Comparative analysis of enterprise resource planning systems in Russia and Sweden

Table of Content

1 Research Background

1.1 Introduction

1.2 Motivation of this study

1.3 Objective of the study

1.4 Delimitation of the study

1.5 Methodology

1.6 Significance of the study

2 Theoretical part

2.1 Historical background of ERP systems

2.1.1 Historical Overview

2.1.2 MRP I

2.1.3 MRP II

2.1.4 Gaps of MRP I and MRP II systems

2.1.5 How ERP facilitates

2.2 Structure of an ERP system

2.3 The need of ERP systems

2.4 Critical success factors for ERP implementations

2.4.1 Characteristics

2.4.2 Organisational perspective

2.4.3 Technological perspective

2.5 ERP Life cycle

2.6 ERP implementation stages

2.7 Implementation strategies

2.7.1 Implementation strategies after Anderegg

2.7.1.1 Big Bang implementation

2.7.1.2 Phased implementation

2.7.1.3 Parallel

2.7.1.4 Process/ product line

2.7.1.5 Hybrid

2.7.2 Implementation strategies after Parr and Shanks

2.7.2.1 Comprehensive

2.7.2.2 Vanilla

2.7.2.3 Middle-road

2.8 Change management in an ERP implementation

2.9 Risks and Failure of ERP

2.10 Benefits of ERP

3 Practical part

3.2 Global ERP market

3.3 ERP situation in Sweden

3.3 ERP situation in Russia

4 Comparative analysis

4.1 Company profiles

4.1.1 Ericsson (Sweden)

4.1.2 MTS (Russia)

4.2 Analysis of findings

5 Conclusion

Objectives & Thematic Focus

The primary objective of this thesis is to study, analyze, and compare the implementation and utilization of Enterprise Resource Planning (ERP) systems in Swedish and Russian telecommunication companies. The research seeks to identify key similarities and differences in managerial and economic approaches to ERP adoption, while determining how these organizations navigate the challenges of implementation within their respective market environments.

• Implementation strategies for ERP software in large-scale organizations.
• Critical success factors (CSF) and risk management in complex ERP projects.
• Economic and managerial impacts of ERP on business operations and performance.
• Comparative analysis of the ERP market landscape in Sweden versus Russia.
• The role of change management and training in ensuring the success of ERP adoption.

Excerpt from the Book

Summary of Chapters

1 Research Background: This chapter defines the scope, objectives, and significance of the study, introducing ERP as a multifaceted management tool while outlining the methodology used, which includes literature reviews, interviews, and case studies.

2 Theoretical part: This section details the evolution of ERP from MRP systems, defines critical success factors and lifecycle stages, and explores various implementation strategies and change management techniques required for successful integration.

3 Practical part: This chapter provides an overview of the global ERP market and examines the specific market conditions, competitive landscapes, and ERP vendor preferences currently found in Sweden and Russia.

4 Comparative analysis: This chapter presents the company profiles of Ericsson and MTS, analyzes their specific ERP implementation experiences, and contrasts their strategies, challenges, and outcomes within the telecommunication sector.

5 Conclusion: The final chapter synthesizes the research findings, confirming that while cultural and market differences exist, both companies utilized similar global ERP solutions and management strategies to achieve business benefits.

Keywords

Enterprise Resource Planning, ERP, Telecommunication, Implementation strategies, Critical success factors, Change management, SAP, Market analysis, Sweden, Russia, Ericsson, MTS, IT infrastructure, System lifecycle, Business performance.

Frequently Asked Questions

What is the core focus of this research?

The research focuses on the managerial and economic aspects of implementing ERP systems in large telecommunication companies, specifically comparing the experiences of firms in Sweden and Russia.

What are the primary themes of the work?

The work covers ERP evolution, critical success factors, implementation strategies (such as Big Bang vs. Phased), change management, risk mitigation, and market-specific ERP adoption trends.

What is the ultimate objective of this thesis?

The objective is to reveal similarities and differences in how companies in a developed market (Sweden) and a developing market (Russia) approach the technical and organizational challenges of ERP implementation.

Which research methodology was applied?

The study relies on a mixed methodology, utilizing secondary literature review for theoretical grounding and primary data gathered through interviews and questionnaires from MTS and Ericsson.

What is the content of the main body?

The main body integrates a comprehensive theoretical review of ERP systems with a practical case study analysis, examining the specific vendor choices, implementation hurdles, and strategic outcomes of the two selected companies.

How are the keywords defined for this work?

The keywords highlight the intersection of technical systems (ERP, SAP), industry (Telecommunication), and strategic management processes (Implementation, Change Management, Critical Success Factors).

Why was the 'Big Bang' strategy chosen by MTS?

MTS initially utilized the 'Big Bang' approach at their Moscow headquarters to rapidly replace outdated legacy systems and establish a more unified, modern IT environment for their entire organization.

How did Ericsson manage their multi-country ERP rollout?

Ericsson adopted a phased, country-by-country implementation strategy, which allowed them to leverage experience gained in earlier phases to streamline subsequent deployments and manage local legal and financial requirements more effectively.

What role does change management play in these ERP implementations?

Both companies identified change management as a critical factor for success; it was essential for reducing employee resistance, fostering a new organizational culture, and ensuring that staff were properly trained to work within the new ERP environment.