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The Decision Process for Acquiring an ERP Solution: The Case of Keller Manufacturing Company

The Decision Process for Acquiring an ERP Solution: The Case of Keller Manufacturing Company
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Author(s): Jacques Verville (Michigan Technological University, USA) and Alannah Halingten (Michigan Technological University, USA)
Copyright: 2001
Pages: 4
Source title: Managing Information Technology in a Global Economy
Source Editor(s): Mehdi Khosrow-Pour (Information Resources Management Association, USA)
DOI: 10.4018/978-1-930708-07-5.ch007

Abstract

For organizations, the purchase of ERP packaged is highexpenditure activity that consumes a significant portion of their capital budgets. It is also an activity that is fraught with a high level of risk and uncertainty. Why? Because, first of all, if a wrong purchase is made, it can adversely affect the organization as a whole, in several different areas and on several different levels, even to the point of jeopardizing the very existence of the organization. This highlights the obvious need for making the right choice of software. It also brings to light the need for finding the best for acquiring this type of software so that the right choice can be made. The second, because of the implementation and the risk of it going awry. ERP implementations are said to be the single business initiative most likely to go wrong (Verville & Halingten, 2001; Verville, 2000; Hill, 1999).

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