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• W55227146 abstract "ABSTRACTIn this position paper we present and defend a set ofstatements regarding ERP procurement. The statementshighlight the importance of ERP procurement processesand propose that they should be as well-defined andsystematic as possible. For this reason, we advocate the useof formal notations for structuring the criteria used duringERP selection, for describing ERPs with respect to thesecriteria and in general to help the whole selection process,including tool support. Finally, we point out several openissues that need to be considered. Most of the opinionsexpressed here arise from a real industrial ERPprocurement experience.KeywordsERP procurement, ERP acquisition.1 ERP PROCUREMENT MOTIVATIONA clear trend in both private and public companies withregard to their current options for software-basedmanagement Information Systems (IS) is the fast and wideproliferation of large packaged ready-made EnterpriseResource Planning (ERP) systems, surely among the mostextreme instances of current Customizable Off-The-Shelf(COTS) software packages. We present in this and thefollowing sections a set of justified position statementsregarding ERP systems procurement, from which severalopen issues arise. In our first position statement weestablish our opinion about what we believe to be the oftenneglected nature of ERP procurement:Statement 1: ERP procurement becomes a strategic andmission critical process for those organizations consideringthe adoption of an ERP.The statement above can easily be sustained both on thegrounds of the mentioned current ERP trend as well as thewide scope and important implications of an ERP systemfor any company:• Organizations aim at implementing ERPs to enable theoverall informational integration of functional areasacross their –re-engineered– business processes, byreplacing with them most of their proprietary legacysystems, and thus reducing their future needs for in-house bespoke IS development.• Usually, an ERP-based IS is set to become the back-office transactional foundations upon which to build therest of decisional and communicational ISs, both atintra- and inter-organizational levels.• Thus, in order to reach most or all of the organizationfunctional units and business processes, theimplementation and maintenance of an ERP-based ISusually becomes a risk and change-intensive projectrequiring significant economical, temporal and laborinvestments.All this gives more and more importance to the task ofacquiring ERP software, usually referred to by the headingsof ERP systems procurement, acquisition or selection. Incontrast with this state of affairs, we believe that ERPsystems procurement, as well as COTS procurement ingeneral, has not reached the required maturity [4].2 ERP PROCUREMENT PROCESSStatement 2: Any organization pursuing a successful ERPexperience should start by following a well-establishedERP system procurement process, defined in terms as muchsystematic and formal as possible.Once the strategic nature of ERP systems procurement isaccepted, it follows that this statement stands on reasonsthat, although obvious, seem to be often overseen or rarelyand superficially considered:• A well-established ERP procurement process can becomea good starting practice and set a good pace for theremaining ERP life cycle phases within the hostingorganization.• Furthermore, it can help to determine organizational,business and user requirements that will facilitate moremature evaluations of ERP alternatives, as well as clarify" @default.
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• W55227146 title "On the Formalisation of ERP Systems Procurement" @default.
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