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and searches for a high process integration, flex-
ibility on the local user and error reduction when
updating versions. The major aim is to improve
customer satisfaction by using an ERP system that
follows (and answers) his needs for longer periods.
This paper also summarized the implementa-
tion of 3 sub-systems (of the 5 sub-systems) on a
Portuguese information system named Manufactor
Software.
For future work, the design of an architectural
model for the Business Process Management
sub-system should be considered due to overall
business application and design interface for
process configuration.
Some limitations (already detected) by the
implementation of the 3 sub-systems should also
be considered:
Courtois, A., Pillet, M., & Martin-Bonnefous, C.
(2006).
Gestão da Produção
(5th ed.). Lisboa,
Portugal: Lidel.
Davenport, T. H. (1998). Putting the enterprise into
the enterprise system.
Harvard Business Review
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76
(4), 121-131.
de Oliveira, A. (2004).
Análise do investimento
em sistemas e tecnologias da informação e co-
municação
. Lisboa, Portugal: Sílabo.
Ho, C.-Y., Lin, Y.-M., & City, J.-L. (2002). The
Relationship between ERP Pre-implementation
Decision and Implementation Risks on ERP
Projects. In
Proceedings of the First Workshop on
Knowledge Economy and Electronic Commerce
.
Holland, C. P., & Light, B. (1999).
A critical
success factors model for ERP implementation
.
IEEE Software.
•
The Local VFP remote view only accepts
the maximum of 255 fields, which (in up-
grade processes) may cause conflicts when
updating standard tables with several user
fields;
Mandal, P., & Gunasekaran, A. (2002). Issues
in implementing ERP: A case study.
European
Journal of Operational Research
, 274-283.
•
Customizations can be “override” (by up-
dating processes, when adding new fields
to the standard screens or when changing
the layout from the previous version).
Silva, M. (2005).
Microsoft Project 2003
. FCA.
Tchokogué, A., Bareil, C., & Duguay, C. R. (n.d.).
Key lessons from the implementation of an ERP
at Pratt & Whitney Canada.
Int. J. Production
Economics
. doi: 10.1016
As a final comment, we would like to state
that these 3 sub-systems were included on the
Manufactor's framework and it has been actively
used in more than 120 industrial companies.
Umble, E. J., Haft, R. R., & Umble, M. M. (n.d.).
Enterprise resource planning: Implementation pro-
cedures and critical success factors (pp.).
European
Journal of Operational Research, 146
, 241-257.
Yusuf, Y., Gunasekaran, A., & Abthorpe, M. S.
(2004). Enterprise information systems project im-
plementation: A case study of ERP in Rolls-Royce.
International Journal of Production Economics
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87
, 251-266. doi:10.1016/j.ijpe.2003.10.004
references
Bingi, P., Sharma, M. K., & Godla, J. K. (1999).
Critical issues affecting an ERP implementation.
Information Systems Management, 16
(3), 7. doi:
1907155
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