外文翻译---ERP项目实施成功因素和风险管理

ERP项目实施风险及如何规避随着企业管理需求的提升和信息化程度的加深，越来越多的企业选择实施企业资源计划（ERP）系统，以实现企业各个功能部门的集中协同管理和决策支持。

然而，ERP项目实施过程中存在着一定的风险，需要采取相应的措施进行规避。

本文将从不同方面探讨ERP项目实施的风险及规避措施。

1.技术风险：1.1系统集成风险：ERP系统需要与企业现有的IT系统进行集成，这可能涉及到各种不同的平台、数据库、版本等技术要素，导致集成问题和数据交换缺失。

为了规避这一风险，可以采取在项目初期进行充分的系统调研和准备工作，确保系统的兼容性和集成性。

1.2数据迁移风险：ERP系统实施需要将现有系统的数据迁移到新系统中，这可能面临数据丢失、数据错误、数据不一致等问题。

为了规避这一风险，可以进行充分的数据清洗和备份工作，同时建立数据迁移方案和恢复机制。

2.组织风险：2.1业务流程重组风险：ERP系统实施需要对企业的业务流程进行重新设计和调整，这可能涉及到组织结构、职责划分、工作流程等方面的问题。

为了规避这一风险，可以在项目前期进行充分的业务分析，确定合理的业务流程，同时进行组织内部的培训和沟通，确保各个部门的配合和协同。

2.2变革管理风险：ERP系统实施将带来企业内部的重大变革，可能引发员工的不适应和阻力，导致项目的推进困难和效果不佳。

为了规避这一风险，可以在项目开始前进行充分的变革管理工作，包括明确项目目标和利益、制定培训计划和沟通方案、建立激励机制等。

3.管理风险：3.1项目管理风险：ERP项目的成功与否与项目管理的能力和经验直接相关。

缺乏项目管理经验和能力可能导致项目目标定义不清、计划执行不力、资源调配不当等问题。

为了规避这一风险，可以聘请有经验的项目经理进行项目管理，建立合理的项目管理流程和制度，确保项目的顺利推进和达到预期目标。

3.2资源投入风险：ERP项目需要投入大量的人力、物力和财力资源，这可能导致项目成本超支、资源浪费等问题。

我国企业实施ERP项目的外部风险分析（作者:___________单位: ___________邮编: ___________）[摘要]企业成功实施ERP项目,将会为企业带来巨大的综合效益,但在ERP实施的过程中,企业也会同样面临着巨大的失败风险。

到目前为止,虽然我国许多企业都在积极尝试和已经实施ERP项目,但成功率却极低。

因此,只有充分认识ERP实施过程中企业所面临的各种风险,进而正确地估计和控制风险,从而降低风险,才能提高ERP成功实施的概率。

本文较详细地剖析了企业在实施ERP过程中所面临的各种外部风险,这些分析将会为企业成功实施ERP项目提供有益的帮助。

[关键词]ERP项目;实施;外部风险分析一、引言ERP(Enterprise Resource Planning,企业资源计划)是一种基于计算机信息管理系统的现代企业管理模式,它致力于企业管理的各个活动环节中,充分利用现代信息技术建立信息网络系统,对企业经营管理活动中的物流、信息流、资金流、工作流加以集成和综合,实现资源的优化配置,加快对市场的反应速度,从而提高企业管理的效率和水平,并最终提高企业的经济效益和竞争能力。

近十几年来,很多发达国家的企业都在原有的MRP/MRPⅡ系统的基础上采用了这一管理模式,取得了很好的效果。

我国企业从改革开放以来也在不断地寻求提高企业管理水平的方法和工具,其中采用MRPⅡ和ERP管理系统是一个很重要的途径。

特别是随着我国市场经济体制的逐步建立和加入WTO,我国各行各业均面临着愈加激烈的国内外竞争。

这更突出了企业通过利用信息技术和企业管理信息化来增强竞争力的紧迫性。

很多企业已经在这方面进行了探索和实践.但是。

到目前为止,ERP在我国实施的成功率并不是很高,在所有的ERP系统实施项目中,一般只有10%～20%能按期、按照预算成功实施,实现系统集成;约有30%-40%没有实现系统集成或只实现部分集成;约50%的实施项目遭到失败。

实施ERP风险管理的四个步骤步骤一：确定风险管理的目标和范围在实施ERP（Enterprise Resource Planning）风险管理之前，首先需要明确风险管理的目标和范围。

确定目标和范围可以帮助组织明确所需的风险管理策略和方法，并确保实施过程能够顺利进行。

目标确定在确定风险管理的目标时，需要考虑组织的整体战略和目标。

例如，ERP风险管理的目标可能包括提高系统的安全性、减少数据丢失的风险、降低项目延期的风险等。

范围确定确定风险管理的范围是为了明确需要进行风险管理的系统或部门。

在确定范围时，需要考虑到影响到企业整体运作的关键系统或关键业务部门。

同时，还需要考虑到可行性和资源限制等因素。

在确定目标和范围的过程中，建议召集相关部门和专家进行讨论和评估，以确保目标和范围的准确性和全面性。

步骤二：风险识别和评估风险识别和评估是ERP风险管理的核心步骤之一，通过识别和评估各种潜在风险，可以帮助组织了解现有和潜在的风险，并制定相应的风险应对措施。

风险识别风险识别是指对可能影响ERP实施的各种风险进行识别和分类。

这些风险可能包括技术风险（如系统故障、数据丢失等）、组织风险（如员工拒绝接受新系统、流程变更导致的问题等）、供应商风险（如供应商无法按时交付、供应商解散等）等。

在风险识别过程中，可以采用头脑风暴、问卷调查、专家访谈等方法来收集和整理相关信息。

风险评估风险评估是对已识别的风险进行定性和定量评估的过程。

定性评估可以通过定义风险的概率和影响程度来对风险进行描述，定量评估可以使用风险评估矩阵或数值模型等方法来对风险进行量化评估。

在风险评估过程中，需要基于可用的数据和信息进行评估，并对风险进行优先级排序，以确定哪些风险需要优先处理。

步骤三：制定风险应对策略和计划制定风险应对策略和计划是为了应对已识别和评估的风险，并降低风险对ERP 实施的影响。

风险应对策略根据已识别和评估的风险，制定适当的风险应对策略。

常见的风险应对策略包括风险规避、风险传递、风险减轻和风险接受等。

毕业设计（论文）外文文献翻译文献、资料中文题目：ERP项目实施成功因素和风险管理文献、资料英文题目：文献、资料来源：文献、资料发表（出版）日期：院（部）：专业：班级：姓名：学号：指导教师：翻译日期： 2017.02.14科技外文文献Discussing about the successful factors ofERP projects implementation and the risk managementRefers to the overseas some literature material, a successful ERP project, often needs to spend several year times, number thousands of US dollars can complete. Again turns head looks at the home, along with ERP skepticisms gaining ground, price war starting, ERP took one kind of software supplier's product, has actually goes down the god world tendency. ERP leader SAP also promoted Business the One product, the price has been lower than 100,000.Even if the ERP software can achieve free, or like the IBM esteem according to the boundary which must collect fees, implements the angle from the entire enterprise, considers the personnel, training, the maintenance, the service reorganization, the re-development, three, n development, its expense should also in several 1,000,000 and even surely the scale. This speaking of the domestic enterprise, already was not the small number.But, some many enterprises harbor the beautiful dream, steps the ERP implementation the difficult travel. In which also has many projects to be defeated comes to an end. But regarding these final survivors, whether can the halberd be also put in storage, drinks wine to sing loudly? In fact, the enterprise implements the ERP project after the success will face implements a bigger risk. In future five to ten years in, some solid ERP risk management mechanism had decided whether the enterprise can obtain benefits truly in the initial ERP investment. In 1998 Thomas H.Davenport has published named "Puts in Enterprise System" the article in the Harvard commerce commentary (Putting the enterprise into the enterprise system).This article proposed systematically the enterprise system, or called the ERP system the operation brings for the enterprisepositive and negative directs the sound. Simultaneously also directly proposed the future enterprise will have to face a risk: Puts in the enterprise system the entire enterprise the risk. According to US Project management Association to the risk the definition, "the risk" is refers to the project advantageous or the disadvantageous element of certainty. The project is "for completes the disposable endeavor which some unique product or the service station do", the project "the distinctive quality" had decided the project not impossible was by with the before identical way, simultaneously, the project which completed by and the before identical person must create the product or the service, as well as the project possibly involved the scope, the time and the cost all not impossible started when the project completely to determine, therefore, carried on in the process in the project also corresponding to be able to appear the massive uncertainty, namely project risk. Below this article mentioned "the risk" is refers to the project "disadvantageously" the element of certainty. Exists to the project disadvantageous risk in any project, often and can give the project the advancement and the project success brings the negative influence. Once the risk occurs, its influence is various, like causes the project product/service the function to be unable to satisfy the customer the need, the project expense surpasses the budget, the project plan dragging or is compelled to cancel and so on, it finally manifests for customer degree of satisfaction depression. Therefore, the recognition risk, the appraisal risk and take the measure to be supposed to be the risk management have the extremely vital significance to the risk to the project management.Ⅰ Risk management concrete contentThe project risk management mainly divides into following several steps: The risk recognition, the qualitative/quota risk analysis, the risk should to plan the establishment and the risk monitoring.。

ERP系统实施管理与项目实施方案概述:ERP (Enterprise Resource Planning)系统实施是一项庞大而复杂的任务，涉及到企业内部各个方面的管理与运营。

本文将探讨ERP系统的实施管理和项目实施方案，以确保项目的顺利进行和成功实施。

第一部分: ERP系统实施管理1. 项目组织与领导在ERP系统实施过程中，一个高效的项目组织是必不可少的。

项目管理人员应该合理安排项目组织结构，明确每个成员的角色和职责。

此外，项目经理要具备良好的领导能力，能够有效协调各个部门和团队，确保项目的顺利进行。

2. 沟通与协调良好的沟通和协调是ERP系统实施成功的关键。

项目团队应建立起一个开放、透明和高效的沟通渠道，及时传递信息并解决问题。

此外，项目管理人员应定期组织会议，以便及时了解项目进展，并协调相关部门之间的工作。

3. 需求分析与规划在ERP系统实施之前，进行全面的需求分析是非常重要的。

项目团队需要与各个部门密切合作，明确企业业务流程、要求和目标。

在此基础上，制定详细的实施规划，确保ERP系统能够满足企业的需求。

4. 数据管理与迁移ERP系统实施过程中，数据管理和迁移是一个重要的环节。

项目团队需要对现有数据进行评估和清洗，确保数据的准确性和完整性。

此外，制定数据迁移策略和计划，将数据从旧系统迁移到新的ERP系统中，确保数据的平稳过渡和无缝连接。

第二部分: 项目实施方案1. 项目范围与目标明确项目的范围和目标，是一个成功项目实施的基础。

项目团队应与企业高层和各个部门进行充分的沟通，确保达成一致的项目范围和目标。

此外，制定清晰的项目计划和时间表，以确保项目能够按时交付。

2. 人员培训与支持ERP系统的成功实施还需要员工的积极参与和支持。

项目团队应制定详细的培训计划，为员工提供必要的培训和支持。

此外，在系统实施后，项目团队应设立专门的支持团队，及时解决员工在使用过程中的问题和困惑。

3. 风险管理与控制在ERP系统实施过程中，风险管理和控制至关重要。

对ERP实施项目管理简介ERP（Enterprise Resource Planning）即企业资源计划，是指采用计算机技术来整合企业所有资源和信息，实现资源优化配置和业务流程再造的管理系统。

ERP实施项目管理是指在企业引入ERP系统时，对项目进行规划、组织、执行和控制，确保ERP系统能够顺利实施并达到预期效果的管理活动。

本文将从项目管理的角度出发，探讨ERP实施项目管理需要注意的重要要素。

项目规划阶段ERP实施项目管理的第一步是项目规划阶段。

在这一阶段，项目经理和团队需要明确项目的目标、范围、资源、时间和质量等方面的要求，制定项目计划并获得相关人员的批准。

以下是项目规划阶段的重要步骤：1. 确定项目目标在项目规划阶段，明确项目目标是至关重要的。

项目团队需要与组织的管理层进行充分的沟通，了解他们对ERP实施项目的期望和要求，确保项目目标与组织的战略目标保持一致。

2. 定义项目范围项目范围的定义是项目规划阶段的重要任务之一。

项目团队需要明确确定ERP系统的功能和模块，以及与其他系统的接口和集成要求。

通过明确项目范围，可以避免项目范围蔓延和需求变更带来的风险。

3. 确定项目资源ERP实施项目需要充足的资源支持。

在项目规划阶段，项目团队需要明确确定项目所需的人力、物力、财力和技术支持等资源，以确保项目能够按计划进行。

4. 制定项目计划项目计划是项目规划阶段的核心成果之一。

项目经理和团队需要基于项目目标、范围、资源和时间等方面的考虑，制定详细的项目计划。

项目计划应包括任务分解、工期估算、资源分配、里程碑安排等内容。

项目执行阶段项目规划阶段完成后，ERP实施项目进入项目执行阶段。

在项目执行阶段，项目团队将按照项目计划逐步实施ERP系统。

以下是项目执行阶段的重要步骤：1. 项目组织管理在项目执行阶段，项目团队需要建立起有效的组织结构和沟通机制。

项目经理应明确团队成员的角色和职责，并确保各个团队成员能够充分发挥自己的专长，协作高效地完成项目工作。

企业实施ERP项目的风险及应对措施ERP(ENTERPRISE RESOURCE PIAN.NING)企业资源划系统,是以系统化的管理思想,以财务管理为核心,集物流、资流和信息流为一体,支撑企业精细化管理和规范化运作的管理信系统。

全面的实施ERP系统,可以提高业务水平,优化业务流程。

RP作为一种先进的、适合现代竞争环境的和管理哲理的管理理念方法,是帮助企业走向成功的最为有力的武器。

但是ERP在引进国的20年里,据不完全统计,国内企业ERP用户中实施失败率达70%。

有些企业在实施中或者失败,或者项目不了了之,或者施后没见到显著的效果,形成了骑虎难下的局面。

对于ERP这国货,是什么原因造成ERP在国内水土不服?又有何措施才能改变状能得以发展?一、企业实施ERP需要考虑的问题第一,ERP实施期长,保障充足的时间、人、财、物成为关键。

RP从立项到真正产生效益需要漫长的时间。

在实施期间内,只要RP系统运行未经考验确认正确,企业的业务就必须保持新老两套统并行运行,即所有相关人员既要跟随老系统运转、完成原有任,又要按照新的ERP系统要求、作好新的工作。

而且ERP上线并表示成功,上线以后通常先要经历一年左右的调整磨合期,其后,要不断紧随企业业务变化,及时对ERP系统相应的部分进行调或修改。

具有关研究表明,国外信息化较成熟的项目,也要在六七后才能慢慢见效益。

世界著名的雀巢美国分公司实施了世界第一牌SAP公司的ERP软件,可谓“强强结合”,足足用了6年时间基本能够运行。

企业在实施ERP过程中,不仅要支付百万甚至千元的软件费,还支付顾问费、硬件费、维修支持、调研、培训等费。

因此要充分考虑到如何融资以及潜在的风险。

第二,充分考虑系统软件的需求。

ERP系统并不是任何情况下必选。

不要因为ERP是时髦的系统而去开发实施,如果有的企业有的系统已满足要求时,就不一定马上要实施ERP。

如果企业决实施ERP,以软件为载体,要注意软监视系统的,任何一处改动都可能影响到该软件的其他部分,除非这个改动在软件编写前已经虑到并做了相应设计。

影响ERP项目实施成功的因素一、前言在信息技术高速发展的今日，越来越多的企业熟悉到信息化工作的重要性，开头着手选择ERP软件，进行企业的信息化建设工作。

应当说企业的打算是务实的，然而从以往诸多ERP软件项目实施的结果来看，成功率却特别低，对提高企业管理水平的效果并不显著，也没有为企业带来显著的效益。

结合本公司多年从事ERP软件项目实施的经验，通过对参与实施的主体进行分析，影响ERP软件实施成功的因素主要有企业方面的原因及ERP软件实施单位的原因。

二、企业方面的因素企业是ERP系统的直接使用者，其参与程度、对系统实施工作的重视程度等在很大程度上打算着项目实施的成败。

因此，由于来自企业方面的因素使ERP项目实施失败的因素也就比较多。

1、基础数据薄弱基础数据是各类信息系统运行的基础，ERP系统也不例外。

基础数据的完整性及精确性是ERP系统实施成败的关键。

而企业在进行ERP软件实施时最薄弱的也是基础数据方面。

建立起系统所必需的基础数据是项目实施的重要组成部分。

系统软件一般供应了组织和维护基础数据的功能模块，但企业在组织人员进行数据预备时却往往由于与其它工作冲突为由不太重视该项工作的开展，没有了基础数据的ERP系统很难在企业里真正使用起来。

2、对编码工作的熟悉不足在ERP项目实施初期即基础数据预备阶段，信息编码这项基础工作最为复杂，其复杂程度远远超过ERP软件供应商的想象。

很多软件的应用并不是软件本身的问题，也不是用户不想应用，而是很多基础数据不能正确收集，其中编码是最大的问题，如在物资库存管理中，收发存并不复杂，其应用成功的关键就是物资编码和供应商编码工作能否做好，很多企业设备到位了软件安装了，但一投入运行，则发觉编码问题难以解决，面对几万、甚至几十万条物资信息需要编码就束手无策，最终很难谈上应用效果，再扩大到整个企业其难度可想而知。

3、企业参与实施的人员因素在ERP项目实施过程中，一般要进行项目试运行，在试运行时，要求操作员要保证手工和机器工作的并行，这无疑会增加操作员的工作量。

ERP实施风险分析及管理（重庆大学工业工程系 400044）摘要：企业实施ERP（Enterprise Resource Planning），就是利用信息技术，改造传统业务经营模式，加强企业内部管理，整合企业资源，从而实现企业经营成本减少，市场竞争力提高的有效方法和途径。

然而在我国，企业实施ERP是一项周期长、投资大、风险高的项目。

本文首先从企业内、外部环境两方面,系统地分析了ERP的实施风险，建立了ERP系统实施风险评价指标体系；其次，着重对内部风险进行了深入分析，将其细分为：管理风险、技术风险、项目实施风险和系统运行风险，基本确定了风险源，对各风险因素发生的可能性及发生后对项目的影响程度进行了评估；最后，论文提出了风险规避的方法和防范的措施，提供了一套科学、有效的项目风险管理机制。

关键词：企业资源计划（ERP）风险分析管理0 引言随着全球经济一体化进程的加速，企业资源计划（ERP）日益成为众多企业首选的管理模式。

然而，ERP项目实施投资大、周期长、见效慢，在实施的过程中孕育着巨大风险，此外，国内ERP系统实施往往缺乏充分的项目准备和有效的实施方法，尤其是对风险评估和管理认识不足，存在很大的盲目性和随意性，更是加大了ERP实施的风险。

Along with accelerated process of global economy conbination , ERP has become the first choice of management model for many enterprises .However, ERP implement is a large- investment ,long-lifecycle ,high-risk project, which has extraordinary risks in the process of implement .In addition ,in China ERP implement is usually lack of full preparation and effective method ,especially in short of the understand in risk evaluation and risk management ,which leads to much blindness and random. All of these factors increase the risks of ERP implement.1 风险管理概述1 summary of risk management广义风险管理由风险的预测、识别、评估、分析、处置等环节组成，并通过计划、组织、指导、控制等过程，综合运用各种科学方法来实现其目标。

Prioritizing and Ranking Critical Success Factors forERPAdoption in SMEsVijayakumar Bharathi , Omkarprasad Vaidya and Shrikant ParikhIndian Institute of Management (IIM)The Enterprise Resource Planning (ERP) Adoption by Small and Medium Enterprises (SMEs) has invoked immense interest in the research community.Though ERP is believed as a key technology enabler and an effective management tool for organizations, the SMEs are faced with cost, resource and time limitations to adopt ERP into their business. Hence it is important to identify certain critical success factors that could be referred by SMEs to gain confidence in adopting ERP. The existing literature was explored and thirty Critical Success Factors (CSFs were identified for SMEs. The ERP adoption journey involves five sequential decision stages/phases namely planning,acquisition, implementation, usage and percolation and extension. We propose a framework to prioritize and rank CSFs using analytical hierarchy process(AHP) one of the widely accepted multi-criteria decision makingmethod(MCDM).keywords: ERP Adoption, MCDM, AHP, Critical Success Factors (CSFs),SMEs, Analytical Hierarchy Process1. IntroductionEnterprise Resource Planning (ERP) primarily means the integration of core processes in a set of given business functions of an organization like accounting,production, inventory, sales and distribution, human resource management, service and maintenance, logistics etc. ERP systems are software solutions for business managers that provide seamless integration of business functions also known as modules within an organization in a consistently visible manner. From its evolution as a mere inventory control package in the 1960s ERP today has been accepted as a driver of operational efficiency and growth of business (Pasha, 2007). ERP systems are always looked upon as large and complex systems and often called for fundamental changes in the current working of an organization.The foundation of the organizational core processes are re-laid during the process of an ERP implementation which affects the reporting and decision-making processes (Holsapple and Sena, 2005). Organizations that implement ERP expect productivity improvements, competitive advantage and meeting customer demands as key business drivers (Scott and Shepherd, 2002). Many ERP systems have failed during implementation or have resulted in forced abandonment due to the cost and time over-runs rendering an irreparable loss to the organizations (Davenport 1998). Evenlarge corporations have resulted in a complete failure to achieve the business objectives (Peterson, Gelman, Cooke, 2001).The Indian Industry, in particular, which comprises of many Small and MediumEnterprises (SMEs) in various segments or clusters are also influenced by Enterprise Resource Planning drive. However, the SMEs are constrained by size in terms of finance and business resources and they are hesitant and skeptical towards embracing information technology as a driver for growth (Dwivedy and Harigunani (2008),Misra (2009). SMEs, moreover, are limited in intellectual capital and supportivemanpower to drive the strategic IT initiatives of ERP. Hence considering these factors, ERP adoption for SMEs is a complex process.ERP Adoption is defined as an end-to-end journey of enabling an ERP workingenvironment in any SME. The journey of adoption involves five sequential, butdistinct phases namely planning, acquisition, implementation, usage and percolation and extension. These five phases are based on six different stages for adoption and system acquisition decision in the ERP system life cycle (Esteves and Pastor, 1999).The objective of this paper is to prescribe a set of Critical Success Factors (CSFs) to the Small and Medium Enterprises (SMEs) by evaluating some key decision phases for ERP adoption and then prioritize and rank relevant critical success factors in the decision phases. This will enable SMEs to take relevant decisions regarding suitability of ERP to theirbusinesses. In this study we have used Analytical Hierarchy Process (AHP), (Saaty, 1980, Vaidya and Kumar, 2006), one of the methods ofMulti-Criteria Decision Making (MCDM) for ranking and prioritizing the CSFs in each of the decision phases and the decision phases as a whole. This paper is divided into five sections. The next section discusses the relevant literature review. Section Three briefly explains Analytical Hierarchy Process as a MCDM tool. Section Four proposes the framework for prioritizing and ranking CSFs for ERP adoption by SMEs and the managerial implication on the prescribed list of CSFs and Section Five lists out the findings and future directions based on the results.2. Literature ReviewMany researchers have identified critical success factors for ERP implementation in SMEs. For instance, Esteves and Pastor (1999), proposed six different stages for adoption and system acquisition decision in the ERP system life cycle. These stages were a) Adoption decision, b) Acquisition, c) Implementation, d) Use andmaintenance, e) Evolution and f) Retirement. Oliver and Romm (1999) have alsorecommended the need for Adoption Decision. Gable and Stewart (1999)investigated certain factors in the ERP context specific to smaller organizations mainly in the implementation area. Sistach et. al. (1999) worked on a methodical approach to the acquisition of ERP solutions by SMEs. Tang and Bernroider (2003), in their preliminary empirical study of the diffusion of ERP systems in Austrian andBritish SMEs presented the work-in-progress of an international research project,wherein, they focused on the early stages of making the adoption decision, there after evaluating and selecting an ERP. Their study attempted to close some of the identified gaps in ERP research with an objective to link the results of the early stages of decision-making to implementation, usage and evolution success. Their study was restricted to the case of ERP software, but also provided insights into the potential of integrating ERP and other important applications like CRM and SCM.Laukkanen et al. (2005) investigated the relationship of enterprise size to the constraints and objectives of ERP. The survey data was based on forty fourcompanies and revealed that significant differences existed between small, medium-sized and large enterprises in the adoption of ERP system. The author found that smaller companies experience bigger knowledge constraints than their larger counterparts in ERP adoption. Niclas and Marcus (2005), in their study presented an overview on the critical success factors across different stages of ERP life cycle for SMEs. Juell-Skielse (2006) analyzed the organizational effectiveness due to adoption of ERP functions and the related CSFs. Tommaso, (2007) researched the ex-post evaluation of success factors of ERP in SMEs and found that the introduction of ERPs into SMEs cannot be on a sheer reproduction of the experiences with larger companies and represents a new challenge with significant uniqueness to be addressed. His research was specifically targeted to the SMEs, which already completed the process of adopting an ERP system. The objective was evaluation of these experiences ex-post by examining some improvement indicators associated with the ERP project. Bharathi, Parikh, (2009) in their study on building a Unified Theory on CSFs for ERP adoption in SMEs established five decision areas namely Planning, Acquisition, Implementation, Usage and Percolation and Extension include a set of 39 critical success factors which were identified based on some of the important drivers of each of these five decision areas.Doom and Milis (2009) in their survey on CSFs for ERP implementation in SMEs categorized CSFs into six categories namely vision, scope and goals, culture,communication and support; infrastructure; approach and project management. Some of their key findings amongst others were related to vision and strategic goals of the ERP implementation, senior management support, active user involvement, culture,internal communication, project approach and methodology and a proper mix of users in the project team. Snider, et. al (2009), in their case based research analysis of Canadian SMEs identified factors that differentiated between successfuland unsuccessful implementations. The practical implication of their study was that managers can better prioritize the implementation efforts and resource management if they were to identify relevant CSFs for SMEs. Some of the factors identified were operational process discipline, small internal team, project management capabilities,external end-users training, lack of formal communication etc. Upadhyay, Parijat and Pranab (2009) made a post implementation study on CSFs for ERP implementationin the Indian context which was targeted to the SMEs which had completed ERPadoption.Moreover, for quantification of CSFs researchers adopted a number of methodologies like scoring, ranking, mathematical optimization etc. to ERP Projects a summary of which is given in the following Table 1.These mathematical models may sometimes be ineffective in addressing theunquantifiable attributes prevailing in the real world and may also be difficult for managers to interpret and implement. This is because these models are developed by considering a specific scenario in an industry which may be different to the other industry. Moreover, our paper addresses the ERP adoption in Small and Medium Enterprises (SME) and hence we believe that use of MCDM can provide ease of nderstanding to the decision-maker in a SME.This study is an attempt to apply one of the widely used MCDM methods, the AHPto rank and prioritize critical success factors for ERP adoption in SMEs. Theexpected benefits of this research would be to have an understanding on the role of CSFs in each of the five decision phases of ERP adoption by SMEs. It will provide the decision maker to sequentially approach towards ERP adoption since ranking and prioritizing the CSFs and the decision phases will facilitate confident decision-making.This research enables the integration of subjective judgments aboutCSFs and decision areas with quantifiable numerical data. It also enables participation of the decision maker in learning, debating, revising and refining his decisions.3. The Analytical Hierarchy ProcessThe Analytical Hierarchy Process (AHP) was evolved by Thomas L. Saaty (Saaty,1980). It is a methodology for multi-criteria analysis for decision making that enables decision makers to develop a hierarchical structure and to evaluate a large number of selected qualitative factors in a sequential and systematic manner. It involves structuring the problem and then deriving ratio scales to integrate the perceptions and purposes into a synthesis. Based on the hierarchical model, the AHP provides a method to assign numerical values to judgments which are subjective in nature based on their relative significance. Usually AHP follows a decomposition approach by breaking the total problem into sub-segments in such a manner that each of these sub-segments can be analyzed appropriately in relation to the total problem.The goal of this type of decomposition of the total problem into multiple levels is to facilitate pair-wise comparison of all the elements at each level and further be able to establish a relationship with its previous upper level. The Saaty’s scale gives theintensity of significance and their justification. Some researchers have used AHP in ranking Information Systems selection. Schniederjans and Wilson (1991) used AHP to determine the relative weights of attributes along with goal programming for IS selection. Teltumbde (2000) proposed a framework along with Nominal Group Technique to ERP system evaluation. His study focused on some common criteria for ERP evaluation. Vijayakumar, Suresh, Subramanaya (2010) conducted a survey based on AHP to understand the criticalities of factors affecting ERP Implementation.Taking the AHP methodology as a foundation, this paper attempts to prioritize a set of selected CSFs in each of the decision phases of ERP Adoption by SMEs. AHP methodology is applied on each of the CSFs on the basis of priority value obtained from the Saaty’s Scale. Consequently,this methodology is repeated for the decision phases as well. AHP provides a way of assigning numerical values to subjective judgments on the relative importance of each element and then to synthesize the judgments to obtain which elements have the highest priority. While fixing the intensity of significance both odd number (1, 3, 5…) and even number (2, 4…)values were assigned. For arriving at the weighted averages only spreadsheets (Excel) was used considering the limited number of qualitative factors and comparable pairs, although software like Expert Choice and Super Decision are available to the researchers. The computational details were obtained from Saaty(1980).The advantages of using AHP in multi criteria decision making scenarios involves simplification of a complex problem into simple pair-wise comparisons, and construction of a hierarchy of goals, criteria and alternatives. It is very useful in complex decision-making. However, care should be taken in deciding the length of the process, which increases with the number of levels and number of pair-wise decisions and hence, the complexity as a whole.4. The FrameworkWe identified several critical success factors that could be useful for SMEs. These CSFs were then grouped into five different ERP decision phases. These ERP phases were identified as a) Planning, b) Acquisition, c) Implementation, d) Usage and Percolation and e) Extension. In the following section we explain these phases. The ranking and prioritization is explained by using AHP. The ERP Adoption Model and the CSFs are given below in figure 1.We now briefly explain the considered Decision Phases (stages) and their relevant CSFs.Planning (PLG)In planning some of the factors that trigger decisions include the current status of business processes in core functional areas and their integration. Some critical considerations are, current status of information flow efficiency, scope of ERP to cover mission criticalprocesses, organizational maturity with regard to ERP readiness, and expectations of process owners’ from a functional and technological perspective, time taken to go live with ERP and the budgetary requirements and financing pattern for the project.The success of planning decisions depends upon understanding the factors that bridge the gap between current and desired states of business. These decisions determine the seriousness of the planning phase for whicha set of five critical success factors are identified. They are●Goal and Scope of ERP (GS) relate to internal and externalbusiness environment for the SME, status of certain core andcustomer centricbusiness processes, information flow efficiency and the coverage ofbusiness functions considered for integration.●Proprietor/Partners’ Commitment (PPC) defines owner’sunderstanding on the significance of information systems as astrategic enabler for driving growth and expansion.●Culture and Change Receptiveness (CCR) defines the unit’s age,organization’s cultural understanding and the receptiveness toaccommodate and appreciate change.●Vision and Growth (VG) defines the owner’s passion in thebusiness andtheir trust about information systems as an enabler of realizing the vision in the long run.●Project Planning and Scheduling (PPS) explains the expected timehorizon for ERP implementation at the SME given the constraintsof cost and time.It also relates to the budgetary requirementsfor the project and selection of the most viable financingpattern. The pair-wise comparisons of these CSFs are shown inTable 2.The analysis of the critical success factors in planning show that proprietor/partners’commitment is ranked as most important over the other factors.Acquisition (ACQ)The factors in this phase relate to the challenging task of finalizing the right solution for the business which is expected to realize the SME’s future growth and expansion initiatives. The factors include current status of Information Technology (IT)compatibility, availability of industry specific ERP product vendors and their experience, scope of support before, during and after implementation, the available ERP delivery models and their standings, successful product implementation in the peer group, requirement and role of an external consultant, guidance and support from SME cluster/industry association and costs (both explicit and hidden) associated with the ERP solution.中小企业采用ERP的关键成功因素排序Vijayakumar Bharathi , Omkarprasad Vaidya and Shrikant ParikhIndian Institute of Management (IIM)研究团体对中小型企业采用ERP产生了极大的兴趣。