP model can help in the controlling of the production line by maintaining proper budgetary schemes in Myers. The next part highlights a suitable model for the implementation of ERP.
As stated by Ha and Ahn (2014) every organisation sets up a structure that can help the company to excel. An organisation structure is a root for its success. Without a proper structure, the implementation of strategies cannot be done effectively. Similarly, retail organisations also structure itself for the betterment of the production technique and satisfaction of the customers. However, the organisational structure of Myers has come under a lot of criticism. This is mainly because the retail organisation does not implement the use of ERP based on the structure. The importance of customer satisfaction is an important factor for any retail store. The use of the new model of ERP can help in the formulation of organisational models. The structure of Myers can also command the production flow and work flow in the organisation. In this case, it can be said that a pyramid structure can help in the proper definition of roles, define job tasks and outline the report of an organisation in the case of any discrepancies. The use of a proper ERP model can help in the delegation of authority and designing of the organisation structure (Altamony et al. 2016).
In the light of this statement, it can be said that the use of Supply Chain Operations Reference (SCOR) model. The model is based on five levels that can help in the effective application of the ERP system. The first level of the model is based on the planning system. It provides a comprehensive definition of the plans that need to be done in order to make the ERP system effective. In this stage, a company manages to establish its supply chain competitive objective (Kurbel 2016). The first level also includes the sources, method and delivery process that can be used for the effective application of the ERP system in the Supply chain management model. Such a process is used mainly for warehouse management and transportation and delivery infrastructure. This is suitable for an organisation like Myers that has a private transportation facility. The second level involves the effective use of 26 categories that can be possible to implement in a supply chain management. The advantage of the process is that organisations can configure the ideal or actual operations using the process of ERP. This is based more on the source, make and deliver the products. The 26 categories under which the system can be categorised are based depending upon the demands of the customers and the organisational objectives. The delivery of products, purchase order, stocked products is also categorised that can help in future storage of the inventories. According to Seuring (2013), these categories are essential in order to formulate future inventory and stock list Myers.
In order to plan, set and execute the organisational goals, the level three of the model needs to be utilised. This level signifies the essentials of planning and the ways by which goals can be set in the organisation. In order to execute the goals, this level provides a complete overview of the importance of supply chain management in an organisation. Ross (2013) stated that this is done in order to help in improving the supply chain of an organisation and improve the ERP system. This also includes setting up of the benchmark, defining the elements. Identifying the best practice that is suitable for the organisation and the capabilities required for executing the best practices. In this level, Myers can analyse the ways by which the plan can be executed. The final level focuses on the implementation of the actions. This defines a definitive course that is required for implementing actions in the organisations. The improvement of supply chain management is done in order to improve the ways by which ERP system can be installed. Beske and Seuring (2014) observed that the implementation of these actions does not follow a standard protocol. This is because the action implemented in every organisation is unique and is done for the betterment of the production. Thus, it can be said that the implementation of the SCOR model can help in maintaining the ERP system in an organisation.
In order to improve the techniques of Myers in terms of using supply chain management and ERP system, it is recommended that Myers adopt the basic and ensure that three important conditions are analysed. One of the conditions includes the change in organisational structure. The retail organisations need to follow a structure that reflects the effectiveness of supply chain management. The structure of the organisation needs to be such that the use of ERP can be well implemented in the company. Retail organisations that have a supply chain talent and thinking can be effective for success in the future. This also includes the proper identification of buyers. The buyers and sellers in an organisation need to have proper coordination required for the implementation of the ERP system. Another important recommendation is that every transformation that takes place in an organisation need to be done keeping in view the scale and depth required for organisational transformation. The organisation model is a predecessor of the business model that has remained as the fundamental error in any organisational setup.
Thus, it can be concluded that in the modern day the use of ERP and its implementation is important for any organisation. For retail sectors, the implementation of this process can be used for attaining the goals and objectives of the sector. For a company like Myer, the effective use of ERP system can help in the improvement of the company. It can leapfrog in the ranks of departmental stores in Australia. Thus, the ERP system is an important factor without which the supply chain management cannot be determined.
Altamony, H., Tarhini, A., Al-Salti, Z., Gharaibeh, A. and Elyas, T., 2016. The relationship between change management strategy and successful enterprise resource planning (ERP) implementations: A theoretical perspective. International Journal of Business Management and Economic Research, 7(4), pp.690-703.
Bansal, V. and Agarwal, A., 2015. Enterprise resource planning: identifying relationships among critical success factors. Business Process Management Journal, 21(6), pp.1337-1352.
Beske, P. and Seuring, S., 2014. Putting sustainability into supply chain management. Supply Chain Management: an international journal, 19(3), pp.322-331.
Brindley, C. ed., 2017. Supply chain risk. Taylor & Francis.
Chofreh, A.G., Goni, F.A., Shaharoun, A.M., Ismail, S. and Klemeš, J.J., 2014. Sustainable enterprise resource planning: imperatives and research directions. Journal of Cleaner Production, 71, pp.139-147.
Christopher, M., 2016. Logistics & supply chain management. Pearson UK.
Ellram, L.M. and Cooper, M.C., 2014. Supply chain management: It's all about the journey, not the destination. Journal of Supply Chain Management, 50(1), pp.8-20.
Esendemirli, E., Turker, D. and Altuntas, C., 2015. An Analysis of Interdepartmental Relations in Enterprise Resource Planning Implementation: A Social Capital Perspective. International Journal of Enterprise Information Systems (IJEIS), 11(3), pp.27-51.
Fernie, J. and Sparks, L., 2014. Logistics and retail management: emerging issues and new challenges in the retail supply chain. Kogan page publishers.
Ha, Y.M. and Ahn, H.J., 2014. Factors affecting the performance of Enterprise Resource Planning (ERP) systems in the post-implementation stage. Behaviour & Information Technology, 33(10), pp.1065-1081.
Hoch, J.E. and Dulebohn, J.H., 2013. Shared leadership in enterprise resource planning and human resource management system implementation. Human Resource Management Review, 23(1), pp.114-125.
Issar, G. and Navon, L.R., 2016. Enterprise Resource Planning (ERP). In Operational Excellence. Springer International Publishing.
Jinno, H., Abe, H. and Iizuka, K., 2017. Consideration of ERP Effectiveness: From the Perspective of ERP Implementation Policy and Operational Effectiveness. Information, 8(1), p.14.
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Monczka, R.M., Handfield, R.B., Giunipero, L.C. and Patterson, J.L., 2015. Purchasing and supply chain management. Cengage Learning.
Ross, D.F., 2013. Competing through supply chain management: creating market-winning strategies through supply chain partnerships. Springer Science & Business Media.
Rushton, A., Croucher, P. and Baker, P., 2014. The handbook of logistics and distribution management: Understanding the supply chain. Kogan Page Publishers.
Seuring, S., 2013. A review of modeling approaches for sustainable supply chain management. Decision support systems, 54(4), pp.1513-1520.
Shaul, L. and Tauber, D., 2013. Critical success factors in enterprise resource planning systems: Review of the last decade. ACM Computing Surveys (CSUR), 45(4), p.55.
Smith, S.A., 2015. Retail supply chain management: quantitative models and empirical studies (Vol. 223). Springer.
Stadtler, H., 2015. Supply chain management: An overview. In Supply chain management and advanced planning. Springer Berlin Heidelberg.
Tarhini, A., Ammar, H. and Tarhini, T., 2015. Analysis of the critical success factors for enterprise resource planning implementation from stakeholders’ perspective: A systematic review. International Business Research, 8(4), p.25.
Wisner, J.D., Tan, K.C. and Leong, G.K., 2014. Principles of supply chain management: A balanced approach. Cengage Learning.
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