Workaround an ERP System
Abstract
Management of information systems is a vital tool for the efficiency of a company. Efficiency in information system holds the core of performance within a company and that is essential for SETRA as an effort for the maintenance of increased efficiency, communication and performance. It initiates an increase in change of ethical responsibilities and social norms within the company through integration of information systems and encouragement of networking making referencing an easy task within a company’s need for accountability. This is the best initiative for the company because other than presenting management with ease of data and information for quick making of decisions, it also provides employees with a training chance for improvement of their capabilities.
Therefore, the study provides a chance for the company to identify areas requiring an upgrade within its information system. SETRA focuses on maintaining a capacity of efficiency within its information system by developing new policies, delivery targets, and standardization of productivity without any constraints, which may arise from its information quarters. This project will give it just that by creating an updated information system and instilling a new culture of information flow within the company for the maintenance of a competitive edge within the market through continued satisfaction of customers within their network. The best thing for SETRA in this capacity is adopting a 2line solution as well as creating an upgrade for its servers and programming optimization.
Introduction
The importance of this study is for the identification of the present setbacks within the system and developing possible workaround systems for the company. It is a process, which will motivate and empower the IT department on their responsibility and required input for the process for its success. Conducting an upgrade in a system is not an easy task for a company. For this reason, through the project, SETRA will be in a position for identifying the best means of implementing its objectives in bits so that it does not suffer a complete overhaul, which may fail in the process. It will require gradual introduction of change such as customization of the systems through the cooperation of its system users.
The objective of the project is to create upgraded systems such as the servers for increased performance. The connections also require an upgrade and through the implementation of the project recommendations, the company will have a workable system that will enhance its performance and efficiency. Another objective is for SETRA to optimize user satisfaction by having an enriched system with feasible features. These are very essential objectives for the company, as they will strengthen its opportunities for survival in the current market. Through training of its staffs, it can present the chance for ensuring that each feature in the system is useful for the company through their skillful knowledge of hoe to take advantage of them for the good and success of SETRA. The process will advance the company’s vision of being competitive among its peers. It will to synergize its resources, integrate its operations, enhance information flow, and have motivated skilled team for growth to greater capacities.
Literature Review
Introduction:
The modern society currently involves elimination of the past and replacing new technologies. Change occurs not for any reason but to accomplish an overall goal and it is usually provoked by outside driving force such as addressing new markets or the need for dramatic increases in productivity. Agre (500) describes that information systems include any system, data records and activities used to process data in a given organisation. These systems are necessary to an organisation as they develop solutions for various business problems. The above study shows how workaround systems act as agents of change to the society and in organisations.
What is a Workaround?
A workaround system includes a path of a recognized problem within a system. This is a temporary fix showing presence of genuine solution to the problem at hand. Workaround systems also act as true solutions to the problem. However, most people consider these systems as short-term and that they may not respond effectively to the pressure like the original devise. Born (109) describes that implementation of workaround systems need much caution, as the initiator should detect the change before implementing the original solution. This is because introducing pressure on workaround systems may cause failures in the system. In computer programming, for example, workaround systems can only be used in attending to the problem for later solution rather than solving the major problem. The idea of using workaround is from the used resource relating to the sociology of technology. This shows interest on how users may also apply technologies to adopt other ways apart from the designed purpose.
Why use workaround?
People use workaround technology in order to meet particular needs or objectives. Les Gasser showed significant analyses for workaround describing it as the unplanned method or system used in computer systems to fix a problem temporarily. According to Gasser (216), working around means using computer systems intentionally for the purpose not designed. He also said that working around also means not using a computer but other alternatives to accomplish the same work. This reflects that technology users are not shaped by technology but that they can also shape technology. This shows the differences in logic of human brain and technology. Gasser also shows that users may use some effort and skills in conquering difficulties related to technology. This is because the process involves technological adjustments that users take on when there is an implementation of a new process in the working systems. This also shows that users tend to compensate for the lost self-esteem, power and social prestige replaced by the new technology. Workarounds, therefore, represent resistance from the technology users as they try to have control over the system (Berg 456-490).
How to use workaround
The idea of using workaround is from the used resource relating to the sociology of technology. Workaround may not be considered as normal practices. It is used for the customization and implementation of management information system such as MAC. It modifies technology, for example, through the designer-script-user method. It works through building scripts into technologies. It use also involves helping in the implementation process. In the MAC process, workaround helps in putting the networks in place by considering certain possibilities. It involves examining the connections of the original designers of MAC and the system itself. These two are essential factors that promise the possibility of workarounds and may show obstacles to the implementation process.
Where to use workaround?
According to Star & Ruhleder (112), workaround systems are commonly used in the sociology of technology though they remain uninvestigated. There is no theory showing the outcomes of using workarounds apart from the general ideas that workarounds correct an error occurring between the expected goals of the user and technology. The term, been commonly used, need a change for various reason, for example, being a computer system, the technology has spread extensively. The other reason why the term need appraisal is the fact that most computer systems built are later customized by the users showing that users also contribute much in the development of technology. However, it is difficult to show who owns the responsibility of shaping the systems and implementation of technologies. To understand the how, when, why and where to use workaround, it is essential for the user to know the management of information systems and their benefits. This will also help in understanding the difference between workarounds and resistance to change.
Managing information systems and benefits:
According to Star & Ruhleder (130), information systems has mostly increased as the heart of scientific, commercial and media processes and therefore have defined the modern technology which include complex information systems, communication superhighways and ubiquitous computing. Information systems have risen to be the greatest technology provider linking the computer to the emerging global and a networking society. The popularity of information technology is inevitable in all aspects and has massive effects to the society. Through developed information systems, the society is now experiencing a revolution similar to that of an industrial revolution. This has increasingly changed ethical responsibilities and social norms.
Information systems (IS) is a computer information system that collect, store, process and report data from various sources in order to provide necessary data needed by the management of a firm in making decisions. Pfaffenberger (294) explains that information systems perform various functions that include one, educating and learning function. IS provide various learning opportunities to inexperienced and naïve users. This therefore gives a better opportunity of incorporating the effectiveness of decision-making process focusing on the kind of information available. Information systems educate through continuous examination and modification of various business models. Pfaffenberger (293) shows it helps to modify decisions effectively, for example, in a dynamic environment. The other role is though execution of users in changing their status to a more modified status therefore used in change management. The education and learning function can be broken down into various activities such as user training, coordination of training effort, timetabling, guidelines, standards and policies and creating awareness of competitive products.
The second function of information system is in management and control. (IS) is important as it enables an organisation to maintain efficient and effective performance of all other functions within an organisation (Pfaffenberger 292). The IS development function include project management, policies regarding performance and delivery targets, decisions on standardisation, control, constraints and systems upgrading. According to Akrich (256), the other function performed by IS that, help in organisational change is the strategy and planning function. The information systems model offer support to corporate strategy. It also provides executive information support that enables members in a working environment to from effective strategies. Information systems also aim in development of existing market therefore an organisation maintains a competitive position in the market.
When to use a workaround?
Workarounds works as part of implementation of a new system. They help in improving working practices and attempts to connect designers and programmers. This is because as programmers work in modifications of technologies, they have to question designers’ role. Designers use workarounds for changing technology to various sites though they need programmers’ skills to complete their adjustments. Gasser (216) shows we account for a work around when one faces a constraining situation of technological form. It involves a form of resistance where the user works against the technology. However, considering the new forms of computer systems and the role of the user, this becomes ambiguous to understand as the role of the user is revealed as one who helps in customization and shaping the systems.
Workaround vs. resistance to change:
Workaround represent a part of the negotiation process that involves pressure in connections. There is a need to develop an understanding of the process of workaround and link it to the technical division of labour. This involves showing the responsibilities of a technical user and the role of a workaround as well as the benefits. This is because at some point, these modes act in agreement with each other. Resistance to change, on the other hand involves having resources that oppose the influence of information technology for the provision of the means to re- captivate the cynical world. Organisational change involves adding new people or modifying programs it also include change in mission and restructuring operations such as restructuring self managed teams or layoffs, improved new technologies and mergers.
To understand the influence of information technology towards change, it is important to know first the post- modernisation and the forces of information technology that drive change within the society and in organisations. This involves analysing the popularity of technology, the ethical nature of technology and the factors that determine change. Workaround and Resistance to change, work against each other. This is because workaround function is to solve a problem temporarily while resistance to change involves the refusal to accept changes in the systems. Resistance to change, therefore, involves the user, only once he refuses to accept changes introduced to the system, while workaround represent resistance from the technology users as they try to have control over the system.
Methodology
The study will use ECHO method for its testing of possible locations of the problems within the systems such as repetitive processes. The process will be done by professional researchers having adequate information on application of this method in the testing of client structures so it can act as an advancement of the research objective of improving of service delivery to our clients. The study will ensure business confidentiality, transparency and openness to clients whose companies will choose to participate in this research. However, the research requires the participation and involvement of partners in each stage of the process. Exchange of information will make the essence of this process and it will involve the getting information from partners and supplying the research partners with information related to the study.
This information will include the consent of the involved partners’ interest in participation in the research and the researchers’ information on the intentions of the research process. The objective of this methodology is to ensure that the systems of our clients comply with the required system provisions. It will help in evaluation of regularity and legality of their systems and this will help in ascertaining the authenticity of respective systems and procedures, extent of their relevance for the research to form an opinion of the relevance in the processes taken in accessing the connections. This will give the process a chance for developing recommendations for the areas requiring improvement at SETRA for a chance of a better service provision. The process will be done at no extra cost to our partners. The viability of this process is that it will help in the identification of areas having flaws in the networking system for adequate quantification of the problems within the structure.
Company Overview
- SETRA Overview
1.1 About SETRA
Since its inception in 1996, SETRA has grown considerably to become a leading solution provider in all areas of electrical, computer, and mechanical engineering. SETRA owe its success to its vast and diversified range of products, expert knowledge of the markets and a reputation for superior customer satisfaction.
With Its head office in Riyadh, the capital of the Kingdom of Saudi Arabia, SETRA has further expanded its reach to Jeddah, Al Madina, and Al-Khobar, covering the four most important areas in the Kingdom.
SETRA prides itself in being complete solution providers in the design, supply, installation and maintenance in the following areas:
1- Computer site preparation works and all types of related activities including networking and structured cabling
2- AC and DC power systems including, UPS, chargers, batteries, frequency converters and generators
3- Close control A/C units and industrial HVAC systems
4- Fiber optic, coaxial, control, data, fire resistant and instrumentation cables
5- Low current systems including fire alarm, CCTV, access control, public address, MATV and all types of security systems
6- Industrial automation, including SCADA and BMS control systems
7- Audio, video systems; including multimedia presentation, and projection systems
8- Specialized computer solutions including ID card printers, call recording, bar coding, etc…
1.2 What SETRA do:
SETRA bringsits extensive technical and commercial experience into practice when discussing customer requests in order to advise on the most suitable options according to the business need. On the other hand, SETRA have forged strong partnerships with expert international suppliers based on reliability, flexibility, cost-effectiveness, and un-preceded quality. SETRA provides all possible solutions through continuous consultation and investment in human resources, with its engineers constantly attending trainings at suppliers’ premises.
1.3 Why SETRA
SETRA believes that its commitment to the customer is the main priority. Its real strength lies in its professional workforce. It is knowledge, experience, and commitment to customer service that makes us stand out from the crowd.
1.4 How does SETRA see the future?
SETRA employees combine youth with professionalism, SETRA suppliers combine reliability with quality, its products combine high performance with cost-effectiveness,
and SETRA services combine excellence with your needs.
In SETRA, everyone anticipates growth and dynamism. It is a common struggle to become the leader in various fields. The future will remain as the front battle of quality and ability to serve the demands on the right time, right place and in the right way.
1.5 What makes SETRAunique?
SETRA share a set of five core values: Integrity, Understanding, Excellence, Unity, and Responsibility. In this sense, SETRA have established a reputable name among the major industries and sectors of the market and SETRA have earned the trust of
thousands of customers while adhering to international standards of business ethics and corporate social responsibility. Moreover, SETRA have successfully responded to different business requirements and have served most of the major sectors including healthcare, banking, insurance, media, retail, medical, education, manufacturing, telecom, airline industry, to name but a few.
1.6 Our Commitment to Customers
“To satisfy customers and exceed their expectations”, this is SETRA’s commitment. SETRA focus on providing quality service, professionalism, expert advice and superior customer/client relationship. SETRA constantly strive to bring new ideas, innovations and the latest technology to the market in a timely fashion, in order to provide its customers with a greater business advantage.
1.7 Competitive Edge
SETRA’s top management has had years of successful presence in local and talented group of professional engineers form international markets. The ‘brain’ of SETRA, the majority of who hold graduate degrees from internationally renowned universities.
Moreover, the SETRA team can offer:
1- Assurance of continuous and regular exposure to latest advancements in both managerial and technical areas
2- Quality assurance through conformance to ISO requirements
3- Community involvement through product donations
4- Adherence to ethics and code of conduct
5- Diversified but complementary range of products covering power, automation and control, low current, IT, cabling, as well as audio/video
6- Presence in the 4 largest cities in the Kingdom as well as at SETRA’s sister companies in UAE, Qatar and Lebanon. This allows for ease of exchange in inventory and technical know-how
7- Staff with extensive experience and latest knowledge gained through continuous participation in suppliers training sessions and exposure to large scale projects
8- Partnerships with suppliers that are the best in their industries
SETRA’s Vision
To be a leading company that Supplies, Designs, Installs & Maintains all Data Center, Low Current and Automation Solutions.
Our Mission
To maintain high levels of customer satisfaction by providing high quality service, professional and expert advice, and superior support.
Name: Eng. Ahmad Wehbi
Position:System Engineer
- Ahmad is employed in SETRA since 6 years
- Ahmad is using the dolphin from 5 years
- No body though him anything on the dolphin, everything was from his own effort
Name: Eng. Firas Madah
Position:Technical Division Manager
- Firas is in SETRA since 14 years.
- Firas was trained by the IT Division
- Name: Mohammad Daher
- Position:Sales Manager
- Khobar Branch Sales Manager
- using it since 4-5 Years
Name: Mohammad Faytrouni
Position:Branch Senior Accountant
- Mohammad is in SETRA since almost 2 years
- He was trained on Dolphin in Riyadh for 2 weeks from the accounting Dep.
Name: Mohammad Sayeed
Position:Branch Secretary
- Sayeed is employed in SETRA since 1 years
- Branch deputy manager and System engineer taught him on principal usage of the system
Name: Mr. Omar Soubra
Position: Sales Executive
- Omar is in SETRA since 2007 (around 6 Years)
- Omar came as a sales person in Riyadh
- Now he is a Sales Executive in Khobar Branch in the Eastern Province
Name: Eng. Shanif Hamza
Position:Sales Executive
- Shanif is in SETRA since 10 Years
- He started as sales coordinator
- Now Shanif a Sales Executive since 4 years
- Shanif uses the dolphin since 6 Years (since its implementation)
Name: Eng. Wassim Youssef
Position:Deputy Branch Manager
- Wassim is employed in SETRA since 7 years
- First he came as site engineer
- Then he became the presale responsible of the fire division
- Now Wassim is the Khobar Deputy Branch Manager
| Saudi electronic Trading Company (SETRA)- ERP Workaround | ||||
| Helpful | Unhelpful | Work Around | ||
| Wassim | Deputy Branch Manager | 1. Stock Management 2. Purchasing 3. Invoicing 4. Sales 5. Reports 6. Human Resourcing 7. The system is easily handling all SETRA jobs |
1. More features to be customized as per users 2. Some HR tools. |
1. If problem of system down or delay he asks the IT to solve it 2. If he needs any invoice, report, information he just asks the responsible person to get it from out the system for him |
| Omar | Sales Executive | 1. Stock Availability 2. Target Follow up 3. Sales Follow up 4. Deliveries Follow up 5. Referencing his Sales and delivery notes |
1. Some Customer history for the relation management 2. Some HR stuff like being able to see the pay slip… 3. Ability to see the cost so pricing and discounts can be more flexible 4. Let them remove some unused features by the sales person 5. Let them add some required features from the sales person 6. Some reporting flexibility |
1. Refer back to his hard copy archive 2. Refer back to scan e-copies 3. Refer back to the emails 4. Asks the HR for the pay slip and account… 5. Refer back to the presales for the margin of discount 6. Go to the manager to see some information that are locked from his account 7. Uses manual reporting tools |
| Ahmad | System Engineer | 1. The system is accurate 2. Good database 3. Fine support 4. All company info availability 5. Referencing system 6. Search features |
1. The Access to the system is on sever 2. The system is not smart (without prediction…) 3. The network to the system is weak (the system is slow and sometimes down) 4. The transfers are note accurate with warehouses 5. Need customization 6. No notifications (Alerting) 7. History access (just from the beginning of the year) 8. Cannot make quotation on system |
1. Waiting (if the system is slow) 2. Postponing the work (if the system is slow) 3. Using the fax to make transfer 4. Signing handmade invoices 5. If problems of features, got to the manager 6. Making quotations using the excel and word 7. Emails, phones and faxes for notifying others |
| Shanif | Sales Executive | 1. Holding the company in a good way 2. Flexibility. |
1. Limitation of access 2. Poor connection 3. Sometimes it goes down 4. Stock accuracy 5. Purchase orders 6. Statements for his clients |
1. Do nothing when the system is down 2. When the system is slow, just wait 3. He go to the manager for more access 4. Also Mr. Shanif leaves a copy of the purchase orders |
| Firas | Technical Div. Manager | 1. Check the Stock 2. Organize the deliveries 3. Follow up the Sales Orders 4. System reliability |
1. Slowness 2. When the system is down 3. Small servers 4. Weak network (faster connection needed from the leased lines) |
1. Check the stock physically 2. See hard copies 3. Use the archive 4. Telephone for any request 5. Faxes |
| Faytrouni | Senior Accounting | 1. General Ledger 2. Budget 3. Purchasing 4. Accounts Payable 5. Accounts Receivable 6. Invoicing 7. Fixed Assets |
1. Inflexible 2. Tilts a lot 3. Slow 4. Shuts down (technically weak) 5. No Corporate reports 6. Bad Managerial features 7. Our Dolphin is just for trading (limitations) 8. Problem in contracting projects invoicing 9. Account payables inflexibility 10. Not applicable for the Saudi standards 11. Old ERP without updating it 12. The system is one lot and all linked together in 1 server 13. Over load of info in the dolphin (more than 5 companies) 14. Reports are Rigid! |
1. We simply apologies if the system is slow or down 2. E-forms (made by the employees) 3. Made by hand 4. Readymade invoices (due to inflexibility) 5. Microsoft Excel 6. Manual invoices and deliveries (printed in books from SETRA) 7. Contracting invoicing 8. Monthly export of the data (to be used when system is down) |
| Mohammad Sayeed | Branch Secretary | 1. Fine for the his usage 2. Productivity 3. Faster 4. For referencing 5. Highly reliable 6. Highly flexible 7. Stock Management 8. Purchasing 9. Invoicing 10. Sales 11. Reports 12. Human Resourcing (for the non-users) |
1. When system is off 2. When system is slow |
1. Just call them and tell them the system is not working 2. Informing the IT 3. Stop the work 4. Excel sheets made monthly for reporting 5. Using the Fax 6. Using the phone |
| Mohammad Daher | Sales Manager | 1. Almost all my work is followed up by the dolphin 2. Purchase Orders 3. Sales Orders 4. Deliveries 5. Invoicing 6. Transfers between warehouses 7. Reports 8. History View |
1. From the side off graphics, it’s too weak 2. From the site of network, its weak 3. Sometimes system is down 4. Sometimes it is slow |
1. Wait with it and continue working if slow 2. the manual plan 3. invoices manually 4. Delivery manually 5. Request by phone 6. Faxes 7. Emails 8. Personal visit to their offices |
Analysis
In general there were approximately identical numbers of the helpful and unhelpful examples
practiced in (SETRA) with its ERP system (The Visual Dolphin).
The under chart shows the number of the Helpful examples to the Unhelpful examples:
Graph # 1
But when we compare these examples up to source of it whether from Managerial position or Non-managerial position or what we prefer to call them (real users), you will observe as you can see in the under chart that the Helpful examples comes from Managerial people more than the Unhelpful examples and in reverse the Unhelpful examples comes from Non-managerial people more than the Helpful examples:
Graph # 2
While we are going through these examples, we found that some of them are repeated by more than one interviewer which gives us a hint about how important is these examples when we compare it with others. In the following two charts we will show the important of every example by showing how many interviewer had mention the same example whether it is Help or Non-helpful.
- Non-helpful:Graph # 3
- Helpful:Graph # 4
Interaction Effectiveness Ratio:
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IE RATIO =
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Graph # 5
The above figure showing the Interaction Effectiveness Ratio for the above mentioned department
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Administration IE ratio = =4.7
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Sales IE ratio = =0.9
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Accounting IE ratio = =0.5
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Technical IE ratio = =0.8
Organizational IE Average Ratio:
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Organizational IE Average Ratio =
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Organization average IE ratio = =1.13
Discussion
The Analysis part showed that SETRA’s Employees are facing serious problems with the ERP and they are trying to work around it in multiple ways.
We can see that SETRA’s ERP is on the margin somehow (with a 0.9 overall score), but when we enter in details, the difference between the managerial and non-managerial positions shows that Managers in SETRA are content with the ERP without the denial the need for updates, upgrades and customizations… in the other side, the regular employees have many question marks on some points regarding the Visual Dolphin.
The most frequent problem faced with the ERP is when the System is down (sometimes because server’s errors, sometimes the system tilts…)
This problem should be a priority for the IT division to work on it and solve it.
The IT guys have various ways to solve this problem like getting more reliable servers, faster processors, newer and lighter version of the Visual Dolphin…
Meanwhile SETRA’s employees are working around this problem by having large archives and data bases in electronic way and hard copies.
One more IT related problem is the system slowness, usually this problem is due to server slowness or from the leased lines, this should be solved, and can be solved with better server’s processors and by upgrading the leased lines connection capacity.
SETRA’s employees are trying to mitigate these problems by waiting, or postponing the work or getting back to some old saved data from outside the system.
When it comes to the salespersons, SETRA is very sensitive; those are the heart of SETRA since it is a trading company.
Even though we find that the Sales team is slightly under the average with the system with a 0.9 Score but still acting fine… the main problem faced by the Sales are the History, Cost price, extra features, not user friendly, reporting.
We can see that mainly these problem are related to programming, we cannot say that we need to add for them extra features, because they are already suffering this problem, those guys needs re-customization for their access and taking under consideration the limitations from the top management (Ex: the access to the cost prices!)
When it comes to the Accounting, the accounting department is facing several problems with the ERP and their ratio is very bad “0.5”!
Some of these problems are shared with others like the system slowness, system down, inflexibility, features and limitations… In the other hand, there are problems that just the Accounting Department faces like projects invoicing, accounts payable inflexibility, reporting (corporate and rigidity)…
The Accounting guys already have their own ways for working around the system like manual invoices, manual delivery notes, manual vouchers, archives…
SETRA is growing fastly and proving itself in the market, this forces SETRA to improve its ERP system by getting new features by making it Smart (Ex: alerting responsible user about action being taken), Reporting Flexibly and the contracting invoicing and delivery features to cover SETRA’s contracting projects like the trading features…
When we did some researches about the Visual Dolphin, we saw there are many and many updates for it that SETRA didn’t install and even there are many customized features that SETRA is not willing to invest in!
After this key that we got, we referred back to SETRA again to see when they installed and updated the system (the technical history), and here we were shocked because SETRA implemented this ERP-software since around 6 years and the updated it just 2 times!
Conclusion and Recommendations
This research comes out to be very important to SETRA because of its objective of staying on top of business. In its intention of serving its clients with utmost dependability, this research will provide information regarding the areas requiring change within the systems. It is through the cooperation the company will have with its client companies that its recommendations will present a change to its systems users. Because of the importance of information system to companies, SETRA will not only be streamlining its systems, but it will be creating a formidable platform for the client companies to conduct their businesses in a competitive manner. They will be assured of stability of their information systems and that gives them confidence in SETRA’s commitment in supporting their growth through provision of effective platforms for competition in the current market. That makes this research for the growth of SETRA and its face in the performance of its clients.
After this discussion about SETRA’s major Departments and their interaction with the Dolphin, we can see that SETRA should go for 2 lines solution; with upgrading the servers’ capacity and with programming customization.
As for the first part, this can be handled by the IT department for upgrading the servers or even getting new ones if needed, and upgrading the connection taken from the STC.
As for the Programming part, SETRA should go for customization… before going for such a step, the programming company or even the SETRA should get a detailed request for customization from each and every user of the System, then start implementing these updates; during this time, Feedbacks should always be taken and applied on time to get the desired results.
SETRA should also go for professional trainings for its teams in all departments in order to take advantage from the non-used features!
In the second hand, SETRA shouldn’t forget the helpful parts too! By improving it and enriching it till getting the maximal satisfaction from the Users.
The enrichment and enlargement of ERP system should never be stopped it should be maintained in order to integrate operations, information flow, synergize resources… as the company is growing, because Today the ERP is no longer a competitive advantage, it’s an important requirement for every organization and even a need to survive in today’s market.
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