Enterprise resource planning: Difference between revisions

'''Enterprise resource planning''' ('''ERP''') is the integrated management of main [[business process]]es, often in [[Real-time computing|real time]] and mediated by [[software]] and [[technology]]. ERP is usually referred to as a category of [[Business management tools|business management software]]—typically a suite of integrated [[application software|application]]s—that an organization can use to collect, store, manage and interpret data from many [[business sector|business]] activities. '''ERP systems''' can be local-based or [[Cloud computing|cloud-based]]. Cloud-based applications have grown in recent years{{clarify timeframe|date=May 2025}} due to the increased efficiencies arising from information being readily available from any location with Internet access.

ERP differs from integrated business management systems by including planning all resources that are required in the future to meet business objectives. This includes plans for getting suitable staff and manufacturing capabilities for future needs.

ERP provides an integrated and continuously updated view of the core business processes using common [[database]]s maintained by a [[database management system]]. ERP systems track business resources—cash, [[raw material]]s, [[production capacity]]—and the status of business commitments: orders, [[purchase order]]s, and [[payroll]]. The applications that make up the system share data across various departments (manufacturing, purchasing, sales, [[accounting]], etc.) that provide the data.<ref>{{Cite journal|title=Antecedents of ERP systems implementation success: a study on Jordanian healthcare sector|journal=Journal of Enterprise Information Management|volume=29|issue=4|pages=549–565|last=Almajali|first=Dmaithan|doi=10.1108/JEIM-03-2015-0024|year=2016|url=http://elartu.tntu.edu.ua/handle/lib/31749}}</ref> ERP facilitates information flow between all business functions and manages connections to outside [[stakeholder (corporate)|stakeholder]]s.<ref>{{cite book |last=Radovilsky |first=Zinovy |editor-last=Bidgoli |editor-first=Hossein |year=2004 |title=The Internet Encyclopedia, Volume 1 |publisher=John Wiley & Sons, Inc. |page=707 |url=https://books.google.com/books?id=ACfBmYiNaTcC&pg=PA707|isbn=9780471222026 }}</ref>

According to [[Gartner]], the global ERP market size is estimated at $35 billion in 2021.<ref>{{cite web |url=https://blogs.gartner.com/debbie_wilson/2019/04/19/erp-software-market-35-billion-40-years-making-still-growing-nicely-chris-pang/ |title="The ERP Software Market: $35 billion+, 40 years in the making, but still growing nicely!" by Chris Pang |first=Deborah |last=Wilson |date=April 19, 2019 |publisher=Blogs.gartner.com |access-date=2022-07-24}}</ref><ref>{{cite web|author=Louis Columbus |url=https://www.forbes.com/sites/louiscolumbus/2020/10/14/predicting-the-future-of-services-centric-erp/?sh=683316ee1c43 |title=Predicting The Future Of Services-Centric ERP |work=Forbes |access-date=2022-07-24}}</ref> Though early ERP systems focused on large enterprises, smaller enterprises increasingly use ERP systems.<ref>{{Cite conference |author=Runtong Zhang|author2= José Cordeiro|author3= Xuewei Li|author4= Zhenji Zhang |author5= Juliang Zhang |date=2011 |title=ACCEPTANCE OF ENTERPRISE RESOURCE PLANNING SYSTEMS BY SMALL MANUFACTURING ENTERPRISES |conference=Proceedings of the 13th International Conference on Enterprise Information Systems |publisher=SciTePress - Science and Technology Publications |pages=229–238 |doi=10.5220/0003500302290238 |isbn=978-989-8425-53-9|doi-access=free }}</ref>

The Gartner Group first used the [[acronym and initialism|acronym]] ERP in the 1990s<ref>{{cite web|url=http://www.computerworld.com/article/2583660/e-commerce/extended-erp-technology-reborn-in-b2b.html|title=Extended ERP technology reborn in B2B|last=InfoWorld|first=Heather Harreld|date=August 27, 2001|access-date=July 20, 2016}}</ref><ref>"A Vision of Next Generation MRP II", Scenario S-300-339, Gartner Group, April 12, 1990{{Third-party inline|date=April 2015}}</ref> to include the capabilities of [[material requirements planning]] (MRP), and the later [[manufacturing resource planning]] (MRP II),<ref>{{cite web

|last= Anderegg |first= Travis |title= MRP/MRPII/ERP/ERM&nbsp;— Confusing Terms and Definitions for a Murkey Alphabet Soup |url= http://wiki.wlug.org.nz/EnterpriseSpeak |access-date= September 23, 2013 }}</ref><ref>{{cite web|url= http://www.erp.com/component/content/article/324-erp-archive/4407-erp.html |archive-url=https://web.archive.org/web/20110710200209/http://www.erp.com/component/content/article/324-erp-archive/4407-erp.html|archive-date=July 10, 2011|title= ERP|access-date=October 7, 2009}}</ref> as well as [[computer-integrated manufacturing]]. Without replacing these terms, ERP came to represent a larger whole that reflected the evolution of application integration beyond manufacturing.<ref>{{cite book |last= Sheilds |first=Mureell G. |title=E-Business and ERP: Rapid Implementation and Project Planning |year=2005 |publisher=John Wiley and Sons, Inc. |page=9}}</ref>

"ERP II" was coined in 2000 in an article by Gartner Publications entitled ''ERP Is Dead—Long Live ERP II''.<ref>{{cite web|title=B. Bond, Y. Genovese, D. Miklovic, N. Wood, B. Zrimsek, N. Rayner, ERP Is Dead — Long Live ERP II; GartnerGroup RAS Services, SPA-12-0420 4 October 2000|url=https://www.researchgate.net/publication/3420069|access-date=October 23, 2020}}</ref><ref>{{cite web|title=ERP: What you need to ask before you buy |url=http://www.projectauditors.com/Papers/Buying_An_ERP_System/ERP_Purchasing_the_right_ERP_package_3.php |publisher=projectauditors.com |access-date=April 23, 2014 }}</ref> It describes web–based software that provides real–time access to ERP systems to employees and partners (such as suppliers and customers). The ERP II role expands traditional ERP resource optimization and [[transaction processing]]. Rather than just manage buying, selling, etc.—ERP II leverages information in the resources under its management to help the enterprise collaborate with other enterprises.<ref>{{cite web |url=http://www.uncg.edu/bae/people/holderness/readings/ERP_is_Dead--Long_Live_ERP_II.pdf |title=The Bryan School of Business and Economics at UNCG—Exceptional Problem Solvers |publisher=Uncg.edu |access-date=November 8, 2012 |archive-url=https://web.archive.org/web/20120912185508/http://www.uncg.edu/bae/people/holderness/readings/ERP_is_Dead--Long_Live_ERP_II.pdf |archive-date=September 12, 2012 |url-status=dead }}</ref>

ERP II is more flexible than the first generation ERP. Rather than confine ERP system capabilities within the organization, it goes beyond the corporate walls to interact with other systems. Enterprise application suite is an alternate name for such systems. ERP II systems are typically used to enable collaborative initiatives such as [[supply chain management]] (SCM), [[customer relationship management]] (CRM) and [[business intelligence]] (BI) among business partner organizations through the use of various [[electronic business]] technologies.<ref>{{Cite journal|last=Charles Møller|date=August 1, 2005|title=ERP II: a conceptual framework for next-generation enterprise systems?|journal=Journal of Enterprise Information Management|volume=18|issue=4|pages=483–497|doi=10.1108/17410390510609626|issn=1741-0398}}</ref><ref>{{Cite journal|last=Ruhi|first=Umar|date=July 1, 2016|title=An experiential learning pedagogical framework for enterprise systems education in business schools|journal=The International Journal of Management Education|volume=14|issue=2|pages=198–211|doi=10.1016/j.ijme.2016.04.006}}</ref> The large proportion of companies are pursuing a strong managerial targets in ERP system instead of acquire an ERP company.<ref>{{Cite journal |last1=Adam |first1=Frédéric |last2=O'Doherty |first2=Peter |date=December 2000 |title=Lessons from enterprise resource planning implementations in Ireland – towards smaller and shorter ERP projects |url=http://dx.doi.org/10.1080/02683960010008953 |journal=Journal of Information Technology |volume=15 |issue=4 |pages=305–316 |doi=10.1080/02683960010008953 |doi-broken-date=1 July 2025 |issn=0268-3962|url-access=subscription }}</ref>

*[[Contract management|Contract Management]]: creating, monitoring, and managing [[contract]]s, reducing administrative burdens and minimising [[legal risk]]s. These modules often feature contract templates, [[electronic signature]] capabilities, automated alerts for contract milestones, and advanced search functionality.

Both system implementations, in private and public organizations, are adopted to improve productivity and overall business performance in organizations, but comparisons (private vs. public) of implementations shows that the main factors influencing ERP implementation success in the public sector are cultural.<ref>Wingreen, Maryam  and Hritik (2014) "An Investigation into Enterprise Resource Planning Implementation Success: Evidence from Private and Public Sector Organizations", [http://aisel.aisnet.org/pacis2014/339 PACIS 2014/339].</ref><ref>{{cite arXiv | eprint=1207.2860 | author1=Shafqat Ali Shad | last2=Chen | first2=Enhong | author3=Faisal Malik Faisal Azeem | title=Enterprise Resource Planning - Real blessing or a Blessing in Disguise : An Exploration of the Contextual Factors in Public Sector | year=2012 | class=cs.CY }}</ref><ref>{{cite book | last1 = Coelho | first1 = Cunha | last2 = Meirelles | title = Proceedings of the 16th Annual International Conference on Digital Government Research | chapter = The client-consultant relationship in the implementation of ERP in government: Exploring the dynamic between power and knowledge | year = 2015 | page = 140 | doi = 10.1145/2757401.2757405 | isbn = 9781450336000 | s2cid = 13941079 }}</ref>

Use of best practices eases compliance with requirements such as [[International Financial Reporting Standards]], [[Sarbanes-Oxley]], or [[Basel II]]. They can also help comply with de facto industry standards, such as [[electronic funds transfer]]. This is because the procedure can be readily codified within the ERP software and replicated with confidence across multiple businesses that share that business requirement.<ref name="IngolfoEstab11">{{cite book |volume=6998 | last1=Ingolfo | first1=S. | last2=Siena | first2=A. | last3=Mylopoulos | first3=J. |title=Conceptual Modeling – ER 2011 |chapter=Establishing Regulatory Compliance for Software Requirements |pages=47–61 |year=2011 |doi=10.1007/978-3-642-24606-7_5|series=Lecture Notes in Computer Science |isbn=978-3-642-24605-0 }}</ref><ref name="MSITSys">{{cite web |url=https://www.metricstream.com/insights/insights_sox_compliance.htm |title=IT Systems Validation for SOx and Regulatory Compliance |work=Insights |publisher=MetricStream, Inc |access-date=9 May 2018}}</ref>

ERP's scope usually implies significant changes to staff work processes and practices.<ref name="tech-faq.com">{{cite web|url=http://www.tech-faq.com/erp.shtml |title=ERP (Enterprise Resource Planning) |publisher=Tech-faq.com |date=March 5, 2014 |access-date=July 14, 2015}}</ref> Generally, three types of services are available to help implement such changes: consulting, customization, and support.<ref name="tech-faq.com" /> Implementation time depends on business size, number of modules, customization, the scope of process changes, and the readiness of the customer to take ownership for the project. Modular ERP systems can be implemented in stages. The typical project for a large enterprise takes about 14 months and requires around 150 consultants.<ref name="carl.sandiego.edu">{{cite web |title=Critical Issues Affecting an ERP Implementation |url=http://carl.sandiego.edu/gba573/critical_issues_affecting_an_erp.htm |publisher=Auerbach Publications |work=Information Systems Management |volume=16 |issue=3 |page=7 |year=1999 |access-date=January 10, 2013 |url-status=dead |archive-url=https://web.archive.org/web/20130103032912/http://carl.sandiego.edu/gba573/critical_issues_affecting_an_erp.htm |archive-date=January 3, 2013 |df=mdy }}</ref> Small projects can require months; multinational and other large implementations can take years.<ref name="SankarImplement06">{{cite book |url=https://books.google.com/books?id=sVS9AQAAQBAJ&pg=PA8 |title=Implementation Strategies for SAP R/3 in a Multinational Organization: Lessons from a Real-World Case Study |last1=Sankar |first1=C. |last2=Rau |first2=K.-H. |publisher=Cybertech Publishing |page=8 |year=2006 |isbn=9781591407782 |access-date=9 May 2018}}</ref><ref name="PelphreyDirecting15">{{cite book |url=https://books.google.com/books?id=KJO9BwAAQBAJ&pg=PA92 |title=Directing the ERP Implementation: A Best Practice Guide to Avoiding Program Failure Traps While Tuning System Performance |author=Pelphrey, M.W. |publisher=CRC Press |pages=92–111 |year=2015 |isbn=9781482248425}}</ref> [[Mass customization|Customization]] can substantially increase implementation times.<ref name="carl.sandiego.edu" />

ERP implementation is considerably more difficult (and politically charged) in decentralized organizations, because they often have different processes, business rules, data semantics, authorization hierarchies, and decision centers.<ref>{{cite web |title=Requirements Engineering for Cross-organizational ERP Implementation: Undocumented Assumptions and Potential Mismatches |first1=Maya |last1=Daneva |author2=Roel Wieringa |author2-link=Roel Wieringa |publisher=University of Twente |url=http://www.vital-project.org/papers/Daneva-Wieringa-Camera-Ready-RE-Paper.pdf |access-date=July 12, 2008 |archive-date=5 July 2010 |archive-url=https://web.archive.org/web/20100705020710/http://www.vital-project.org/papers/Daneva-Wieringa-Camera-Ready-RE-Paper.pdf |url-status=dead }}</ref> This may require migrating some business units before others, delaying implementation to work through the necessary changes for each unit, possibly reducing integration (e.g., linking via [[master data management]]) or customizing the system to meet specific needs.<ref name="Thomas H. Davenport 1998">Thomas H. Davenport, "Putting the Enterprise into the Enterprise System", ''Harvard Business Review'', July–August 1998.</ref>

* Extra effort, (often involving the use of [[enterprise application integration]]) is required where data must pass between two ERP systems<ref>Montgomery, Nigel (2010).[http://www.gartner.com/id=1412121 "Two-Tier ERP Suite Strategy: Considering Your Options."] Gartner Group. July 28, 2010. Retrieved September 20, 2012.</ref> Two-tier ERP strategies give enterprises agility in responding to market demands and in aligning IT systems at a corporate level while inevitably resulting in more systems as compared to one ERP system used throughout the organization.<ref>{{cite journal | last1 = Kovacs | first1 = G. L. | last2 = Paganelli | first2 = P. | year = 2003 | title = A planning and management infrastructure for large, complex, distributed projects&nbsp;— beyond ERP and SCM | url = http://ceit.aut.ac.ir/~sa_hashemi/My%20Teachings/MS-CEIT-Supply%20Chain%20Management/W-Selected%20Papers%20for%20class%20seminars-last/scm-pm-A%20planning%20and%20management%20infrastructure%20for%20large%2C%20complex%2Cdistributed%20projects-beyond%20ERP%20and%20SCM.pdf | journal = Computers in Industry | volume = 51 | issue = 2| page = 165 | doi=10.1016/s0166-3615(03)00034-4| citeseerx = 10.1.1.474.6993 }}</ref>

ERP systems are theoretically based on industry best practices, and their makers intend that organizations deploy them "as is".<ref>{{cite journal|last=Kraemmerand|first=P.|title=ERP implementation: an integrated process of radical change and continuous learning|journal=Production Planning & Control|year=2003|volume=14|issue=4|pages=228–248|display-authors=etal|doi=10.1080/0953728031000117959|s2cid=108921043}}</ref><ref>{{cite journal|last=Vilpola|first=Inka Heidi|title=A method for improving ERP implementation success by the principles and process of user-centred design|journal=Enterprise Information Systems|year=2008|volume=2|issue=1|pages=47–76|doi=10.1080/17517570701793848|s2cid=3032440}}</ref> ERP vendors do offer customers configuration options that let organizations incorporate their own business rules, but gaps in features often remain even after configuration is complete.

* Increase time and resources required to implement and maintain<ref name="Fryling 2010 391–421"/><ref name="BradfordModern15">{{cite book |url=https://books.google.com/books?id=KZRqCAAAQBAJ&pg=PA107 |title=Modern ERP: Select, Implement, & Use Today's Advanced Business Systems |author=Bradford, M. |pages=107–108 |year=2015 |publisher=Lulu.com |isbn=9781312665989 |access-date=9 May 2018}}</ref>

ERP systems can be extended with third-party software, often via vendor-supplied interfaces.<ref name="BendolyStrat05">{{cite book |url=https://books.google.com/books?id=GAOHQvgpeNYC&pg=PA95 |title=Strategic ERP Extension and Use|author1-link=Elliot Bendoly |last1=Bendoly |first1=E. |last2=Jacobs |first2=F.R. |publisher=Stanford University Press |page=95 |year=2005 |isbn=9780804750981 |access-date=9 May 2018}}</ref><ref name="LeonERP08">{{cite book |url=https://books.google.com/books?id=95QiBAAAQBAJ&pg=PA171 |title=ERP Demystified |author=Leon, A. |publisher=Tata McGraw-Hill Education |pages=170–171 |year=2008 |isbn=9780070656642}}</ref> Extensions offer features such as:<ref name="LeonERP08" />

[[Data migration]] is the process of moving, copying, and restructuring data from an existing system to the ERP system. Migration is critical to implementation success and requires significant planning. Unfortunately, since migration is one of the final activities before the production phase, it often receives insufficient attention. The following steps can structure migration planning:<ref name="RamaswamyData07">{{cite web |url=http://research.ittoolbox.com/white-papers/backoffice/erp/data-migration-strategies-in-erp-4620/ |archive-url=https://web.archive.org/web/20071030160728/http://research.ittoolbox.com/white-papers/backoffice/erp/data-migration-strategies-in-erp-4620/ |title=Data Migration Strategy in ERP |author=Ramaswamy, V.K. |publisher=Information Technology Toolbox, Inc |date=27 September 2007 |archive-date=30 October 2007 |access-date=9 May 2018}}</ref>

The most fundamental advantage of ERP is that the integration of a myriad of business processes saves time and expense. Management can make decisions faster and with fewer errors. Data becomes visible across the organization. Tasks that benefit from this integration include:<ref name="MeerBest05">{{cite book |url=https://books.google.com/books?id=9YaMB6tOd5oC |title=Best Practices in ERP Software Applications |author=Meer, K.H. |page=59 |year=2005 |publisher=iUniverse |isbn=978-0595345137 |access-date=9 May 2018}}</ref>

* Protects sensitive data by consolidating multiple security systems into a single structure<ref>{{cite web |first=Katherine |last=Walsh |url=http://www.csoonline.com/article/216940/The_ERP_Security_Challenge |title=The ERP Security Challenge |work=CSOonline |publisher=[[CXO Media, Inc.]] |date=January 2009 |access-date=January 17, 2008 |archive-date=4 May 2009 |archive-url=https://web.archive.org/web/20090504140508/http://www.csoonline.com/article/216940/The_ERP_Security_Challenge |url-status=dead }}</ref>

There is, however, no golden rule as to what business functions should be part of the core ERP, and what should be covered by supplementary solutions. According to Gartner, every company must define their own postmodern ERP strategy, based on company's internal and external needs, operations and processes.<ref name=":2" /> For example, a company may define that the core ERP solution should cover those business processes that must stay behind the firewall, and therefore, choose to leave their core ERP [[On-premises software|on-premises]]. At the same time, another company may decide to host the core ERP solution in the cloud and move only a few ERP modules as supplementary solutions to on-premises.{{citation needed|date=May 2021}}

The main benefits that companies will gain from implementing postmodern ERP strategy are speed and flexibility when reacting to unexpected changes in business processes or on the organizational level.{{citation needed|date=March 2024}} With the majority of applications having a relatively loose connection, it is fairly easy to replace or upgrade them whenever necessary. In addition to that, following the examples above, companies can select and combine cloud-based and on-premises solutions that are most suited for their ERP needs. The downside of postmodern ERP is that it will most likely lead to an increased number of software vendors that companies will have to manage, as well as pose additional [[Application Integration Architecture|integration]] challenges for the central IT.<ref>{{cite web|title=The end of enterprise resource planning|url=https://cen.acs.org/business/informatics/end-enterprise-resource-planning/98/i10|access-date=2020-06-02|website=Chemical & Engineering News|language=en}}</ref>

*{{cite book |last=O'Leary |first=Daniel E |author-link= |date=31 July 2000 |title=Enterprise Resource Planning Systems Systems, Life Cycle, Electronic Commerce, and Risk |location= |publisher=[[Cambridge University Press]] |page=232 |isbn=978-0-52-179152-6}}

*{{cite book |last=Kurbel |first=Karl E. |author-link= |date=23 August 2013 |title=Enterprise Resource Planning and Supply Chain Management |location= |publisher=Springer Berlin Heidelberg |page=359 |isbn=978-3-64-231573-2}}  

*{{cite book |last1=Shanks |first1=Graeme |last2=Willcocks |first2=Leslie P. |author-link= |date=11 September 2003 |title=Second-Wave Enterprise Resource Planning Systems |location= |publisher=Cambridge University Press |page=449 |isbn=978-0-521-81902-2}}  

*{{cite book |last=Langenwalter |first=Gary A |author-link= |date=17 July 2019 |title=Enterprise Resources Planning and Beyond Integrating Your Entire Organization |location= |publisher=[[Taylor & Francis]] |page=424 |isbn=978-1-42-004906-0}}   

*{{cite journal |last1=Odell |first1=Laura A. |last2=Farrar-Foley |first2=Brendan T. |last3=Kinkel |first3=John R. |last4=Moorthy |first4=Rama S. |date=1 February 2012 |title=Beyond Enterprise Resource Planning (ERP):: The Next Generation Enterprise Resource Planning Environment |publisher=[[Institute for Defense Analyses]] |page=124 |jstor=resrep26969}}  

*{{cite journal |last1=Jacobs |first1=F.Robert |last2=WestonJr.b |first2=F.C.‘Ted |date=2007 |title=Enterprise resource planning (ERP)—A brief history |journal=Journal of Operations Management |publisher=[[Elsevier]] |volume=25 |issue=2 |pages=357–363 |doi=10.1016/j.jom.2006.11.005 }}  

* Ram, Jiwat, and David Corkindale. “Developing a Framework for the Management of Critical Success Factors in Organisational Innovation Projects: A Case of Enterprise Resource Planning Systems.” Integrating Innovation: South Australian Entrepreneurship Systems and Strategies, edited by Göran Roos and Allan O’Connor, [[University of Adelaide Press]], 2015, pp.&nbsp;327–54, {{JSTOR|10.20851/j.ctt1sq5xd5.16}}.

* Riposo, Jessie, Guy Weichenberg, Chelsea Kaihoi Duran, Bernard Fox, William Shelton, and Andreas Thorsen. “Organizational Change Management.” In Improving Air Force Enterprise Resource Planning-Enabled Business Transformation, 23–28. [[RAND Corporation]], 2013. {{JSTOR|10.7249/j.ctt5hhvgh.13}}.

* Ragowsky, Arik, and Toni M. Somers. “Special Section: Enterprise Resource Planning.” [[Journal of Management Information Systems]], vol. 19, no. 1, Taylor & Francis, Ltd., 2002, pp.&nbsp;11–15, {{JSTOR|40398564}}.

* LIEDTKA, JEANNE, ANDREW KING, and KEVIN BENNETT. “Rethinking Strategic Planning at SAP.” In Solving Problems with Design Thinking: Ten Stories of What Works, 74–91. [[Columbia University Press]], 2013. {{JSTOR|10.7312/lied16356.9}}.

* Morris, Michael G., and Viswanath Venkatesh. “Job Characteristics and Job Satisfaction: Understanding the Role of Enterprise Resource Planning System Implementation.” MIS Quarterly, vol. 34, no. 1, Management Information Systems Research Center, [[University of Minnesota]], 2010, pp.&nbsp;143–61, {{doi|10.2307/20721418}}.

* Tsai, Bi-Huei, and Shin-Bin Chou. “APPLICATION OF MULTIPLE OUTPUT DATA ENVELOPMENT ANALYSIS IN INTERPRETING EFFICIENCY IMPROVEMENT OF ENTERPRISE RESOURCE PLANNING IN INTEGRATED CIRCUIT FIRMS.” The Journal of Developing Areas, vol. 49, no. 1, College of Business, [[Tennessee State University]], 2015, pp.&nbsp;285–304, {{JSTOR|24241295}}.

* van Merode GG, Groothuis S, Hasman A. Enterprise resource planning for hospitals. [[International Journal of Medical Informatics|Int J Med Inform]]. 2004 Jun 30;73(6):493-501. {{doi| 10.1016/j.ijmedinf.2004.02.007}}. {{PMID|15171978}}.

* Zerbino P, Aloini D, Dulmin R, Mininno V. Why enterprise resource planning initiatives do succeed in the long run: A case-based causal network. [[PLoS One]]. 2021 Dec 16;16(12):e0260798. {{doi|10.1371/journal.pone.0260798|doi-access=free}}. {{PMID|34914739}}; {{PMCID|8675769}}.

* Lee CW, Kwak NK. Strategic enterprise resource planning in a health-care system using a multicriteria decision-making model. J Med Syst. 2011 Apr;35(2):265-75. {{doi|10.1007/s10916-009-9362-x}}. Epub 2009 Sep 10. {{PMID|20703564}}.

* Grove S. Enterprise resource planning: case history. Optimizing the supply chain. Health Manag Technol. 2004 Jan;25(1):24-7. {{PMID|14727396}}.

* Schuerenberg BK. Making connections across an enterprise. Enterprise resource planning systems are tough to implement, but can provide a big payback. Health Data Manag. 2003 Jun;11(6):72-4, 76, 78. {{PMID|12825443}}.

* Tian, Feng, and Sean Xin Xu. “How Do Enterprise Resource Planning Systems Affect Firm Risk? Post-Implementation Impact.” [[MIS Quarterly]], vol. 39, no. 1, Management Information Systems Research Center, [[University of Minnesota]], 2015, pp.&nbsp;39–60, {{JSTOR|26628340}}.

* Ferratt, Thomas W., et al. “Achieving Success in Large Projects: Implications from a Study of ERP Implementations.” [[INFORMS Journal on Applied Analytics|Interfaces]], vol. 36, no. 5, [[INFORMS]], 2006, pp.&nbsp;458–69, {{JSTOR|20141427}}.

* Karimi, Jahangir, Toni M. Somers, and Anol Bhattacherjee. “The Impact of ERP Implementation on Business Process Outcomes: A Factor-Based Study.” [[Journal of Management Information Systems]] 24, no. 1 (2007): 101–34. {{JSTOR|40398884}}.

* Ranganathan, C., and Carol V. Brown. “ERP Investments and the Market Value of Firms: Toward an Understanding of Influential ERP Project Variables.” [[Information Systems Research]], vol. 17, no. 2, [[INFORMS]], 2006, pp.&nbsp;145–61, {{JSTOR|23015772}}.

* Benco, Daniel C., and Larry Prather. “Market Reaction to Announcements to Invest in ERP Systems.” Quarterly Journal of Finance and Accounting, vol. 47, no. 4, [[University of Nebraska–Lincoln|University of Nebraska-Lincoln College of Business Administration]], 2008, pp.&nbsp;145–69, {{JSTOR|40473472}}.

* {{cite book|author=Wu, Shi Liang and He, Wu|title=Frontiers in Computer Education |chapter=From Enterprise Resource Planning, Industry-Oriented Enterprise Resource Planning to Entire Resource Planning |series=Advances in Intelligent and Soft Computing |volume=133 |editor=Sambath, Sabo and Zhu, Egui|year=2012|publisher=Springer Berlin Heidelberg|location=Berlin, Heidelberg|pages=1141–1148|isbn=978-3-642-27552-4|doi=10.1007/978-3-642-27552-4_147|chapter-url=https://doi.org/10.1007/978-3-642-27552-4_147}}  

* {{cite book|editor=Swamidass, P. M.|title=ERP Enterprise Resource Planning (ERP)ERP|chapter=Enterprise Resource Planning (ERP)ERP |year=2000|publisher=Springer US|location=Boston, MA|page=197|isbn=978-1-4020-0612-8|doi=10.1007/1-4020-0612-8_302|url=https://doi.org/10.1007/1-4020-0612-8_302}}  

* {{cite book|author=Bahrami, Bahram and Jordan, Ernest|editor=Piazolo, Felix and Felderer, Michael|title=Utilizing Enterprise Resource Planning in Decision-Making Processes|year=2013|publisher=Springer Berlin Heidelberg|location=Berlin, Heidelberg|pages=153–168|isbn=978-3-642-37021-2}}   

* Elsayed, N., Ammar, S., and Mardini, G. H., “The impact of ERP utilisation experience and segmental reporting on corporate performance in the UK context”, ''Enterprise Information Systems'', vol. 15, no. 1, pp.&nbsp;61–86, 2021. {{doi|10.1080/17517575.2019.1706192}}. {{Bibcode|2021EntIS..15...61E}}.

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[[Category:Business process]]