To select an ENTERPRISE RESOURCE PLANNING (ERP) SYSTEM is time consuming due to the RESOURCE constraints, the software complexity, and the different of alternatives. A comprehensively SYSTEMatic selection policy for ERP SYSTEM is very important to the success of ERP project. In this paper, we propose a fuzzy analytic hierarchy process (FAHP) method to evaluate the alternatives of ERP SYSTEM. The selection criteria of ERP SYSTEM are numerous and fuzzy, so how to select an adequate ERP SYSTEM is crucial in the early phase of an ERP project. The framework decomposes ERP SYSTEM selection into three main factors. The goal of this paper is to select the best alternative that meets the requirements with respect to product factors, SYSTEM factors and management factors. The sub-attributes (sub-factors) related to ERP selection have been classified into twelve main categories of Functionality, Reliability, Usability, Efficiency, Maintainability, Cost, Implementation time, User friendliness, Flexibility, Vendor Reputation, Consultancy Services, and R&D Capability and arranged in a hierarchy structure. These criteria and factors are weighted and prioritized and finally a framework is provided for ERP selection with the fuzzy AHP method. Also, a real case study from Iran is also presented to demonstrate efficiency of this method in practice.

selecting an ENTERPRISE RESOURCE PLANNING (ERP) SYSTEM is time consuming due to the RESOURCE constraints, the software complexity, and the different of alternatives. A comprehensively SYSTEMatic selection policy for ERP SYSTEM is very important to the success of ERP project. In this paper, we propose a fuzzy analytic hierarchy process (FAHP) method to evaluate the alternatives of ERP SYSTEM. The selection criteria of ERP SYSTEM are numerous and fuzzy, so how to select an adequate ERP SYSTEM is crucial in the early phase of an ERP project. The framework decomposes ERP SYSTEM selection into four main factors. The goal of this paper is to select the best alternative that meets the requirements with respect to “product factors”, “SYSTEM factors”, “management factors” and “vendor factors”. The sub-attributes (sub-factors) related to ERP selection have been classified into thirteen main categories. These criteria and factors are weighed and prioritized and finally a framework is provided for ERP selection with the fuzzy AHP method. Also, a real case study from PARDIS-LO Company is presented.

Successful implementation of ENTERPRISE RESOURCE PLANNING (ERP) SYSTEMs, along with aligning business operations and integrating data, offers numerous benefits. However, it is often prone to failure as it requires significant RESOURCEs, time, and extensive changes to organizational processes. This study aims to identify and prioritize the barriers to implementing ERP SYSTEMs in the Telecommunications Company of Isfahan Province. The research employs a mixed-methods (qualitative-quantitative), exploratory, and applied approach. The statistical population includes IT staff in the Telecommunications Company of Isfahan Province, among whom 15 experts were selected using purposive and snowball sampling methods. Data collection tools consisted of two researcher-designed questionnaires. In the first phase, using the fuzzy Delphi method, 15 key factors were identified out of 55 initial factors derived from a scoping review through three rounds of surveys. In the second phase, interrelations and prioritization of the factors were examined using Interpretive Structural Modeling (ISM) and MICMAC analysis. Findings indicated that three barriers—management changes during ERP SYSTEM implementation, lack of commitment and adequate support from senior management, and the organization's inability to allocate appropriate financial RESOURCEs—are the most influential obstacles in ERP SYSTEM implementation. This research assists organizations and ERP SYSTEM providers in understanding the challenges of ERP SYSTEM implementation and achieving the highest level of SYSTEM implementation performance.

ENTERPRISE RESOURCE PLANNING (ERP) adoption and its extensive application by great and medium-size firm and organizations are described as ERP revolution. Numerous firms have substituted their old information SYSTEMs with newer ones, i.e. ENTERPRISE RESOURCE PLANNING (ERP) SYSTEMs as an integrated response to extensive information needs of firms. ERP is a unique data base SYSTEM that integrates and consolidates raw data, turns them into information and finally delivers its output to information SYSTEM users. Such SYSTEM makes firm users able to coordinate and develop firm plans and programs in spite of geographical limits. ERP enhance automation and cooperation among firm segments like sale, marketing, production, operation, and administration. Certainly a better understanding of critical success factors will enable practitioners and academics to improve the chance of success in the implementation ERP projects. Considering this motivation, this study tries to examine the critical success factors for implementing ENTERPRISE RESOURCE PLANNING (ERP) SYSTEMs using the framework of classical management theory.

By rapidly developing of premier technologies in communications and computer, the global economy growth scheme is essentially changed and followed by the knowledge as an important capital, is replaced by physical and fiscal assets (Chen et al, 2004). Implementation of human RESOURCEs PLANNING SYSTEMs is amongst of under developing technologies in new era. Most of the managers are in doubt that these SYSTEMs can be useful for organization and make value added (Charamilus Asiatis et al, 2005). This paper considers the effects of obtained results of ERP implementation on knowledge creation and job performance. The features used in this research are in order to collecting of questionnaire information’ s that include three questionnaires of ERP benefits, knowledge creation and job performance. The validity of questionnaires is confirmed by correspondents and its reliability is also confirmed by using alpha cronbach. Results show that ERP benefits and it’ s all dimensions including operational benefits, management benefits and business process and IT/strategic PLANNING benefits have significant effect on knowledge creation. ERP benefits and Knowledge creation has also positive and significant effects on job performance.

Internal control plays an important role in achieving firm goals and making management decisions. This study is aimed to provide an applied model for identifying factors affecting internal controls of firms with ENTERPRISE RESOURCE PLANNING SYSTEM. Given the special nature of firms with these SYSTEMs and their more complex transactions as well as the lack of RESOURCEs in the field of internal controls that meet the firm requirements, researches in this area is necessary. This study divides the internal control process into six-phases including organizational structure, professional ethics, security, risk, reports and the Organizational strategies. The survey is conducted through experts, and 52 research components from 350 components, are fitted using smart PLS. Results show that, this model not only increases the effectiveness and efficiency of internal control of firms, but also it has the advantages of paving the way for implementation of IT audit, updating the internal control SYSTEM through identification of weaknesses and making improvements, reducing risks in organizations with ENTERPRISE RESOURCE PLANNING SYSTEM and increasing the organizational surveillance.

Introduction: Hospitals require a central monitoring and improve PLANNING process in order to enhance patient care quality. Regarding the current developments in health care SYSTEMs, the question is which information SYSTEM can support transformation of hospitals. This review article focuses on the capacity of ENTERPRISE RESOURCE PLANNING (ERP) SYSTEMs for the transformation of hospitals.Methods: First, the development of information SYSTEMs, the history and concept of ERP was described. Then the effectiveness and potentials of ERP and the challenges of its application in hospitals were discussed.Conclusion: We suggest that hospital processes should be divided into two parts; definitive and tentative processes. ERP SYSTEMs are beneficial in definitive processes.

Many of manufacturing organizations have known the benefits of implementing ENTERPRISE RESOURCE PLANNING SYSTEM. Yet, they have doubt about adopting the SYSTEM due to its high cost, uncertainty, and risk. This study identifies the key factors for successful implementation of ENTERPRISE RESOURCE PLANNING SYSTEM in manufacturing industries and provides a model based on structural equation modeling after the obtaining the effective factors from the literature. The results of the study indicated that the effect of performance on perceived usefulness of ENTERPRISE RESOURCE PLANNING SYSTEM. The obtained results were analyzed through the least partial equations and some of the hypotheses have been confirmed. This research based on analysis offers recommendations for successful implementation of ENTERPRISE RESOURCE PLANNING SYSTEM. The success factors help the senior managers in manufacturing organization to make better decisions and improve their business value through effective ENTERPRISE RESOURCE PLANNING SYSTEM.

One key factor in the formation of organizational ERP SYSTEMs is the requirement of integration at the organization's internal and external levels to survive in competitive markets. These SYSTEMs have gained a lot of popularity not only by increasing the pace and accuracy of registering the organizational information but also by providing a quick reporting infrastructure. Registration, storing, and recovery of integrated and reliable information throughout the organization is another feature that has affected the penetration of ERP SYSTEMs in organizations. However, the argument about the high cost of purchasing and implementing such SYSTEMs between financial and IT departments have always been a challenge in the way of ERP expansion; Therefore, in such a case, it seems necessary to provide evidence of the efficiency or inefficiency of them in the form of an analytical model with a predictive approach and through quantitative indicators to resolve these contradictions. It should be considered that if a clear vision, accurate and quantitative information based on the performance indicators of the organization is given to the decision-makers, the disagreement in such issues will be meaningless. Now, the question is that what tool can provide such valuable information? Predictive models depict the probable future, given the current terms and variables, so that they can solve the issue around using the ERP SYSTEMs. The present study has extracted the raw, reliable, and not manipulated quantitative data from the ERP SYSTEM's database and has designed a quantitative predictive analytic model by them to provide clear and accurate answers to existing questions based on quantitative performance indicators. An approach that has not been seen before.

The purpose of this research is to design a fuzzy inference SYSTEM through the most significant influential factors and indicators on evaluating the success of ERP implementation. The intention has been to provide a comprehensive set of practical indicators in order to evaluate and improve the success of implementing ENTERPRISE RESOURCE PLANNING (ERP) SYSTEM through deeply exploring the broad literature, and also to identify the most significance factors and indicators of ERP implmenetation. Through evaluating the identified indicators by domain experts, the most influential indicators have been used in designing the fuzzy inference SYSTEM for evaluating the success of ERP implementation. Using this approach, the fuzzy SYSTEM was designed so as to evaluate the success of implementing ERP SYSTEM. The findings included the identification of the most influential indicators on the success of ERP SYSTEM implementation as well as to design a fuzzy inference SYSTEM to evaluate the success rate of ENTERPRISE RESOURCE PLANNING SYSTEM in organizations. Following the creation of the fuzzy inference SYSTEM, organizations could measure their success in implementing ENTERPRISE RESOURCE PLANNING SYSTEM and, thereby, reduce their probability of failure in implementing ERP SYSTEM.