Question 1
There is a considerable difficulty in the management that is measurable through variation in information needs from one business function to another and the movements of information from one business function to another. These are possible situations given that business information systems maintain relationships between all functional areas and processes. Taking the supply chain management as the point of reference for both cases, it possesses various functional areas (raw materials and delivery, human resource, accounts and finance and marketing and sales) from which it shares relevant information on the proceeds of the corporation. Fundamentally, the department receives various types and modes of information from all these departments. As such, the nature of this information will be entirely different. For instance, messages from the transport department would involve delivery schedules and sourcing of raw materials while the finance department would provide figures in the funding of different departments and corresponding losses/profits. Managing all these types of information would be more hectic due to the mere fact that each business function would have to move the information it has to another business function. This is so because the diversity of these departments brings about the diversity in business information needs. In fact, the finance department would probably have more information needs as compared to any of the featured business functions owing to its wide inter-relationship. Hence, the management of different types of information with respect to the divergent information needs of different business functions making the first case more complex and harder in comparison to the second case.
Question 2
In the process of planning for the scalability of ERP (Enterprise Resource Planning) systems, a business should assume that the ERP can be used. This is because the net worth of the business as a result of the development cannot be predetermined. It is believed that the scaling will take the shape of the ERP. Additionally, considering the numerous factors that affect and cause shifts in the performance of the business, the scaling cannot be preset. Moreover, addition of modules as business growth occurs would completely render the scaling inappropriate. Furthermore, a complete reshuffle or adjustment of the existing ERP would be more involving as compared to changes in the scaling as the ERP changes.
Question 3
A score of businesses has for a long time considered the benefits it would accrue by installing an ERP. As a matter of fact, a large number of the considered businesses have proven to be successful; a factor that is depicted by the fact that ERP is still an essential component of their organizational structures. The question posed by the whole material is the consideration of an upgrade by those businesses that embrace the concept of ERP. In a special case, the material highlights of organizations that have made large investments in ERP systems given the success they have experienced and the fact that changes have to be made are considered while upgrading their systems. There are numerous factors that those organizations and businesses table to display their fear in upgrading the ERP. The fear of incurring tremendous losses in case the upgrade does not go well with their modes of operation is manifested in the lack of trust in the new possible upgrades. The main concern highlighted by the organizations considered is the lack of confidence that the upgrade might work to reciprocate the large expenses the organization would incur in the process. Additionally, the risk of business disruption that the upgrade process would be termed as an imbalance to the existing economies of scale that the organization enjoys, a reason why the firms are reluctant in embracing the upgrades. The material uses an example to prove that organizations could enhance their competitiveness as well as align themselves to parent company systems.
The roles of accounting as depicted in both materials could be termed as similar. This is because the first material tables the role accounting plays as far as ERP is concerned in general terms while the other uses an example to prove the same point. The significance of accounting is brought out in the comparison of organizations with respect to both business success and ERP. This shows that there is a significant tie between accounting and the success of ERP. Also, this paper’s account of an ERP upgrade can be termed to be similar in concept. As a matter of fact, the paper can be regarded as a case study of the concepts tabled in the book. This is because the book discusses the essentials of ERP in wider terms and considers numerous aspects that can couple ERP while the paper is case sensitive and highlights a clear perception of historical and contemporary cases of ERP upgrade. Therefore, the paper develops case discussion to help intellectually implement the ERP ideologies presented in the book. Additionally, this is manifested by the similarity in concerns by businesses and organizations in the implementation of ERP upgrades.
References
Beatty, R., & Williams. (2006). Best Practices for Successfully Implementing an ERP Upgrade. Communications of the ACM , 105-109.
Ellen, F., & Bret, J. (2013). Concepts in Enterprise Resource Planning. Boston: Course Technology, Cengage Learning.
Olson, D., & Zhao, F. (2007). CIO's Perspectives of Critical Success Factors in ERP Upgrade Projects. Enterprise Information Systems , 129-138.
Sylvia, D., Ruth, V., & Liam, S. (2013). Justification of An Upgrade of An Enterprise Resource Planning System: An Accountant's role. Global Journal of Human Social Science , 17-24.
