1、1 外文翻译 原文 Performance evaluation of ERP implementation in Indian SMEs Material Source: Journal of Manufacturing Technology Management Author: P.T.Kale,Banwait and Laroiya Abstract Purpose The purpose of this paper is to find out whether and how Indian small to medium-sized enterprises (SMEs) are ben
2、efiting because of enterprise resource planning (ERP) implementation, through survey-based research. This will help other SMEs take appropriate decisions about ERP implementation. Design/methodology/approach The research is exploratory in nature, a survey methodology is used for study and it is cros
3、s-checked with the personal interviews of the key personnel in the SMEs and the ERP vendors. A structured questionnaire was developed to get the information. Findings The survey of 130 SMEs in one of the industrially advanced cities reveals that most of them have implemented ERP to integrate the exi
4、sting information system and found ERP implementation mainly beneficial in reducing inventory, improving customer services and improving communications. Top management support, and user involvement and participation are found to be the major contributors of ERP success. Research limitations/implicat
5、ions The research is targeted on SMEs in one part of India and hence it has limitations in terms of scope. However, the results are quite encouraging with very good response from the SMEs, though the industry-institute interactions are not so strong. Other SMEs, planning to implement ERP in the near
6、 future, will be highly benefited from the performance evaluation of ERP in Indian SMEs. Originality/value This paper demonstrates how Indian SMEs have benefited from ERP implementation. The findings will encourage Indian SMEs to implement ERP when facing challenges of the competitive market. Keywor
7、ds Business process re-engineering, Resource management, India, Small to medium-sized enterprises, Business performance 2 Paper type Research paper 1. Introduction For successful selection and implementation of ERP in SMEs, it is important to study the present status of ERP implementation in SMEs an
8、d how they are performing. Formidable body of literature exists on the ERP selection, its implementation and critical success factors (CSFs) mostly concerned with large-scale organizations. As ERP implementation started in 1990s, most of the studies on ERP are found after 1990 in the European and th
9、e US industries. Comparatively, very little effort has been made in the fast-developing countries like India and China. A survey-type study is needed in order to explore the performance of ERP-implemented SMEs. The critical analysis of which will become a guideline for the SMEs to extract more benef
10、its from their ERP systems and other SMEs those which are thinking to implement ERP in near future (Kale et al., 2008). The authors in the present work have evaluated and presented the performance of SMEs who have implemented ERP based on the survey conducted and in-depth interviews with ERP vendors
11、 and key personnel in the user companies. 2. Literature review Over the past few years, many companies have embraced a new class of planning and resource management software systems to integrate processes, enforce data integrity, and better systems resources .These package systems are broadly classi
12、fied as ERP systems (Davenport, 2000; Boykin, 2001; Sadagopan, 1999). The empirical analysis on the performance of the ERP is rarely found in the literature. Hence, authors in this work, attempted to put the empirical results of the survey of Indian SMEs. 3. Motivation and research objectives SMEs o
13、ver a wide spectrum of companies play an important role in both developed and developing economies. India is no exception and SMEs occupy prominent position in planned development of Indian economy. The SME sector accounts for 40 per cent of the industrial production, 35 per cent of the total export
14、s and provide about 80 per cent of employment in the industrial sector in the country. Over the years, most of the ERP vendors have modified their products to suit SMEs working environment and reduced prices affordable to them. Because 3 of the failure histories of ERP, SMEs are still indecisive abo
15、ut ERP implementation. Authors have attempted to conduct survey-based research to get an insight of performance of ERP implemented SMEs, a progressive driver of Indian economy. The objectives of research are: (1) To explore the extent to which SMEs are aware of the concept of ERP; (2) To analyze the
16、 penetration of ERP in SMEs; (3) To find out the implementation status of the ERP implemented SMEs; (4) To evaluate the performance of ERP implemented SMEs; (5) To find out the enablers and inhibitors for the success and failure of ERP implementation. 4. Research methodology Since the research is ex
17、ploratory in nature, a survey methodology was used for the study and focus of study was cross-sectional with the personal interviews of the key persons in SMEs. The objective of study was to interact with the ERP implemented SMEs and to collect the quantitative and qualitative data from them through
18、 structured questionnaire. 4.1 Industry database In order to narrow down the scope of the study, the companies from one industrially advanced city of Western India was chosen. The database of SMEs was created from the following sources: Mahratta Chamber of Commerce, Industries and Agriculture (MCCIA
19、); District Industry Centers (DIC); Confederation of Indian Industries (CII); ERP vendors; Industry contacts of the technical institutions; Various industrial organizations; and Industry consultants. A list of 1,348 companies along with their nature of product, approximate turnover and contact addre
20、sses were compiled during June-July 2008. These data were classified by grouping the companies into nature of product and status of ERP as depicted in Table I. The type of companies and their ERP status is shown by pie chart in Figures 1 and 2, respectively. Out of the 142 ERP-implemented companies,
21、 the questionnaire was sent to 4 130 companies. The flow chart of the research methodology followed is shown in Figure 3. 4.2 Questionnaire design The questionnaire developed comprises of six distinct parts. The sample questionnaire used for the study is given in Appendix 1. Only 60 filled-in questi
22、onnaires were received Table I. Classified company database No Industry segment No ERP ERP local or global Information system or database No informational vailable Total 1 Auto components 230 83 78 0 391 2 Electrical/electronics 142 15 31 0 188 3 Equipment mfg. 214 27 37 0 278 4 Project engineering
23、124 5 9 0 138 5 Others 267 12 47 27 353 6 Total 977 142 202 27 1348 From the companies out of which ten question naires were incomplete. Finally, 50 filled-in questionnaires were selected for analysis. It means that response rate was 38 per cent, which can be considered to be good in Indian context
24、where industry-institute linkages are not so strong. 5. Results and discussions Majority of the companies (29 per cent) under study are auto component companies. Out of the total sample companies, approximately 11 per cent companies have implemented local/global ERP,15 per cent companies have some c
25、omputerized information system or database which can be later on converted into ERP.ERP vendors termed these companies as potential customers. Rest 72 per cent companies are working with traditional methods of manual recording. This shows that ERP penetration is very less in SMEs and is increasing a
26、t a very slow pace. Some of the specific issues of ERP implementations in SMEs are given below. 6. Conclusions The study and analysis of data show that after completing the ERP implementation in most of the larger organizations, it is now penetrating into SMEs. In our sample data, 11 per cent (Figur
27、e 1) of the companies have 5 local/global ERP. Of the companies, 15 per cent have some computerized information system or database system which can be later on converted into ERP.ERP vendors treat them as potential customers. About 65-70 per cent companies have not thought of implementing ERP which
28、is quite unscientific. Table IV. ERP ROI Responses Frequency Valid percent Cumulative percent ERP ROI can be computed 4 8.0 8.0 ROI cannot be computed 26 52.0 60.0 There are more tangible benefits 1 2.0 62.0 There are more intangible benefits 19 38.0 100.0 Total 50 100.0 Table V. ERP tangible benefi
29、ts No Tangible benefits Responses Most beneficial More beneficial Beneficial No benefit F % F % F % F % 1 Reduced planning cycle time 36 13.6 14 7.4 0 0 0 0 2 Reduced manufacturing cycle time 1 4 9 4.8 30 38.5 10 50 3 Improved customer service 37 14 10 5.3 3 3.8 0 0 4 Decreased lead time 35 13.3 11
30、5.9 4 5.1 0 0 5 Reduced cost 10 3.8 32 17 8 10.3 0 0 6 Reduced 42 15.9 6 3.2 1 1.3 1 5 6 inventory 7 Reduced error in ordering 21 8 28 14.9 1 1.3 0 0 8 Increased throughput 24 9.1 23 12.2 3 3.8 0 0 9 Increase in sales volume 4 1.5 15 8 24 30.8 7 3.5 10 Improved competitive position 24 9.1 21 11.2 3
31、3.8 2 10 11 Improved communication 30 11.4 19 10.1 1 1.3 0 0 Table VI. ERP intangible benefits No Intangible benefits Responses Most beneficial More beneficial Beneficial No benefit F % F % F % F % 1 Better coordination in between managers 26 9.8 24 32.4 0 0 0 0 2 Improved forecasting 17 6.4 29 39.2
32、 4 57.1 0 0 3 Reduced information delay 44 16.5 5 6.8 0 0 1 33.3 4 Improved decision making 47 17.7 2 2.7 1 14.3 0 0 5 Streamline the business processes 46 17.3 3 4.1 1 14.3 0 0 6 Improved competitive 43 16.2 6 8.1 0 0 1 33.3 7 position 7 Improved communication 43 16.2 5 6.8 1 14.3 1 33.3 The study
33、also revealed that the Indian SMEs are using some computerized information system to reduce the cost and will switch over to some ERP to integrate it into one software which will reduce repeated data entry. Almost all companies have reported that they are benefited by the ERP implementation in reduc
34、ing inventory, improved customer service, reduced planning cycle time and improved communication in the order of priority. But still, authors feel that SMEs are not extracting the benefits from ERP to the fullest extent. There are more intangible benefits of ERP and hence implementation should not b
35、e related with ROI. The top management support, user involvement and participation, good understanding of the concept of ERP are major contributors of ERP success. In the present era of globalization, it is obvious that the survival of the SMEs will be determined and will have to be addressed extens
36、ively. Accessibility to the right kind of information at right time is the first and foremost by their ability to manufacture/supply more at competitive cost, in less delivery time, with minimum defects, using fewer resources. In order to face this challenge, the issue of ERP is the need of the hour
37、 and hence the need of ERP in SMEs is beyond doubt. The fear of SMEs about its failure histories should be tackled intelligently. 译文 印度中小型企业实施 ERP的绩效评估 资料来源：制造技术管理杂志 作者： P.T.Kale， Banwait and Laroiya 摘要 目的 ： 本文的目的是找出印度中小企业是否并如何受益，通过调查研究得知是由于企业实施 ERP。这将帮助其他中小型企业关于实施 ERP做出 恰当的决定。 8 设计 /方法 /方式 ： 研究 具有
38、探索性，调查方法 为 研究 服务 ，这是跨与在中小企业和 ERP厂商的关键人员的个人访谈检查。采用问卷式结 方法 去获取信息。 调查结果 ： 调查了其中一座工业发达城市中的 130 家中小型企业显示大部分已实施 ERP去整合现 有的信息系统，发现 ERP的实施主要是以降低库存，提高客户服务，提高沟通来获益的。最高管理层的支持，以及用户的参与和参股被认为是 ERP成功实施的主要促成因素。 研究限制 /启示 ： 研究的对象是在印度的一部分中小企业，因此在范围方面 它 是有限制 的 。然而，结果是相当令人 振奋。 中小型企业有非常好 的 响应，尽管业界机构的相互作用是没有那么强。其他中小型企业，计划
39、在不久的将来实施 ERP系统，将高度获益于印度中小型企业的 ERP绩效评估。 独创性 /价值 ： 本文展示印度中小型企业如何从 EPR实施中获益。研究结果将鼓励印度中小企业在面对 竞争的市场挑战的时候实施 EPR。 关键词 ： 业务流程再造工程 ； 资源管理 ； 印度 ； 中小型企业 ； 经营绩效 ；文章类型 ； 研究报告 1、简介（略） 为了成功的在中小企业中选择和实施 ERP，重要的是要研究 EPR在中小企业中的实施现状和他们的成效。关于 ERP选型存在杰出的文献，它的实施和关键成功因素（关键成功因素），主要与大型组织 有关 。正如在 20世纪 90年代开始实施 ERP，大多关于 ERP
40、的研究，是在 1990 年后在欧洲和美国的工业中发现。相对而言，像印度和中国这样快速发展起来的国家对此做出的努力是微乎其微的。一项调查型研究去探 讨中小企业实施 ERP的绩效是必要的。关键的分析将会成为中小企业指南从他们的 ERP系统获取更多的利益，以及其他中小企业正在考虑在不久的将来实施 ERP（ kale et al.， 2008）。 作者在目前工作中评价并提出了中小企业的绩效，在中小企业已实施ERP的基础上进行的调查，并与 ERP厂商和用户公司的关键人员 进行了 深入访谈。 2、文献综述（略） 在过去的几年里，许多公司已经包含一个新的类关于规划和资源管理软件系统去集成流程，实施数据完整性
41、，以及更好的系统 资源。这些包装系统大致划分为 ERP系统 （ Daveport， 2000； Boykin， 2001； Sadagopan， 1999）。 ERP 绩效的实证分析在文献中很少发现。因此，作者将在本文中试图加入印度中小型企业调查的实证结果。 9 3、动机与研究目标 以上的公司广泛发挥中小企业在发达国家和发展中国家的经济具有重要作用。印度也不例外，中小型企业占据了印度经济的计划发展的突出位置。统计中小企业部门占工业生产的百分之四十，占出口总额的百分之三十五，并提供在本国工业部门的就业率约为百分之八十。多年来，大多数的 ERP厂商已经调整了他们的产品，去适应中小型企业的工作环境，
42、并降低价格以 便他们承受。由于 ERP的失败的历史，中小型企业仍然对 ERP实施举棋不定。作者试图进行以调查为基础的研究，以获得一个中小型企业实施 ERP的绩效评价，是印度经济的逐渐深入了解的驱动力。 研究的目标是： （ 1）探讨中小型企业对 ERP概念的认识程度； （ 2）分析在中小企业中 ERP的普及率； （ 3）找出中小企业的实施 ERP的实施情况； （ 4）评价中小企业实施 ERP的绩效； （ 5）找出关于 ERP实施成功与失败的促进与抑制因素。 4、研究方法（略） 由于研究是探索性的，调查方法是用于研究 。 交叉研究的重点是在于中小企业中与 关键人员的个人访谈。该研究的目的是为了与实
43、施 ERP的中小企业交流，通过结构式问卷收集他们的定量和定性数据。 4.1工业数据库 为了缩小研究范围，公司应从印度西部工业发达的城市中进行选择。中小企业的数据库创建的来源如下： 商务部，工业和农业（ MCCIA） Mahratta商会； 区域工业中心（ DIC）的； 印度工业联合会（ CII）的； ERP供应商； 对行业的技术机构联系； 各种工业组织； 行业顾问。 一张列有 1348家公司，连同他们的产品，在 2008年 6月至 7月期间像营业额和联系地址，性质，公司的名单被编 译。 10 这些数据进行分类，通过产品的性质和 ERP的实施状况将公司分组，如表一所示。公司类型和他们的 ERP状
44、态用饼图所表现出图 1，图 2，顺序依次。 142家实施 ERP的企业中有 130收到了问卷。本研究方法遵循的流程图如图 3所示。 4.2问卷设计 问卷设计成六个不同的部分。用于该项研究的样本问卷已经载于附录 1。只有收到 60 份公司填写的问卷调查。 其中 10 份问卷是未完成的。最后，选了 50份填写完整的问卷用于分析。这意味着，回应率是百分之三十八，这可以被认为是印度在工业方面良好，但工业研究所的联系并没有那么强。 表一 公司数据库分类 不是 工业部分 不是ERP ERP本地或全球 信息系统或数据库 不是 相关信息 总计 1 汽车零部件 230 83 78 0 391 2 电气 /电子
45、142 15 31 0 188 3 设备制造 214 27 37 0 278 4 项目工程 124 5 9 0 138 5 其他 267 12 47 27 353 6 总计 977 142 202 27 1348 5、结果与讨论（略） 大多数的公司（百分之二十九）正在研究的是汽车零配件的公司。所以这些样本公司中，大约百分之十一的公司 已经实施了当地 /全球的 ERP，百分之十五的公司拥有一些计算机信息系统或数据库，可供以后转换成 ERP。 ERP厂商称为这些公司是潜在客户。其余百分之七十二的公司工作用传统的人工记录方法。这表明， ERP 的渗透率在中小型企业中非常少，而且增长速度非常慢。一些中小企业实施 ERP的具体问题已在下面列出。 6、结论 这项研究和数据分析表明，在大型企业完成的 ERP实施后， ERP正在中小型企业实施。在我们的样本数据，百分之十一的公司（图 1）具有本地 /全球 ERP。百分之十五的公司拥有一些计算机信息系统或者数据库系统，这些可以转 换成 ERP。 ERP 厂商认为这些是潜在的客户。大约百分之六十五 七十的公司都没有考虑实施 ERP，这是相当不科学的。
