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Studies conducted by many researchers indicate high failure rate of projects of implementing ERP systems. Furthermore, organizations should be agile to be able to respond to market changes fast and effectively to survive in competitive environment. ERP and agility are two important tools for achieving competitive advantages. The main goal of the pr...

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... closeness to ideal solution (CLi) is calculated. The results are presented in Table 5 Table 5 Results of calculating positive and negative ideal items and closeness to ideal Prioritizing of nine factors of organizational readiness is presented in Table 6. Self-assessment A9 4 ...
Context 2
... can be seen from Table 6, supportive factors, systems and strategy were rated the first, second and third places. The lowest rate belongs to style, staff and structure; and self-evaluation, shared values and skills are rated in median places. ...

Citations

... Lean Price [10,11,[53][54][55][56] Lead time [11,54,[57][58][59] Defect reduction [10,56,60,61] Just-in-time practices [62][63][64] Collaboration with SC [11,65] Agile Innovation capability [11,[66][67][68][69] Response speed [11,62,70] Dynamic alliance [62,71,72] New production line capability [11,73,74] Flexibility [11,54,68,70] Resilient Ability to deal with unexpected disruptions [15,29,75] Resilient transportation [22,29,62,72] Strategic capacity and inventory buffer [11,15,76] SC risk management culture [77,78] Capacity for mass customization [ ...
... Lean Price [10,11,[53][54][55][56] Lead time [11,54,[57][58][59] Defect reduction [10,56,60,61] Just-in-time practices [62][63][64] Collaboration with SC [11,65] Agile Innovation capability [11,[66][67][68][69] Response speed [11,62,70] Dynamic alliance [62,71,72] New production line capability [11,73,74] Flexibility [11,54,68,70] Resilient Ability to deal with unexpected disruptions [15,29,75] Resilient transportation [22,29,62,72] Strategic capacity and inventory buffer [11,15,76] SC risk management culture [77,78] Capacity for mass customization [ ...
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This study aims to propose an integrated approach for supplier selection based on the lean, agile, resilience, green, and sustainable (LARGS) paradigm. This approach was validated using structural equation modelling (SEM) and the intuitionistic fuzzy TOPSIS method. A comprehensive literature review was conducted, identifying twenty-six criteria, which were then consolidated into five main criteria. A questionnaire was distributed to 237 individuals from manufacturing companies listed on the Tehran Stock Exchange, and the collected data were analyzed using third-order factor analysis and the partial least squares method. Subsequently, the proposed integrated approach was applied to evaluate four suppliers in an intuitionistic fuzzy environment, utilizing expert opinions and a case study on the automotive industry. The results demonstrate the effectiveness and practicality of the proposed approach in terms of prioritizing and selecting suitable suppliers according to LARGS criteria. In conclusion, this study contributes to the existing literature by proposing an integrated approach that addresses the decision-making challenges in supplier selection. This approach offers a practical tool for managers seeking to enhance sustainable supply chain performance from the LARGS perspective.
... Competitive forces and high customer demand for product specifications characterize the global business environment. Understanding and optimizing business processes is vital to success in this fast-changing environment [17]. ...
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This study examines the readiness of enterprise resource planning (ERP) systems for supporting and advancing sustainability initiatives and practices in organizations. The study aims to identify the current state-of-the-art of sustainability capabilities and functionalities in ERP systems, as well as explore the future directions of the ERP market. The main research question the study aims at answering is, are current ERP systems ready to support sustainability initiatives? This research employs the Dynamic and Sustainable View of the Firm and the Triple Bottom Line frameworks as theoretical lenses. These lenses underscore the importance of integrating economic, social, and environmental sustainability aspects to establish a competitive advantage. An exploratory case study with semi-structured interviews was conducted and the informants included a variety of ERP industry professionals and an end-user. The informants revealed the various stakeholders’ perceptions and views on the sustainability phenomenon within the Norwegian ERP market. Our main findings suggest that the current capabilities of ERP systems fall short of meeting the need for sustainability-related functionalities, indicating a gap that presents opportunities for innovation in developing more advanced systems. Additionally, conflicting views exist on who drives innovation in the ERP market, clients, vendors, or the government. Although the research and practice of sustainable ERP are still in their early stages, our findings reveal that the overall requests to incorporate sustainability functionalities within ERP systems are on the rise. Finally, our data suggest that emerging business models rooted in sustainability principles highlight the urgency for ERP systems to evolve and adjust accordingly.
... The strategy element represents the tactical plans of the business, the competitive advantages of the business, and the adaptive and dynamic evolution of the business. The systems element represents the processes of the company (e.g., human resources; risk management); client management systems; and technology infrastructure (Bryan, 2008;Daft, 2020;Falletta & Combs, 2018;Peters & Waterman, 2004;Rani, 2019;Shiri et al., 2014). ...
... The staff element represents the people employed at the business; the inherent talent of people; talent motivations; talent pool development and rewards; and diversity representation. Finally, the style element represents managerial leadership style and attitudes; organizational communication styles; leader emotional intelligence; and the organizational culture, practices, and norms (Bryan, 2008;Falletta & Combs, 2018;Goleman, 2005;Peters & Waterman, 2004;Singh, 2013;Shiri et al., 2014). ...
Article
The origination of business ideas for new products or services occurs through the creative process. For example, an entrepreneur initially has a business idea for a new product or service that begins in mind. However, the idea needs to be successfully and strategically executed to become a sustainable reality. This research provides a variety of examples concerning conceptualizations of creativity that entrepreneurs can tap into further to enhance their creative abilities for business ideation generation. Further highlights include the psychological impediments entrepreneurs must be aware of and avoid that can stall the entrepreneurial process and the business from successfully launching and sustaining life long-term. Lastly, the authors demonstrate the similarities between the McKinsey 7s framework (Peters & Waterman, 2004) and the servant leadership style (Greenleaf, 1977), revealing how adopting a more formidable entrepreneurial approach involves "putting the people first" rather than solely focusing on strategy and complex numbers. Keywords: creativity, entrepreneurship, McKinsey 7s framework, servant leadership, strategic execution
... Despite all the hard work and dedication, most projects are confronted with numerous obstacles and barriers [17]. According to the reports of the U.S. Center for Technology in Government, almost 70-80% of failed IT projects refer to the governmental sector, comparing to similar 54% of failures for other industries [18]. ...
... McKinsey 7S model koristi se za dijagnostikovanje i rešavanje problema koji postoje unutar kompanije u kojoj se primenjuju drugi faktori, dok svih 7 faktora moraju biti međusobno povezani [5]. McKinsey 7S model sadrži 7 segmenata ili dimenzija koje su označene slovom "S" [14]. McKinsey 7S model koristi se u industriji za analizu organizacionih slabosti i kreiranje predloga za unapređenje [4]. ...
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The paper analyzes the business and the potential for improving the business of a small processing company through the McKinsey 7S model. The first part of the paper presents an overview of the literature in this area. The methodology is presented in the second part of the paper. In the third part of the work, all points of the 7S model (strategy, structure, systems, shared values, management style, employees, skills) were analyzed. At the end, a conclusion was given with suggestions for improvement. The work shows that the McKinsey7S model can be applied in all types of companies and provides an overview of the current situation with an insight into critical points that need to be improved.
... (Anvari et al., 2014a). agility increasing Accountability, Competency, Flexibility, Speed, Cost effectiveness (Shiri et al., 2015). resilience increasing resilience to capacity shortage, materials shortage & unexpected disruption (Anvari, 2017) green Minimization of the ecological impact & environmental risks by SC activities (Dües et al., 2013). ...
... The external model examines the relationship between questions and constructs. In fact, if the questions do not measure the latent (Shiri et al., 2015). resilience Strategic, tactical, operational (Christopher & Peck, 2004). ...
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This research aims to conduct whether the lean, agile, resilience, green and sustainable paradigms are applied and combined in the actual environment (Petrochemical Industries) of Supply Chain Management (SCM). A structured literature review of theoretical foundations of manufacturing paradigms in SCM was carried out to achieve this aim. Then the conceptual model is extracted from reviewing theoretical research foundations and structure of ‘Lean, Agility, Resilience, Green’ (LARG) supply chain and sustainability. The novelty of this research is that a classification scheme of manufacturing paradigms in SCM was developed where previous studies were used to find how these paradigms were being integrated. The results indicated that paradigms in SCM, including; Lean, Agile, Resilience, Green, and Sustainable had an important role in the successful performance and competitive advantage. The Goodness of Fit was used to examine the verification model solution. The contribution of this research is an integrated model of LARG supply chain paradigms and sustainable supply chain performance. The proposed model is merged in academic literature for the first time. The integration model of LARG supply chain paradigms and supply chain sustainable performance
... On top of that, it is an important factor in gaining a competitive advantage. To achieve agility, we need to pay attention to several aspects, including strategy, technology, and … (Shiri et al., 2014). Agility refers to a set of attributes and behaviours enabling a person or organisation to successfully overcome the dynamic environment (Alberts, 2011). ...
... The problem solution is to identify critical success factors in ERP implementation with a focus on organization, technology adaptation, and business processes [6,7]. Also, by assessing the readiness of the organization, it can be evaluated the weaknesses and strengths of the organization to adapt to change, so that the company can achieve organizational agility and ERP implementation success [8][9][10]. Previous research shows that there is still little research that discusses the maturity assessment ASTESJ ISSN: 2415-6698 of an organization before top management decides to implement ERP. ...
... As new manufacturers enter the market and existing manufacturers update their legacy systems, there will be an increasing need to identify ERP critical success factors. Many researchers have indicated high failure rates in ERP systems implementations on the metrics of budget, schedule overruns, and overall fit of planned business processes with implementation deliverables [4], [5], [6]. Because of these failure rates, it is important to identify ways to mitigate these failures. ...
Article
Full-text available
Organizational leaders have increasingly turned to enterprise resource planning (ERP) applications, also known as decision-support systems, to make their firms' operational, tactical, and strategic processes more efficient and effective in the changing global marketplace. High failure rates in ERP systems implementations make these projects risky, however. Most prior research on critical success factors for conventional ERP implementation has been on large enterprises, resulting in a gap in knowledge on these factors in the small and medium enterprises that constitute the majority of U.S. employer firms. A qualitative modified Delphi study with an expert panel of U.S. manufacturing consultants and three iterative rounds of data collection and analysis revealed consensus on 8 critical success factors in ERP implementations, with the highest agreement on top management support and commitment, enterprise resource planning fit with the organization, quality management, and a small internal team of the best employees. In addition to furthering knowledge in the fields of leadership and enterprise applications, the study expands enterprise resource planning experts' and scholars' understanding of strategies to improve project success and the triple bottom line for any size enterprise in the manufacturing industry. Practitioners in the ERP industry can also apply approaches outlined during ERP implementations to mitigate risk during these engagements. Implications for positive social change include additional job opportunities and higher wages through increased efficiencies in ERP applications.
... As new manufacturers enter the market and existing manufacturers update their legacy systems, there will be an increasing need to identify ERP critical success factors. Many researchers have indicated high failure rates in ERP systems implementations on the metrics of budget, schedule overruns, and overall fit of planned business processes with implementation deliverables [4,5,6] (Bintoro, Simatupang, Putro, & Hermawan, 2015;Ravasan & Mansouri, 2016;Shiri, Anvari, & Soltani, 2014). Because of these failure rates, it is important to identify ways to mitigate these failures. ...
Article
Full-text available
Organizational leaders have increasingly turned to enterprise resource planning (ERP) applications, also known as decision-support systems, to make their firms' operational, tactical, and strategic processes more efficient and effective in the changing global marketplace. High failure rates in ERP systems implementations make these projects risky, however. Most prior research on critical success factors for conventional ERP implementation has been on large enterprises, resulting in a gap in knowledge on these factors in the small and medium enterprises that constitute the majority of U.S. employer firms. A qualitative modified Delphi study with an expert panel of U.S. manufacturing consultants and three iterative rounds of data collection and analysis revealed consensus on 8 critical success factors in ERP implementations, with the highest agreement on top management support and commitment, enterprise resource planning fit with the organization, quality management, and a small internal team of the best employees. In addition to furthering knowledge in the fields of leadership and enterprise applications, the study expands enterprise resource planning experts' and scholars' understanding of strategies to improve project success and the triple bottom line for any size enterprise in the manufacturing industry. Practitioners in the ERP industry can also apply approaches outlined during ERP implementations to mitigate risk during these engagements. Implications for positive social change include additional job opportunities and higher wages through increased efficiencies in ERP applications.