L'après projet ERP : Retour d'expérience sur un changement qui n'a pas eu lieu

Guy SAINT-LÉGER

Abstract


The aim of this article is to present a few concrete examples of the consequences of a non scheduled change in ERP implementations. In the post-ERP phase, we provide a socio-economic assessment of those consequences by looking at the following factors: technology, behavior of the players, organization, project management. When the ERP software has become operational but the expected results are still missing, does the post-ERP phase consist in a new project or does it require a different approach? Such is the question that this article attempts to answer.

Keywords


Post-ERP phase;Organizational and human consequences;Production organization and management;Hidden costs of ERP;Management

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DOI: http://dx.doi.org/10.9876/sim.v9i2.157

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