Improving the performance of enterprise resource planning with the implementation of Systems, Applications, and Products in Data Processing (SAP) in a car seat manufacturing company
DOI:
https://doi.org/10.22441/oe.2024.v16.i3.119Keywords:
ERP, MRP, SAP, realtime operationalAbstract
Using an Enterprise Resource Planning System (ERP) during the Industrial Revolution 4.0 is a long-term investment for companies looking to enhance efficiency, performance, productivity, and decision-making capabilities. Typically, ERP systems employ a centralized database to streamline various business processes, reducing manual labor and improving workflows. These systems often include a Dashboard that provides real-time data for measuring productivity and profitability. Updated instantly when entered into the system, this information allows companies to make quick, informed decisions based on accurate, up-to-date internal data. However, discrepancies between transaction processes, such as mismatches in the quantity of goods recorded in the SAP system and actual production, can hamper the effectiveness of ERP control. To address this, research has been carried out to process information in real time and with greater accuracy. The study involves a literature review, hardware prototypes, and program development, ultimately leading to increased SAP user accuracy from 63% to 86%. This improved accuracy helps identify factors hindering optimal SAP performance and provides recommendations for resolving transactional issues. Ultimately, consistency and commitment from users and relevant stakeholders are vital for maintaining an optimally functioning ERP system.
Downloads
References
Angolia, M. G. (2018). Experiential learning for logistics and supply chain management using an SAP ERP software simulation. Decision Sciences Journal of Innovative Education, 16(2), 104–125.
Bakhri, S. (2019). Evaluasi Faktor-Faktor Yang Mempengaruhi Performa Implementasi SAP ERP di Industri. Walisongo Journal of Information Technology, Vol. 1 No. 2 (2019): 111-124 DOI: http://dx.doi.org/10.21580/wjit.2019.1.2.4528, 111-124.
Darmaningrat, E. W. (2019). Analisis Kesenjangan dan Pemodelan Proses Bisnis Human Capital Management Pada PTPN XI Berdasarkan Best Practice SAP. Jurnal Teknologi Informasi dan Ilmu Komputer (JTIIK), 187-194.
F. Mahar, S. I. (2022). ERP System Implementation: Planning, Management, and Administrative Issues. Indian J Sci Techno, vol. vol. 13, no. 1, 106–112.
Farmawi. (2019). Challenges affecting the implementation of Enterprise Resource Planning (ERP) system: An analysis. Journal of Systems Integration, 35–43.
Ganesha, H. R. (2020). Integrated Inventory Management Control. International Journal of Management, Technology, and Social, 147-157.
Heri Subagyo, I. K. (2022). Heri Subagyo, I Ketut Rai Adnyana, Mudjiardjo, Edhie Budi Setiawan, (2022). Pengaruh Implementasi SAP dan Pengelolaan Persediaan Terhadap Kelancaran Operasional Kapal Melalui Kinerja Pembelian. Jurrnal Bisnis Ekonomi Manajemen dan Kewirausahaan,JBEMK , 1-9.
Husnah Husnah, D. B. (2017). Pengaruh Manajemen Pengendalaian Material dalam mencegah dan mengatasi keterlambatan proyek bangunan di madrasak aliyah kejuruan (MAK) Rokan Hulu. Jurnal Rab Construction Research, 265-283.
Klasa, K. (2018). Strategic purchasing in practice: comparing ten European countries. Health Policy. Health Policy, 457-472.
Kovács, G. (2021). Lessons learned from humanitarian logistics to manage supply chain disruptions. Journal of Supply Chain Management, 41-49.
Meltzer-Asscher, T. a. (2018). Lexical Inhibition Due to Failed Prediction: Behavioral Evidence and ERP Correlates. Exp Psychol Learn Mem Cogn, vol. 44, no. 8, pp. 1269–1285, Aug. 2018, doi: 10.1037/xlm0000525, 1269–1285
Pontoh, F. (2019). The Impact of Human Critical Success Factor on ERP System Implementation. The Impact of Human Critical Success Factor on ERP System Implementation, 20-24.
R. Maulidina, N. A. (2020). Perencanaan dan Implementasi SAP Pada PT XYZ Dengan Menggunakan Metode Accelerated SAP (ASAP). JURIKOM (Jurnal Riset Komputer), vol. 7, no. 1, p. 83, Feb. 2020, 83.
Downloads
Published
How to Cite
Issue
Section
License
The copyright to this article is transferred to Universitas Mercu Buana (UMB) if and when the article is accepted for publication. The undersigned hereby transfers any and all rights in and to the paper including without limitation all copyrights to UMB. The undersigned hereby represents and warrants that the paper is original and that he/she is the author of the paper, except for material that is clearly identified as to its original source, with permission notices from the copyright owners where required. The undersigned represents that he/she has the power and authority to make and execute this assignment.
We declare that:
1. This paper has not been published in the same form elsewhere.
2. It will not be submitted anywhere else for publication prior to acceptance/rejection by this Journal.
3. A copyright permission is obtained for materials published elsewhere and which require this permission for reproduction.
Furthermore, I/We hereby transfer the unlimited rights of publication of the above mentioned paper in whole to UMB. The copyright transfer covers the exclusive right to reproduce and distribute the article, including reprints, translations, photographic reproductions, microform, electronic form (offline, online) or any other reproductions of similar nature.
The corresponding author signs for and accepts responsibility for releasing this material on behalf of any and all co-authors. This agreement is to be signed by at least one of the authors who have obtained the assent of the co-author(s) where applicable. After submission of this agreement signed by the corresponding author, changes of authorship or in the order of the authors listed will not be accepted.
Retained Rights/Terms and Conditions
1. Authors retain all proprietary rights in any process, procedure, or article of manufacture described in the Work.
2. Authors may reproduce or authorize others to reproduce the Work or derivative works for the authors personal use or for company use, provided that the source and the UMB copyright notice are indicated, the copies are not used in any way that implies UMB endorsement of a product or service of any employer, and the copies themselves are not offered for sale.
3. Although authors are permitted to re-use all or portions of the Work in other works, this does not include granting third-party requests for reprinting, republishing, or other types of re-use.
