Enterprise Resource Planning

Introduction

Incorporating an Enterprise Resource Planning (ERP) system with an alert management facilitates the streamlining as well as the integration of information flows and operations that take place within an enterprise. The integration enables an enterprise to synergy its resources for the purpose of facilitating workflow across multiple departments, a situation which eliminates such operational costs as those incurred while performing manual tracking. Moreover, the integration reduces the instances of data duplication as was the case when disparate systems within the same enterprise were common (Yusuf & Abthorpe 2004, 12-14).

Addressing the Issues Relating to an ERP System

In the contemporary business environment, chartered accountants have become important inputs in the operations of enterprises. They assist in managing, supporting, as well as controlling the operations of a business enterprise. With regard to financial service providers, these accountants include managers, advisors, auditors, as well as consultants (Monk & Wagner 2006, 23). Implementing an ERP package would enable them map of an enterprise’s requirements, a scenario which would serve to streamline operations.

The implementation of an ERP system necessitates substantial alterations to the processes and practices of a workforce. In most instances, the implementation of such changes is achieved through consulting, customizing, and supporting the scope of an ERP package (Head 2005, 23). The management should take the number of modules, customization requirements, as well as the size of the business into consideration while implementing an ERP package. This would enable the business enterprise to customize the package as much as it is necessary so as not to increase the implementation time unnecessarily (Yakovlev 2002, 50-52).

While implementing ERP systems, it is imperative to understand the required changes because misconception would result in the project failure. In this regard, the enterprise ought to evaluate the business processes in a manner that is aimed at identifying opportunities for modernization (Fryling 2010, 400-403). Studies have indicated that the risks resulting in mismatches are always reduced by establishing logical links between the current organizational processes with its strategic goals. It is, therefore, imperative to analyze how effective each process is as this would facilitate the understanding of the existing automated systems (Clemons 1986, 130-132).

Conclusion

ERP systems come with such modules as Finance, Human Resource Management, Marketing, and Project Management. As such, it would be beneficial to implement it in a modular manner as this would avail the possibility of implementing as many modules as it fits the requirements of the enterprise (Vilpola 2008, 43). Although customization is optional, the management should consider customizing the ERP in a manner that would enhance coordination amongst departments and, therefore, avail a unified reporting system. Each section of the enterprise would, consequently, be empowered to take part in the analysis of the status as well as statistics in real time (Thomas 1998, 11).

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