Thesis „Study of software support of the production processes deals with the issue of the deployment of a particular enterprise information system from the point of view of the project management. The main aim is to design the project solving the implementation of a new integrated control system with the use of IT products.

Research about implementing an ERP system has been investigated for many years but is still a current issue. This is due to the large number of implementations that fail. The purpose of this paper is to identify important activities in an early phase of an ERP implementation. The thesis is based on a literature study to create a foundation of understanding of earlier research and the struggles implementing an ERP system. The study was composed from the five most important critical success factors as a framework. To identify the activities in an early phase, interviews with people from different layers in an implementation organization were conducted. From the interviews, several survey questions were designed to rank the activities. The result of the interviews shows several activities performed in an early phase in an ERP implementation. The result from the survey shows that many of the identified activities from the interviews are important since several of the respondents consider these critical. Some of the most important activities in an early phase of an ERP implementation are:   • Conducting workshops to explain the changes to come when implementing a new ERP system. • Make sure the people working in the project are able to work and focus on the project fulltime in the phase where their role is critical for the implementation. • Involve the key-users in an early phase of the implementation. • Communicate the vision to all the employees in the organization. • Have a local super-user that is available to support and help.   This research provides a less general framework for what activities are important to perform in an early phase of an ERP implementation to achieve the critical success factors. The study can help companies facing an ERP implementation to do the right things to succeed with the implementation.

AImplémenter un système intégré de type ERP n’est pas sans conséquences. Toutefois, les recherches consacrées à la post-implémentation restent peu abondantes. La question centrale de cette recherche est celle des capacités d'évolution de l'ERP après son implémentation lorsqu'il est confronté à l’évolution des besoins de l'organisation et de son écosystème, en particulier concernant leurs dimensions logistiques. La logistique est en effet souvent à l'origine de reconfigurations importantes, constituant autant de risques à intégrer pour un système ERP dont les rigidités ont été abondement abordées par la littérature. Il est alors intéressant de s’interroger sur les différents mécanismes qui vont permettre de faire évoluer l’ERP afin qu’il reste en cohérence avec les besoins, la stratégie et la performance de l’entreprise. Cette question est au cœur de cette thèse sur la contribution de la gestion des risques logistiques à la mise en lumière des inadéquations des ERP (Strong et Volkoff, 2010) et à leur évolution et adaptation (Besson et Rowe, 2011). Notre méthodologie est qualitative et repose principalement sur une étude de cas au sein d'une entreprise du secteur aéronautique à ERP stable. Nos données montrent à la fois le progiciel comme un atout pour la robustesse logistique à court terme et un handicap face aux risques logistiques qui devront être soit acceptés sans que l'ERP n'évolue, soit réduits avec l'ERP qui évoluerait, soit évités avec l'ERP qui serait de facto contourné. Dans tous les cas, la gestion des risques logistiques apparaît comme un outil permettant de faire évoluer continûment le paramétrage de l'ERP et donc d'en améliorer l'alignement et la performance. / AImplementing an integrated system, such as an ERP, is not without consequences. However, only a few studies have looked at post-implementation. The focal point of our research is the capacity of the ERP to evolve after being implemented, when confronted to changes of needs of the organization and its ecosystem, in particular concerning logistical dimensions. Indeed, logistics is often at the origins of major reconfigurations – risks that need to be integrated by an ERP system, whose rigidities have been abundantly addressed in publications. It is thus interesting to examine different mechanisms that would enable to have the ERP evolve, in order to keep it consistent with the needs, the strategy and the performance of the company. This question is at the heart of this thesis on the contribution of the management of logistics risks on the one hand, to underline the ERP misfits (Strong et Volkoff, 2010) and, on the other hand, to their evolution and adaptation (Besson et Rowe, 2011). Our methodology is essentially qualitative and relies mainly on a case study, with three phases of non-participant observations made in an aeronautics company whose ERP system is stable. Our observations, documentation and interviews show the software package is an asset for logistics robustness in the short term and, at the same time, a disadvantage in front of logistics risks, which will be either accepted without the ERP evolving, reduced with the evolution of the ERP or avoided with the actual bypassing of the ERP. In all cases, the management of logistics risk appears as a tool enabling the continuous evolution of the ERP configuration and so improving its alignment and performance.

Information Communication Technologies are increasingly used in organisations’ market expansion strategies. These Information communication technologies provide organisations with opportunities such as ease of communication and movement of resources, making the entry into new markets a faster and less resource heavy process. When expanding throughout the African continent, the challenge presented in using this approach is that many African markets have underdeveloped information communication technology infrastructure. In considering this barrier, the extent to which information communication technology enables market expansion throughout the African continent is the topic which has been fully analysed and discussed. An exploratory research design and a qualitative method have been used in this study. The subjects of the data collection were three key individuals selected from a large South African retailer. These three individuals job roles spanned across the marketing and IT departments and were influential in the organisation’s expansion efforts throughout Africa. The findings of this study show that the levels of information communication technology infrastructure vary vastly from country to country on the African continent, noting South Africa, Kenya, Nigeria, Zambia and Botswana as the more advanced nations with the Democratic Republic of Congo and Uganda lagging in development. The findings also show that for retailers, the retail focused technology available in South Africa is not yet available in other African nations which causes challenges in offering the same value to consumers across the board. However, the finding show that the development of cloud-based systems has assisted in the widespread use of technologies without the need of heavy investments into physical locations.

Today's organizations are characterized by digitization, development and growth. A wellimplemented ERP-system that match the processes of an organization can lead to a number of benefits. ERP-implementations and critical success factors are a well-researched area. Nevertheless, a great number of ERP-implementations are still considered as failures, which makes further research around the area considered relevant. This study aims to investigate what is critically related to important success factors in implementing ERP-systems. The study began with a literature study in which 15 scientific articles were reviewed, of which 69 success factors were identified. Of those, the six most common were selected as the basis for this study. In order to answer the purpose of this study, interviews were conducted with project managers who had a lot of experience from ERP-implementations. Using the results from these, as well as the collected theory, comparisons have been made between them. This, in turn, has resulted in a finding that communication is a key part of the entire ERP implementation and in all the critical success factors investigated in this study. Hence, the interaction between supplier and customer is seen as critical in ERP implementations, so they understand each other, have shared expectations and a realistic commitment to ERP implementation.

El texto completo de este trabajo no está disponible en el Repositorio Académico UPC por restricciones de la casa editorial donde ha sido publicado. / In Peru, companies within the textile sector encounter problems such as a decrease in the contribution to an industrial gross domestic product from 10.6 to 7.5%, a decline in financial credits by about 0.7% p.a., and the direct competition of Central American countries across the textile chain. The finishing of fabrics shows the worst performance, with losses of a 38.8% variation in industrial production and a 7.5% growth rate per textile industrial sector. In this scenario, a strategic lean procurement model based on 5S and supplier approval was designed. The lean objective is to streamline workflow in the raw material warehouse that generates excessive lead time to production and leads to unplanned downtime. In addition, supplier approval boosts procurement efficiency and provides strategic value in assessing and planning raw materials to ensure efficient supply. The model is validated through a case study involving a textile small and medium-sized enterprise (SME), and drastic improvements are made. These improvements address the problem of unplanned downtime by reducing its incidence and making economic contributions to the company. / Revisión por pares

Die Dynamik der technologischen Veränderungen, die zunehmende Komplexität von Anforderungen, Automatisierungspotentiale im Zuge der fortschreitenden Digitalisierung und die Verringerung der durch den Menschen zu bewältigenden Routinetätigkeiten prägen die Arbeitswelt. Im Kontext der Digitalisierung sind Unternehmen zunehmend prozessorientiert ausgerichtet, d. h. betriebliche Kernprozesse werden konsequent an der Wertschöpfung und den Anforderungen der Kunden, an Qualität und an den dafür erforderlichen Prozessen orientiert. Unternehmen müssen dazu über die erforderliche informationstechnische Infrastruktur verfügen. Neben entsprechender Hardware ist die Software erforderlich, mit der Geschäftsprozesse in geeigneter Weise gesteuert und abgebildet werden können (Enterprise Resource Planning Software, ERP). Die Fähigkeit des adäquaten Umgangs mit betriebsnotwendiger Software ist dabei ein kardinales Erfolgskriterium. In der Praxis häufig anzutreffen sind Schulungen, die in Form von einfachen Klick- und Orientierungskursen mit der grundsätzlichen Funktionalität der Software vertraut machen. Fraglich ist allerdings, ob diese didaktische Ausrichtung zu Kenntnissen, Fähigkeiten und Fertigkeiten führt, die für das Handeln in Geschäftsprozessen erforderlich sind und einer ganzheitlichen Perspektive auf Geschäftsprozesse gerecht werden. In Bezug auf die angestrebte berufliche Handlungsfähigkeit sind bei diesen Klickschulungen Transferprobleme und träges Wissen zu erwarten. Die Frage danach, wie zukünftige Anwenderinnen und Anwender qualifiziert werden sollten, um den Umgang mit einer ERP-Software so zu erlernen, dass sie über anwendungsbereites Wissen verfügen und handlungsfähig sind, stellt sich nicht nur für Unternehmen. Auch in der beruflichen Erstqualifizierung und der universitären Ausbildung ist diese Frage relevant. Bildungskontextübergreifend ist die Qualifizierung für den Umgang mit einer ERP-Software i. d. R. mit der Zielvorstellung verbunden, dass Lernende in Bezug auf die Steuerung von Geschäftsprozessen und die Pflege von Daten handlungsfähig werden. Vor diesem Hintergrund geht diese Arbeit der Frage nach, wie potenzielle Anwenderinnen und Anwender für den Umgang mit ERP-Software qualifiziert werden sollten. Dazu werden das didaktisch-methodische Vorgehen funktionsorientierter Anwender-/Klickschulungen mit dem prozessorientierten Vorgehen problemorientierter Lernumgebungen sowie die daraus resultierenden Lernerfolge kontrastierend analysiert. Ergänzend werden verschiedene Sozialformen (einzeln und dyadisch Lernende) berücksichtigt. Mit Blick auf die Komplexität der Einflussfaktoren auf Lernprozesse werden zusätzlich mögliche Einflüsse durch generalisierte Lernstrategien, die Motivation der Lernenden, emotionale Aspekte während des Lernprozesses sowie die Reflexion des Lernhandelns berücksichtigt. Folgenden forschungsleitenden Fragen geht diese Arbeit nach: Ist das Lernen in geschäftsprozessorientierten Lernumgebungen (Prozessorientierung) dem Lernen in der klassischen Anwenderschulung (Funktionsorientierung) überlegen? Welcher Einfluss auf den Lernerfolg zeigt sich durch die Sozialform? Erreichen dyadisch Lernende einen höheren Lernerfolg als einzeln Lernende? Die Ergebnisse dieses Forschungsprojekt implizieren Gestaltungskriterien für Lernumgebungen in der schulischen und universitären Berufsqualifizierung sowie für Schulungen und Workshops in diesem Kontext.:1 Einleitung 2 Funktions- und Prozessorientierung 2.1 Paradigmenwechsel von der Funktions- zur Prozessorientierung in der BWL 2.2 Prozesssteuerung mithilfe von ERP-Software am Beispiel von SAP ERP 2.3 Allgemeine Folgen des Paradigmenwechsels für die berufliche Qualifizierung 2.4 Funktionsorientiert-fachsystematisches und prozessorientierthandlungssystematisches Lernen 2.4.1 Funktionsorientiert-fachsystematisches Lernen 2.4.2 Prozessorientiert-handlungssystematisches Lernen 3 Handlungs- und tätigkeitstheoretische Grundlagen des Lernhandelns in ERPSoftware 3.1 Begriffliche Klärung: Tätigkeit – Handlung – Operation 3.2 Unternehmen als Tätigkeitssysteme in der Tätigkeitstheorie nach Engeström 3.3 Handeln in Geschäftsprozessen gemäß der Handlungstheorie nach Aebli 3.4 Individuelle Determinanten des Lernhandelns 3.4.1 Kognition, Motivation und Emotion als Komponenten der personalen Dimension im Person-Umwelt-Bezug 3.4.1.1 Kognition 3.4.1.2 Motivation 3.4.1.3 Emotion 3.4.2 Lernstrategien 3.4.3 Reflexion 3.4.3.1 Begriff der Reflexion und Abgrenzung 3.4.3.2 Stufen und Ebenen der Reflexion 3.4.3.3 Lernprozesse und Reflexion 3.4.4 Transfer 3.5 Soziale Aspekte des Lernhandelns 3.6 Konzeptionelle Synthese handlungs-/tätigkeitstheoretischer und psychophysischer Grundlagen 4 Präzisierte Forschungsfragen und Hypothesen für die empirische Untersuchung 5 Empirische Untersuchung 5.1 Design im engeren Sinne 5.2 Stichprobe 5.3 Untersuchungsablauf (Design im weiteren Sinne) 5.4 Operationalisierung der Variablen 5.4.1 Funktions- und prozessorientierte Konzeption der Lehrveranstaltung 5.4.1.1 Funktionsorientierte Konzeption 5.4.1.2 Prozessorientierte Konzeption 5.4.2 Wissenstests 5.4.3 Erfahrungen mit komplexen Lernumgebungen 5.4.4 Lernstrategieinventar 5.4.5 Fragebogen zur Motivation 5.4.6 Emotion im Lernprozess 5.4.7 Reflexion des eigenen Lernprozesses 6 Ergebnisse 6.1 Lernerfolg – Wissen und Handlungsfähigkeit 6.2 Erfahrungen mit komplexen Lernumgebungen 6.3 Lernstrategien 6.4 Motivation für den Lernprozess 6.5 Emotion im Lernprozess 6.6 Reflexion des eigenen Lernprozesses 7 Diskussion 7.1 Lernerfolg – Wissen und Handlungsfähigkeit 7.2 Erfahrungen mit offenen und komplexen Lernumgebungen 7.3 Lernstrategien 7.4 Motivation für den Lernprozess 7.5 Emotion im Lernprozess 7.6 Reflexion des eigenen Lernprozesses 7.7 Limitationen des Forschungsprojektes 8 Ausblick

De senaste åren har fenomenet molnbaserade affärssystem vuxit sig allt större eftersom de innefattar fördelar som mindre investeringar, högre tillförlitlighet och ökad flexibilitet jämfört med ett traditionellt on-premise system. Tidigare studier har undersökt vilka affärssystemkompetenser en ledning behöver i ett on-premise men lite är känt om vilka affärssystemkompetenser som en ledning behöver i ett molnbaserat affärssystem. Detta kompetensbehov beskrivs som kunskaper om systemet där en ledning bland annat ska besitta kännedom om såväl systemets olika anpassningsalternativ och integrationer som kunskap för att genomföra en systemuppdatering. Ett molnbaserat affärssystem skiljer sig ifrån ett on-premise vad gäller till exempel IT-infrastruktur. Studien utvidgar tidigare förståelse för en lednings kompetensbehov i ett molnbaserat affärssystem jämfört med ett on-premise system. Studiens forskningsfråga har besvarats genom en kvalitativ studie och med en tematisk analys. Resultatet av studien visar på ett nytt kompetensbehov hos en ledning inom datasäkerhet, avtal och affärsstrategier men resultatet visar även på ett förlegat kompetensbehov kring integrationer, anpassningar, rapportering och uppdatering. Nyckelord: affärssystem, molnbaserat affärssystem, ledning, kompetensbehov, kompetensförändring / In recent years, the phenomenon of cloud-based enterprise systems has grown larger as they include benefits such as lower investment, higher reliability and increased flexibility compared to a traditional on-premise system. Previous studies have examined what ERP system competencies a management needs in an on-premise, but little is known about the ERP system skills that a management needs in a cloud-based ERP system. This competence is described as knowledge of the system, where the management must, among other things, have knowledge of both the system's different customization options, integrations, but also knowledge to carry out a system update. A cloud-based ERP system differs from an on-premise in terms of, for example, IT infrastructure. This study extends previous understanding of management's ERP system competence in a cloud-based system compared to an on-premise system. The research question has been answered through a qualitative study and with a thematic analysis. The result of the study was that management acquires new competencies in data security, agreements and business strategies, but comes to the understanding of an older, outdated, competence regarding integrations, customization, reporting and updates.

The enterprise resource planning (ERP) implementation success rate is as low as 30%. Researchers have shown that ERP system implementation could cause both system and organization failures, affecting operations and stakeholders, alike. The technology-organization-environment conceptual framework was used to ground this qualitative single-case study. The purpose of the study was to explore strategies that a manufacturing firm in Ghana used to implement ERP systems successfully. The population of this case study comprised 5 stakeholders from a manufacturing firm in Ghana who had success in implementing an ERP system. Data were collected using face-to-face semistructured interviews and review of various corporate documents. Data analysis consisted of reviewing interview transcripts, compiling and organizing the data using an open-coding system, grouping the data into themes, and interpreting the meaning of the themes and data. Triangulation was used to strengthen the validity of the case study design. The primary themes that emerged from data analysis included critical strategies that organizational leaders can use to implement ERP systems successfully in Ghana-based manufacturing firms. Significant findings were that leaders who engage in ERP implementation should focus on managing human and technological infrastructure resources, seeking the support of top management, and designing and executing comprehensive change management plans. Implications for positive social change include the potential to increase funding for local schools, after-school youth programs, and philanthropic donations based on increased organizational profits generated from successful ERP leader implementation strategies.

Senior management decisions to foster innovation and adopt new technology solutions have serious implications for the success of their organization change initiatives. This project examined the issue of senior management decision or reasons of their decision to adopt new Enterprise Resource Planning (ERP) systems as a solution to solve their business problems. This project investigated the degree that perceived ease of use and usefulness of the ERP system influenced decisions made by senior managers to innovate. Roger's diffusion of innovations theory and Davis technology acceptance model theory were used to predict when senior managers were open to innovation, and whether senior managers made decisions to adopt new technological innovations. Out of the 3,000 randomly selected senior managers of small to medium sized organizations in the United States who were invited via emails to participate, 154 completed the online survey. Binary logistic regression analysis on the collected data failed to produce statistically significant support for the claim that perceived ease of use, perceived usefulness, and openness to innovation should impact the senior manager's decision to innovate. The conclusions of this study suggest further research may include a qualitative design to gain a deeper understanding of the underlying reasons, opinions and motivations on the emotive aspects of the decision-making process in the adoption of ERP software innovations. It also offers a positive social change to stakeholders who are potentially affected by technology innovation and adoption by providing empirically validated evidence for causes of senior management technology decisions.