The widespread usage of enterprise information systems (EIS) by various companies operating in different countries has led to digitalization of inter and intra-organizational business functions like customer relationship management (CRM) and supply chain management (SCM). This study considers current issues in EIS implementations in the context of enterprise resource planning (ERP) systems in different countries, industries and companies. Due to the increasing demands and varying needs of different parties, ERP implementations are getting more complex, which means considering a greater number and variety of critical success factors (CSFs). This study therefore reviews the current literature related to CSFs and their classifications before introducing a new conceptual model of 40 CSFs for successful EIS implementations.
TopHaving moved beyond initial ERP implementation, companies are now looking for ways to optimize their investment by extending the functionality of their ERP systems. These second wave implementations include data warehousing, customer relationship management (CRM), supplier relationship management (SRM) or advanced planning and optimization (Hawking et al. 2004). The newer implementations of ERP enable companies to move towards extended EISs that include supply chain management and provide extra tools such as real-time transaction tracking and internal process integration (Kelle and Akbulut, 2005). Because digitalization of business functions requires re-evaluation of the traditional vertically integrated business model, ERP software vendors have started to provide the users with more advanced decision support tools, known as new ERP software extensions. Some of the most popular versions of these new tools are: Advanced Planning and Scheduling (APS), Demand Planning and Revenue Management (DPRM), Customer Relationship Management (CRM), Sales Force Automation (SFA), and Supply Chain Management (SCM) (Kelle and Akbulut, 2005).
ERP systems have significantly changed the way operations take place within a company and business practices between different partners, leading to digitalization and automation of business functions. For instance, digital accounting systems in ERP speed up recording, classifying, summarizing and reporting desired accounting information, provide financial data and reports in electronic format across all accounting cycles, and promote communication of related data to interested partners. Digital accounting is based on a coherent information system ensured by ERP-type systems and the use of internet for transmitting information generated by the system both within and outside the company. Figure 1 summarizes these changes, including the operations and technologies or systems involved in acquisition, sales, payment and receipt processes, and also how they interact with the ERP system in digital accounting (Genete and Tugui, 2008).
Figure 1. Acquisition and sales operations in digital accounting