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Yeardley Smith
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Yeardley Smith
Smith at the 2012 San Diego Comic-Con International
Born
Martha Maria Yeardley Smith
(1964-07-03) July 3, 1964 (age 53)
Paris, France
Citizenship
American, French (dual)
Occupation
Actress, voice actress, writer, author, comedian, painter
Years active
1982–present
Known for
Lisa Simpson in The Simpsons
Notable work
The Simpsons
Spouse(s)
Christopher Grove
(m. 1990; div. 1992)
Daniel Erickson
(m. 2002; div. 2008)
Martha Maria Yeardley Smith (/ˈjɑːrdliː/;[1] born July 3, 1964) is a French-American actress, voice actress, writer, author, comedian, and painter. She is best known for her long-running role as Lisa Simpson on the animated television series The Simpsons.
She was born in Paris and moved with her family to Washington, DC, in 1966. As a child, Smith was often teased because of her voice. She became a professional actress in 1982 after graduating from drama school and moved to New York City in 1984, where she appeared in the Broadway production of Tom Stoppard's The Real Thing. She made her film debut in 1985's Heaven Help Us, followed by roles in The Legend of Billie Jean and Maximum Overdrive. She moved to Los Angeles in 1986 and received a recurring role in the television series Brothers. In 1987, she auditioned for a role in a series of animated shorts about the Simpson family on The Tracey Ullman Show. Smith intended to audition for the role of Bart Simpson, but the casting director felt her voice was too high, so she was assigned the role of Lisa, instead. She voiced Lisa for three seasons on The Tracey Ullman Show, and in 1989, the shorts were spun off into their own half-hour show, The Simpsons. For her work as the character, Smith received a Primetime Emmy Award for Outstanding Voice-Over Performance in 1992.
Alongside The Simpsons, Smith appeared in the sitcom Herman's Head as Louise, and had recurring appearances as Marlene on Dharma & Greg and Penny in two episodes of Dead Like Me. She has appeared in several films, including City Slickers, Just Write, Toys and As Good as It Gets. In 2004, Smith performed her own off-Broadway one-woman show entitled More at the Union Square Theatre in New York City. Aside from The Simpsons, Smith has recorded few voice-over parts, only commercials and the film We're Back! A Dinosaur's Story. Smith starred in and served as executive producer for the independent romantic comedy Waiting For Ophelia, which had its world premiere at the Phoenix Film Festival in April 2009.
Smith was married to actor Christopher Grove from 1990 to 1992 and Daniel Erickson from 2002 to 2008. She enjoys writing and painting. During the first season of Herman's Head, Smith taught herself to paint by copying other artists. She released a children's book titled I, Lorelei in 2009 and her story "The Race" was included in the book Just Humor Me.
Contents
[hide]
1 Early life
2 Career
2.1 Early career
2.2 The Simpsons
2.3 Further career
3 Personal life
4 Filmography
4.1 Film
4.2 Television
4.3 Video games
4.4 Music videos
4.5 Theme park
5 References
6 External links
Early life[edit]
Smith was born on July 3, 1964, in Paris. Her father, Joseph Smith, worked for United Press International in Paris and moved to Washington, DC, in 1966, where he became The Washington Post's first official obituary editor.[2][3] Her mother, Martha Mayor, was a paper conservator for the Freer and Sackler Galleries at the Smithsonian Institution.[4] Smith's parents later divorced.[5] Smith labeled her family "upper crust and reserved".[6] As a child, Smith was often teased because of her unusual voice.[7] Smith has stated: "I've sounded pretty much the same way since I was six. Maybe [my voice is] a little deeper now."[8] She made her acting debut in a sixth-grade play.[9]
Career[edit]
Early career[edit]
Smith became a professional actress in 1982 after graduating from drama school.[9][10] After appearances in a number of school plays, she joined the local Arena Stage theater group on an apprenticeship, featuring in their production of Peter Pan. She went on to star in several other plays in Washington.[9] She moved to New York City in 1984 and appeared in the Broadway production of Tom Stoppard's play The Real Thing alongside Jeremy Irons and Glenn Close.[7][11]
Smith's first film role came in Heaven Help Us (1985).[7] She then played Putter in The Legend of Billie Jean (also 1985). The film was a box office bomb and critically panned, although Smith "thought it would be the movie that launched my career. And then it was out at the box office about 10 days before it died."[8] When filming was over, she rejoined The Real Thing before being out of work for six months. Smith worried her career was over.[7] However, the following year, she played Connie in Stephen King's Maximum Overdrive (1986), noting it was "truly a dreadful film, but I had a great part in it."[7]
Smith moved to Los Angeles in 1986 on the "semi-promise" of a part in a TV film.[2][7] After the audition, the role was given to another actress. Smith realized "that people don't mean what they say. It's not malicious. They just don't realize how much impact they have on an impressionable actor – and all actors are impressionable." From then on, she decided to "just sort of build a wall around myself," to cope with the disappointment of not getting a part.[7] In Los Angeles, Smith appeared in theatrical productions of Living on Salvation Street, for which she was paid $14 for each performance,[10] Boys and Girls/Men and Women, and How the Other Half Loves, and played the recurring role of Louella Waters on the Showtime series Brothers.[12] She appeared in the films The Legend of Billie Jean and Ginger Ale Afternoon (1989) as "trailer-park girls".[2] She later spoke of her regrets of appearing in the latter in her one-woman show More.[13]
The Simpsons[edit]
It's a happy fluke. When she was cast back in 1987, I just liked the sound of her voice. She's also a great actress. In general, people who make their living doing voices on cartoons aren't always great for us. Most cartoons want things peppy and cartoony. Yeardley is able to go through moments of great emotion and wring it for all she's worth.
—Matt Groening on Smith's vocal style[7]
Smith's longest-running role is voicing Lisa Simpson on The Simpsons. She has voiced Lisa since 1987, beginning with The Simpsons shorts on The Tracey Ullman Show. Smith had initially been asked to audition for the role of Lisa's brother Bart, but casting director Bonita Pietila thought her voice was too high. Smith later recalled "I always sounded too much like a girl, I read two lines as Bart and they said, 'Thanks for coming!'"[10][14] Smith was given the role of Lisa, instead. She denies rumors that she almost turned down the role, though admits she had never planned a career in voice-over work.[15] Pietila stated that, having seen her in Living on Salvation Street,[10] Smith was always her preferred choice.[7] Smith lifts her voice up slightly to perform the role.[10] Lisa is the only regular character voiced by Smith, although in some earlier episodes, she provided some of Maggie's squeaks and occasional speaking parts.[16] Smith has only voiced characters other than Lisa on very rare occasions, with those characters usually being some derivative of Lisa, such as Lisa Bella in "Last Tap Dance in Springfield" and Lisa, Jr. in "Missionary: Impossible" (both from season 11 in 2000).[1] Smith spends two days a week recording the show.[17]
Until 1998, Smith was paid $30,000 per episode. During a pay dispute in 1998, Fox threatened to replace the six main voice actors with new actors, going as far as preparing to cast new voices.[18] However, the dispute was soon resolved and she received $125,000 per episode until 2004, when the voice actors demanded that they be paid $360,000 an episode.[18] The issue was resolved a month later,[19] and Smith earned $250,000 per episode.[20] After salary renegotiations in 2008, the voice actors received about $400,000 per episode.[21] Three years later, with Fox threatening to cancel the series unless production costs were cut, Smith and the other cast members accepted a 25% pay cut, down to just over $300,000 per episode.[22]
Smith at the Simpsons 500th Episode Marathon, February 2012
Despite her world-famous role, Smith is rarely recognized in public, which she does not mind, saying, "it's wonderful to be in the midst of all this hype about the show, and people enjoying the show so much, and to be totally a fly on the wall; people never recognise me solely from my voice."[20] In a 2009 interview with The Guardian, she commented: "It's the best job ever. I have nothing but gratitude for the amount of freedom The Simpsons has bought me in my life."[17]
Smith received a Primetime Emmy Award in 1992, but felt it was not worth anything, saying "there's part of me that feels it wasn't even a real Emmy." The Emmy for Outstanding Voice-Over Performance is a Creative Arts and not handed out during the primetime telecast and, prior to 2009, was a juried award without nominations.[23] However, Smith says "if I had to be associated with one character in fiction, I will always be thrilled that it was Lisa Simpson."[23] The show's creator Matt Groening has called Smith very similar to Lisa: "Yeardley has strong moral views about her character. There are lines that are written for Lisa that Yeardley reads and says, 'No, I wouldn't say that.'"[7] Writer Jay Kogen praised her performance on the show, particularly in the episode "Lisa's Substitute", as able "to move past comedy to something really strong and serious and dramatic."[7]
Further career[edit]
From 1991 to 1994, alongside The Simpsons, Smith was one of the lead cast members in the sitcom Herman's Head as Louise.[9] Her other television roles include recurring appearances as Marlene on Dharma & Greg, and Penny in two episodes of Dead Like Me. Smith has also appeared in Phil of the Future and Teen Angel.[24] Her one-scene role as pregnant checkout girl Nancy in 1991's City Slickers earned her "more attention than all [her] previous roles combined," and taught her "that it's far better to have small parts in big movies that everyone sees."[8] In 1997, she appeared as Lulu the palm reader in the independent film Just Write.[8] Her other roles include parts in Barry Levinson's Toys and James L. Brooks' As Good as It Gets.[2] Brooks, who is also executive producer of The Simpsons, had cast Smith in his 1994 film I'll Do Anything (in one of the film's musical numbers), but her part was cut.[8] Aside from The Simpsons, Smith has recorded few voice-over parts, only commercials and the film We're Back! A Dinosaur's Story. She "had a voice-over agent for about two years, and I used to go out [on auditions] all the time, but it never really came to anything. Everybody said, 'Oh Yeardley, you'll clean up,' and that was definitely not the case."[7]
In 2004, Smith performed her own off-Broadway one-woman show entitled More at the Union Square Theatre in New York City. Directed by Judith Ivey,[25] the play is about her mixed feelings over the success of The Simpsons, her parents, her relationships, and her struggles with bulimia.[2][23] The New York Times critic Margo Jefferson called it an "appealing if overlong show", adding that "The career narrative needed shortening. This would involve some editing and revising but wouldn't taint the best parts of More. It is refreshing to hear a celebrity talk cleanly about being fame-driven and about not getting the degree or the kind of fame you craved. It's fun to watch a skilled actress use her craft to the full."[25] She would later perform the play for three weeks in Los Angeles the following year.[26]
Smith starred in and served as executive producer for the independent romantic comedy Waiting for Ophelia, which was released in 2009. She funded the film, which was written by Adam Carl and based on a stage play he wrote in 2003. She said: "I loved it. I never get to play parts like that. I always play the friend of a friend, never the lead. And the script surprised me." Carl stated it was very unlikely she would recoup her money, but Smith decided she "believe[d] in this project, and my expectations have already been fulfilled by making the movie", and added: "You can support art even if it's not going to make a zillion dollars."[17] It premiered on April 4, 2009 at the Phoenix Film Festival.[27]
In 2011, Smith starred as Ms. Miller in the movie The Chaperone alongside Triple H and Ariel Winter.
In June 2016, the Human Rights Campaign released a video in tribute to the victims of the 2016 Orlando gay nightclub shooting; in the video, Smith and others told the stories of the people killed there.[28][29]
Personal life[edit]
Smith married English-Canadian actor Christopher Grove in 1990. They were divorced in 1992, citing irreconcilable differences.[30] She married Daniel Erickson in 2002; the marriage lasted for six years and Smith filed for divorce on May 21, 2008, citing irreconcilable differences.[31] In a 1997 interview with The Daily Targum, Smith stated "I am shy, but I have an extroverted persona which I can draw on when I need to," and that she is a "private" actress.[8] In 2009, she commented, "People have said to me that I'm unassuming It's true, I'm the worst celebrity ever. But I'm trying to become better."[17] Smith had bulimia since she was a teenager. She noted "It would make me high, I would feel endorphins and this great sense of victory."[6][11]
Smith enjoys writing and painting. During the first season of Herman's Head, Smith taught herself to paint by copying other artists.[8] The book Just Humor Me includes a story, "The Race", written by Smith.[8] She has written a children's book, I, Lorelei, which was published by HarperCollins in February 2009.[32]
In 2011, Smith launched a women's shoe line called Marchez Vous.[33]
Filmography[edit]
Film[edit]
Year
Film
Role
Notes
1985 Heaven Help Us Kathleen
The Legend of Billie Jean Putter
1986 Maximum Overdrive Connie
1987 Three O'Clock High Cheerleader
1989 Listen to Me Cootz
Silence Like Glass Karen
Ginger Ale Afternoon Bonnie Cleator
1991 City Slickers Nancy
1992 Toys Researcher Miss Drum
1993 We're Back! A Dinosaur's Story Cecilia Voice
1996 Jingle All the Way Woman who hits Howard with her purse[8] Uncredited
1997 Just Write Lulu
As Good as It Gets Jackie Simpson
2002 Back by Midnight Veronica
2007 The Simpsons Movie Lisa Simpson Voice
2009 Waiting for Ophelia Caitlin O'Malley Awaiting release; also executive producer
Miracle of Phil Holly Awaiting release
Tug Mom Post-production
2010 High School Teacher Cameo Appearance
Virginia Mrs. Whitaker
2011 The Chaperone Ms. Miller
New Year's Eve Maude
Spork Ms. Danahy
Television[edit]
Year
Series
Role
Notes
1984 ABC Afterschool Special Jenny Episode 13.4: "Mom's on Strike"
1987–1989 Brothers Louella Waters Appeared in 46 episodes
1985 The Recovery Room Jill TV film
1986 Tales from the Darkside Betty Ann Cooper Episode 2.23: "Fear of Floating"
Mama's Family Bonita Rokeke Episode 3.13: "Where's There's Smoke"
1987 Square One Television (Mathnet) Jane Rice-Burroughs Appeared in four episodes
Episode 1.2: "The Problem of the Missing Monkey"
1987–1989 The Tracey Ullman Show Lisa Simpson The Simpsons shorts
1988 CBS Summer Playhouse Paula Bennett Episode 2.17: "Tickets, Please"
1989 Murphy Brown Phoebe Cramer Episode 2.5: "Miles' Big Adventure"
1989–present The Simpsons Lisa Simpson Main cast member; longest-running role
Primetime Emmy Award for Outstanding Voice-Over Performance
1990 Sydney Tracy Cole Episode 1.8: "The Me Nobody Knows"
42nd Primetime Emmy Awards Lisa Simpson TV special
1991–1994 Herman's Head Louise Fitzer Main cast member; appeared in 32 episodes
1991 Sesame Street Lisa Simpson One episode; Celebrity Monster in the Mirror
1991–2004 Rugrats Brown Dummy Bear, additional voices
1992 Likely Suspects Unnamed character Episode 1.11: "Am I Not Your Stiff"
1994 Empty Nest Sally Episode 7.3: "Just for Laughs"
1997 Toothless Gatekeeper TV film
Smart Guy Mrs. Rawlings Episode 2.5: "Dumbstruck"
Teen Angel Miss Gross Episode 1.8: "Jeremiah Was a Bullfrog"
1997–2002 Dharma & Greg Marlene Appeared in 17 episodes
1998 Sports Night Malory Moss Episode 1.4: "Intellectual Property"
1999 Nash Bridges Stevie Strong Episode 5.9: "Crosstalk"
2001 Last Dance Unnamed character TV film
2003 Becker Ruby Episode 5.19: "Ms. Fortune"
2004 Dead Like Me Penny Episodes 2.12: "Forget Me Not" and 2.14: "Always"
2005 Phil of the Future Mrs. Teslow Episodes 1.18: "Double Trouble" and 1.20: "Corner Pocket"
Strong Medicine Real Estate Agent Episode 6.5: "Dying Inside"
2009 Mad Men Nurse Episode 3.5: "The Fog"
2010 The Big Bang Theory Sandy Episode 3.14: "The Einstein Approximation"
The Simpsons 20th Anniversary Special – In 3-D! On Ice! Herself
Lisa Simpson TV special
2012 FOX 25th Anniversary Special Lisa Simpson TV special
2013 Hot in Cleveland Margaret Episode 4.21: "Corpse Bride"
2014 Revenge Phyllis Episode 4.1: "Renaissance"
2014 Family Guy Lisa Simpson Episode 13.1: "The Simpsons Guy"
2014–2015 The Mindy Project Carolyn Episode 3.6: "Caramel Princess Time" and Episode 3.12: Stanford
2017 Mom Enid Episode 4.21: "A Few Thongs and A Hawaiian Funeral"
Video games[edit]
Year
Game
Role
1991 The Simpsons Lisa Simpson
1996 The Simpsons Cartoon Studio
1997 Virtual Springfield
1999 The Simpsons Bowling
2000 The Simpsons Wrestling
2001 The Simpsons: Road Rage
2002 The Simpsons Skateboarding
2003 The Simpsons: Hit & Run
2007 The Simpsons Game
2012 The Simpsons: Tapped Out
Music videos[edit]
Year
Song
Role
Artist
1990 "Do the Bartman" Lisa Simpson Nancy Cartwright
Theme park[edit]
Year
Ride
Role
2008 The Simpsons Ride Lisa Simpson
References[edit]
^ Jump up to: a b Smith, Yeardley. (2005). Commentary for "Missionary: Impossible", in The Simpsons: The Complete Eleventh Season [DVD]. 20th Century Fox.
^ Jump up to: a b c d e Gates, Anita (March 17, 2004). "Lisa Simpson's Voice Steps Out on Her Own". The New York Times. Retrieved October 26, 2008.
Jump up ^ Pickle, Betsy (February 26, 1992). "Two in one. Yeardley Smith is behind Lisa Simpson, but up front on 'Herman's Head'". The Knoxville News-Sentinel.
Jump up ^ Smith, Martha. "Hunting for Old Paper with James McNeill Whistler." The Book and Paper Group Annual. v16 (1997). American Institute for Conservation. Accessed August 2, 2011.
Jump up ^ Bernstein, Adam (January 19, 2006). "J.Y. Smith, 74; Raised Standards for Post Obituaries". Washington Post. Retrieved April 3, 2009.
^ Jump up to: a b Vogt, Heidi (April 5, 2004). "'Lisa Simpson' turns insecurities to laughs". Milwaukee Journal Sentinel. p. 3.
^ Jump up to: a b c d e f g h i j k l Michion, L. W. (Spring 1992). "Yeardley Smith Confesses: I Love Lisa". Simpsons Illustrated Magazine. 1: 20–23.
^ Jump up to: a b c d e f g h i Dalin, Nancy E. (January 23, 1997). "Ms. Smith goes to Springfield". The Daily Targum.
^ Jump up to: a b c d Freeman, Paul (November 20, 1994). "Local actress finds a voice in 'Simpsons'". The Washington Times.
^ Jump up to: a b c d e Miranda, Charles (December 8, 2007). "She who laughs last". The Daily Telegraph. p. 8E.
^ Jump up to: a b Dziemianowicz, Joe (March 18, 2004). "A Homer Town Girl". New York Daily News. Retrieved April 3, 2009. [dead link]
Jump up ^ "Brothers on Showtime". TV Guide. Retrieved April 3, 2009.
Jump up ^ Hernandez, Ernio (January 19, 2005). ""The Simpsons" Actress Yeardley Smith Brings Her More to Los Angeles". Playbill. Retrieved May 24, 2009.
Jump up ^ Carroll, Larry (October 26, 2008). "'Simpsons' Trivia, From Swearing Lisa To 'Burns-Sexual' Smithers". MTV. Archived from the original on December 20, 2007. Retrieved July 29, 2007.
Jump up ^ "Life as Lisa Simpson". 3 News NZ. May 24, 2013.
Jump up ^ Smith, Yeardley (2007). Audio commentary for The Simpsons Movie (DVD). 20th Century Fox.
^ Jump up to: a b c d Marks, Lisa (January 16, 2009). "From Springfield to Tinseltown". The Guardian. Retrieved February 16, 2009.
^ Jump up to: a b Glaister, Dan (April 3, 2004). "Simpsons actors demand bigger share". The Age. Retrieved February 10, 2009.
Jump up ^ "'Simpsons' Cast Goes Back To Work". CBS News. May 1, 2004. Retrieved February 10, 2009.
^ Jump up to: a b Sheridan, Peter (May 6, 2004). "Meet the Simpsons". Daily Express.
Jump up ^ "Simpsons cast sign new pay deal". BBC News. June 3, 2008. Retrieved February 10, 2009.
Jump up ^ Block, Alex Ben (October 7, 2011). "'The Simpsons' Renewed for Two More Seasons". The Hollywood Reporter. Retrieved October 15, 2011.
^ Jump up to: a b c Vogt, Heidi (April 4, 2004). "She's happy as Lisa Simpson, although she'd like more d'oh". The Spokesman-Review. Associated Press.
Jump up ^ "Development update – July 12–13". The Futon Critic. July 13, 2004. Retrieved April 3, 2009.
^ Jump up to: a b Jefferson, Margo (March 25, 2004). "Theater review; What Do I Want? It's Just One Word". The New York Times. Retrieved April 3, 2009.
Jump up ^ Heffley, Lynne (2005). "Local hero". Los Angeles Times. Archived from the original on June 29, 2011.
Jump up ^ Harter, Jess (March 31, 2009). "Stars come out for Phoenix Film Festival". East Valley Tribune. Retrieved April 21, 2009. [dead link]
Jump up ^ "49 Celebrities Honor 49 Victims of Orlando Tragedy | Human Rights Campaign". Hrc.org. Retrieved 2016-06-30.
Jump up ^ Rothaus, Steve (June 12, 2016). "Pulse Orlando shooting scene a popular LGBT club where employees, patrons 'like family'". The Miami Herald. Retrieved June 15, 2016.
Jump up ^ Smith, Lori (May 23, 2008). "People: Cameron Diaz gives a hair-raising scene". Denver Post. Archived from the original on May 29, 2008. Retrieved April 3, 2009.
Jump up ^ "'Simpsons' actress files for divorce". Jam! Showbiz. Canadian Online Explorer. May 23, 2008. Retrieved March 8, 2009.
Jump up ^ "Yeardley Smith". FoxFlash. Archived from the original on September 29, 2011. Retrieved April 21, 2009.
Jump up ^ "Yeardley Smith". MarchezVous.
External links[edit]
Wikimedia Commons has media related to Yeardley Smith.
Yeardley Smith on IMDb
Yeardley Smith at the TCM Movie Database
Yeardley Smith at the Voice Chasers Database
Yeardley Smith at HarperCollins.com
Yeardley Smith's Personal Blog at Tumblr
Yeardley Smith interview video at the Archive of American Television
[hide]
v
t
e
Primetime Emmy Award for Outstanding Voice-Over Performance
Nancy Cartwright / Dan Castellaneta / Julie Kavner / Jackie Mason / Yeardley Smith / Marcia Wallace (1992)
Dan Castellaneta (1993)
Christopher Plummer (1994)
Jonathan Katz (1995)
none (1996)
Jeremy Irons / Rik Mayall (1997)
Hank Azaria (1998)
Ja'net Dubois (1999)
Seth MacFarlane / Julie Harris (2000)
Hank Azaria / Ja'net Dubois (2001)
Peter Macon / Pamela Adlon (2002)
Hank Azaria (2003)
Dan Castellaneta (2004)
Keith David (2005)
Kelsey Grammer (2006)
none (2007)
Keith David (2008)
Dan Castellaneta (2009)
Anne Hathaway (2010)
Maurice LaMarche (2011)
Maurice LaMarche (2012)
Lily Tomlin (2013)
Authority control
WorldCat Identities
VIAF: 297185599
LCCN: no99013925
GND: 1061829073
MusicBrainz: ab00a73e-77af-4e99-879e-5757e7a695d6
Retrieved from "https://en.wikipedia.org/w/index.php?title=Yeardley_Smith&oldid=802589415"
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Enterprise resource planning
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Diagram showing some typical ERP modules
Enterprise resource planning (ERP) is the integrated management of core business processes, often in real-time and mediated by software and technology.
ERP is usually referred to as a category of business-management software — typically a suite of integrated applications—that an organization can use to collect, store, manage, and interpret data from these many business activities.
ERP provides an integrated and continuously updated view of core business processes using common databases maintained by a database management system. ERP systems track business resources—cash, raw materials, production capacity—and the status of business commitments: orders, purchase orders, and payroll. The applications that make up the system share data across various departments (manufacturing, purchasing, sales, accounting, etc.) that provide the data.[1] ERP facilitates information flow between all business functions and manages connections to outside stakeholders.[2]
Enterprise system software is a multibillion-dollar industry that produces components supporting a variety of business functions. IT investments have become the largest category of capital expenditure in United States-based businesses over the past[which?] decade. Though early ERP systems focused on large enterprises, smaller enterprises increasingly use ERP systems.[3]
The ERP system integrates varied organizational systems and facilitates error-free transactions and production, thereby enhancing the organization's efficiency. However, developing an ERP system differs from traditional system development.[4] ERP systems run on a variety of computer hardware and network configurations, typically using a database as an information repository.[5]
Contents
1 Origin
2 Expansion
3 Characteristics
4 Functional areas
4.1 GRP
5 Components
6 Best practices
7 Connectivity to plant floor information
8 Implementation
8.1 Process preparation
8.2 Configuration
8.3 Two tier enterprise resource planning
8.4 Customization
8.5 Extensions
8.6 Data migration
8.7 Advantages
8.8 Benefits
8.9 Disadvantages
9 Postmodern ERP
10 See also
11 References
12 Bibliography
13 External links
Origin[edit]
The Gartner Group first used the abbreviation ERP in the 1990s[6][7] to extend upon the capabilities of material requirements planning (MRP), and the later manufacturing resource planning (MRP II),[8][9] as well as computer-integrated manufacturing. Without replacing these terms, ERP came to represent a larger whole that reflected the evolution of application integration beyond manufacturing.[10]
Not all ERP packages developed from a manufacturing core; ERP vendors variously began assembling their packages with finance-and-accounting, maintenance, and human-resource components. By the mid-1990s ERP systems addressed all core enterprise functions. Governments and non–profit organizations also began to use ERP systems.[11]
Expansion[edit]
ERP systems experienced rapid growth in the 1990s. Because of the year 2000 problem and the introduction of the euro that disrupted legacy systems, many companies took the opportunity to replace their old systems with ERP.[12]
ERP systems initially focused on automating back office functions that did not directly affect customers and the public. Front office functions, such as customer relationship management (CRM), dealt directly with customers, or e-business systems such as e-commerce, e-government, e-telecom, and e-finance—or supplier relationship management (SRM) became integrated later, when the internet simplified communicating with external parties.[13]
"ERP II" was coined in 2000 in an article by Gartner Publications entitled ERP Is Dead—Long Live ERP II.[14][15] It describes web–based software that provides real–time access to ERP systems to employees and partners (such as suppliers and customers). The ERP II role expands traditional ERP resource optimization and transaction processing. Rather than just manage buying, selling, etc.—ERP II leverages information in the resources under its management to help the enterprise collaborate with other enterprises.[16] ERP II is more flexible than the first generation ERP. Rather than confine ERP system capabilities within the organization, it goes beyond the corporate walls to interact with other systems. Enterprise application suite is an alternate name for such systems. ERP II systems are typically used to enable collaborative initiatives such as supply chain management (SCM), customer relationship management (CRM), and business intelligence (BI) among business partner organizations through the use of various e-business technologies.[17][18]
Developers now make more effort to integrate mobile devices with the ERP system. ERP vendors are extending ERP to these devices, along with other business applications. Technical stakes of modern ERP concern integration—hardware, applications, networking, supply chains. ERP now covers more functions and roles—including decision making, stakeholders' relationships, standardization, transparency, globalization, etc.[19]
Characteristics[edit]
ERP systems typically include the following characteristics:
An integrated system
Operates in (or near) real time
A common database that supports all the applications
A consistent look and feel across modules
Installation of the system with elaborate application/data integration by the Information Technology (IT) department, provided the implementation is not done in small steps[20]
Deployment options include: on-premises, cloud hosted, or SaaS
Functional areas[edit]
An ERP system covers the following common functional areas. In many ERP systems, these are called and grouped together as ERP modules:
Finance & Accounting: General Ledger, Fixed Assets, payables including vouchering, matching and payment, receivables Cash Management and collections, cash management, Financial Consolidation
Management Accounting: Budgeting, Costing, cost management, activity based costing
Human resources: Recruiting, training, rostering, payroll, benefits, retirement and pension plans, diversity management, retirement, separation
Manufacturing: Engineering, bill of materials, work orders, scheduling, capacity, workflow management, quality control, manufacturing process, manufacturing projects, manufacturing flow, product life cycle management
Order Processing: Order to cash, order entry, credit checking, pricing, available to promise, inventory, shipping, sales analysis and reporting, sales commissioning.
Supply chain management: Supply chain planning, supplier scheduling, product configurator, order to cash, purchasing, inventory, claim processing, warehousing (receiving, putaway, picking and packing).
Project management: Project planning, resource planning, project costing, work breakdown structure, billing, time and expense, performance units, activity management
Customer relationship management: Sales and marketing, commissions, service, customer contact, call center support — CRM systems are not always considered part of ERP systems but rather Business Support systems (BSS).
Data services : Various "self–service" interfaces for customers, suppliers and/or employees
GRP[edit]
Government resource planning (GRP) is the equivalent of an ERP for the public sector and an integrated office automation system for government bodies.[21] The software structure, modularization, core algorithms and main interfaces do not differ from other ERPs, and ERP software suppliers manage to adapt their systems to government agencies.[22][23][24]
Both system implementations, in private and public organizations, are adopted to improve productivity and overall business performance in organizations, but comparisons (private vs. public) of implementations shows that the main factors influencing ERP implementation success in the public sector are cultural.[25][26][27]
Components[edit]
Transactional database
Management portal/dashboard
People
Software
Best practices[edit]
Most ERP systems incorporate best practices. This means the software reflects the vendor's interpretation of the most effective way to perform each business process. Systems vary in how conveniently the customer can modify these practices.[28] In addition, best practices reduced risk by 71% compared to other software implementations.[29]
Use of best practices eases compliance with requirements such as IFRS, Sarbanes-Oxley, or Basel II. They can also help comply with de facto industry standards, such as electronic funds transfer. This is because the procedure can be readily codified within the ERP software and replicated with confidence across multiple businesses who share that business requirement.[30][31]
Connectivity to plant floor information[edit]
ERP systems connect to real–time data and transaction data in a variety of ways. These systems are typically configured by systems integrators, who bring unique knowledge on process, equipment, and vendor solutions.
Direct integration—ERP systems have connectivity (communications to plant floor equipment) as part of their product offering. This requires that the vendors offer specific support for the plant floor equipment their customers operate. ERP vendors must be experts in their own products and connectivity to other vendor products, including those of their competitors.
Database integration—ERP systems connect to plant floor data sources through staging tables in a database. Plant floor systems deposit the necessary information into the database. The ERP system reads the information in the table. The benefit of staging is that ERP vendors do not need to master the complexities of equipment integration. Connectivity becomes the responsibility of the systems integrator.
Enterprise appliance transaction modules (EATM)—These devices communicate directly with plant floor equipment and with the ERP system via methods supported by the ERP system. EATM can employ a staging table, web services, or system–specific program interfaces (APIs). An EATM offers the benefit of being an off–the–shelf solution.
Custom–integration solutions—Many system integrators offer custom solutions. These systems tend to have the highest level of initial integration cost, and can have a higher long term maintenance and reliability costs. Long term costs can be minimized through careful system testing and thorough documentation. Custom–integrated solutions typically run on workstation or server-class computers.
Implementation[edit]
ERP's scope usually implies significant changes to staff work processes and practices.[32] Generally, three types of services are available to help implement such changes—consulting, customization, and support.[32] Implementation time depends on business size, number of modules, customization, the scope of process changes, and the readiness of the customer to take ownership for the project. Modular ERP systems can be implemented in stages. The typical project for a large enterprise takes about 14 months and requires around 150 consultants.[33] Small projects can require months; multinational and other large implementations can take years.[34][35] Customization can substantially increase implementation times.[33]
Besides that, information processing influences various business functions e.g. some large corporations like Wal-Mart use a just in time inventory system. This reduces inventory storage and increases delivery efficiency, and requires up-to-date data. Before 2014, Walmart used a system called Inforem developed by IBM to manage replenishment.[36]
Process preparation[edit]
Implementing ERP typically requires changes in existing business processes.[37] Poor understanding of needed process changes prior to starting implementation is a main reason for project failure.[38] The difficulties could be related to the system, business process, infrastructure, training, or lack of motivation.
It is therefore crucial that organizations thoroughly analyze business processes before they implement ERP software. Analysis can identify opportunities for process modernization. It also enables an assessment of the alignment of current processes with those provided by the ERP system. Research indicates that risk of business process mismatch is decreased by:
Linking current processes to the organization's strategy
Analyzing the effectiveness of each process
Understanding existing automated solutions[39][40]
ERP implementation is considerably more difficult (and politically charged) in decentralized organizations, because they often have different processes, business rules, data semantics, authorization hierarchies, and decision centers.[41] This may require migrating some business units before others, delaying implementation to work through the necessary changes for each unit, possibly reducing integration (e.g., linking via Master data management) or customizing the system to meet specific needs.[42]
A potential disadvantage is that adopting "standard" processes can lead to a loss of competitive advantage. While this has happened, losses in one area are often offset by gains in other areas, increasing overall competitive advantage.[43][44]
Configuration[edit]
Configuring an ERP system is largely a matter of balancing the way the organization wants the system to work with the way it was designed to work. ERP systems typically include many settings that modify system operations. For example, an organization can select the type of inventory accounting—FIFO or LIFO—to use; whether to recognize revenue by geographical unit, product line, or distribution channel; and whether to pay for shipping costs on customer returns.[42]
Two tier enterprise resource planning[edit]
Two-tier ERP software and hardware lets companies run the equivalent of two ERP systems at once: one at the corporate level and one at the division or subsidiary level. For example, a manufacturing company could use an ERP system to manage across the organization using independent global or regional distribution, production or sales centers, and service providers to support the main company’s customers. Each independent center or subsidiary may have its own business models, workflows, and business processes.
Given the realities of globalization, enterprises continuously evaluate how to optimize their regional, divisional, and product or manufacturing strategies to support strategic goals and reduce time-to-market while increasing profitability and delivering value.[45] With two-tier ERP, the regional distribution, production, or sales centers and service providers continue operating under their own business model—separate from the main company, using their own ERP systems. Since these smaller companies' processes and workflows are not tied to main company's processes and workflows, they can respond to local business requirements in multiple locations.[46]
Factors that affect enterprises' adoption of two-tier ERP systems include:
Manufacturing globalization, the economics of sourcing in emerging economies
Potential for quicker, less costly ERP implementations at subsidiaries, based on selecting software more suited to smaller companies
Extra effort, (often involving the use of Enterprise application integration[47]) is required where data must pass between two ERP systems[48] Two-tier ERP strategies give enterprises agility in responding to market demands and in aligning IT systems at a corporate level while inevitably resulting in more systems as compared to one ERP system used throughout the organization.[49]
Customization[edit]
ERP systems are theoretically based on industry best practices, and their makers intend that organizations deploy them "as is".[50][51] ERP vendors do offer customers configuration options that let organizations incorporate their own business rules, but gaps in features often remain even after configuration is complete.
ERP customers have several options to reconcile feature gaps, each with their own pros/cons. Technical solutions include rewriting part of the delivered software, writing a homegrown module to work within the ERP system, or interfacing to an external system. These three options constitute varying degrees of system customization—with the first being the most invasive and costly to maintain.[52] Alternatively, there are non-technical options such as changing business practices or organizational policies to better match the delivered ERP feature set. Key differences between customization and configuration include:
Customization is always optional, whereas the software must always be configured before use (e.g., setting up cost/profit center structures, organizational trees, purchase approval rules, etc.).
The software is designed to handle various configurations, and behaves predictably in any allowed configuration.
The effect of configuration changes on system behavior and performance is predictable and is the responsibility of the ERP vendor. The effect of customization is less predictable. It is the customer's responsibility, and increases testing activities.
Configuration changes survive upgrades to new software versions. Some customizations (e.g., code that uses pre–defined "hooks" that are called before/after displaying data screens) survive upgrades, though they require retesting. Other customizations (e.g., those involving changes to fundamental data structures) are overwritten during upgrades and must be re-implemented.[53]
Customization advantages include that it:
Improves user acceptance[54]
Offers the potential to obtain competitive advantage vis-à-vis companies using only standard features
Customization disadvantages include that it may:
Increase time and resources required to implement and maintain[52][55]
Hinder seamless interfacing/integration between suppliers and customers due to the differences between systems[55]
Limit the company's ability to upgrade the ERP software in the future[55]
Create over reliance on customization, undermining the principles of ERP as a standardizing software platform
Extensions[edit]
ERP systems can be extended with third–party software, often via vendor-supplied interfaces.[56][57] Extensions offer features such as:[57]
product data management
product life cycle management
customer relations management
data mining
e-procurement
Data migration[edit]
Data migration is the process of moving, copying, and restructuring data from an existing system to the ERP system. Migration is critical to implementation success and requires significant planning. Unfortunately, since migration is one of the final activities before the production phase, it often receives insufficient attention. The following steps can structure migration planning:[58]
Identify the data to be migrated.
Determine the migration timing.
Generate data migration templates for key data components
Freeze the toolset.
Decide on the migration-related setup of key business accounts.
Define data archiving policies and procedures.
Often, data migration is incomplete because some of the data in the existing system is either incompatible or not needed in the new system. As such, the existing system may need to be kept as an archived database to refer back to once the new ERP system is in place.[58]
Advantages[edit]
The most fundamental advantage of ERP is that the integration of myriad business processes saves time and expense. Management can make decisions faster and with fewer errors. Data becomes visible across the organization. Tasks that benefit from this integration include:[59]
Sales forecasting, which allows inventory optimization.
Chronological history of every transaction through relevant data compilation in every area of operation.
Order tracking, from acceptance through fulfillment
Revenue tracking, from invoice through cash receipt
Matching purchase orders (what was ordered), inventory receipts (what arrived), and costing (what the vendor invoiced)
ERP systems centralize business data, which:
Eliminates the need to synchronize changes between multiple systems—consolidation of finance, marketing, sales, human resource, and manufacturing applications
Brings legitimacy and transparency to each bit of statistical data
Facilitates standard product naming/coding
Provides a comprehensive enterprise view (no "islands of information"), making real–time information available to management anywhere, anytime to make proper decisions
Protects sensitive data by consolidating multiple security systems into a single structure[60]
Benefits[edit]
ERP can improve quality and efficiency of the business. By keeping a company's internal business processes running smoothly, ERP can lead to better outputs that may benefit the company, such as in customer service and manufacturing.
ERP supports upper level management by providing information for decision making.
ERP creates a more agile company that adapts better to change. It also makes a company more flexible and less rigidly structured so organization components operate more cohesively, enhancing the business—internally and externally.[61]
ERP can improve data security in a closed environment. A common control system, such as the kind offered by ERP systems, allows organizations the ability to more easily ensure key company data is not compromised. This changes, however, with a more open environment, requiring further scrutiny of ERP security features and internal company policies regarding security.[62]
ERP provides increased opportunities for collaboration. Data takes many forms in the modern enterprise, including documents, files, forms, audio and video, and emails. Often, each data medium has its own mechanism for allowing collaboration. ERP provides a collaborative platform that lets employees spend more time collaborating on content rather than mastering the learning curve of communicating in various formats across distributed systems.[57]
Disadvantages[edit]
Customization can be problematic. Compared to the best-of-breed approach, ERP can be seen as meeting an organization’s lowest common denominator needs, forcing the organization to find workarounds to meet unique demands.[63]
Re-engineering business processes to fit the ERP system may damage competitiveness or divert focus from other critical activities.
ERP can cost more than less integrated or less comprehensive solutions.
High ERP switching costs can increase the ERP vendor's negotiating power, which can increase support, maintenance, and upgrade expenses.
Overcoming resistance to sharing sensitive information between departments can divert management attention.
Integration of truly independent businesses can create unnecessary dependencies.
Extensive training requirements take resources from daily operations.
Harmonization of ERP systems can be a mammoth task (especially for big companies) and requires a lot of time, planning, and money.[64]
Postmodern ERP[edit]
The term "postmodern ERP" was coined by Gartner in 2013, when it first appeared in the paper series "Predicts 2014".[65] According to Gartner's definition of the postmodern ERP strategy, legacy, monolithic and highly customized ERP suites, in which all parts are heavily reliant on each other, should sooner or later be replaced by a mixture of both cloud-based and on-premises applications, which are more loosely coupled and can be easily exchanged if needed.
The basic idea is that there should still be a core ERP solution that would cover most important business functions, while other functions will be covered by specialist software solutions that merely extend the core ERP. This concept is similar to the so-called best-of-breed approach[66] to software implementation, but it shouldn't be confused with it. While in both cases, applications that make up the whole are relatively loosely connected and quite easily interchangeable, in the case of the latter there is no ERP solution whatsoever. Instead, every business function is covered by a separate software solution.
There is, however, no golden rule as to what business functions should be part of the core ERP, and what should be covered by supplementary solutions. According to Gartner, every company must define their own postmodern ERP strategy, based on company's internal and external needs, operations and processes. For example, a company may define that the core ERP solution should cover those business processes that must stay behind the firewall, and therefore, choose to leave their core ERP on-premises. At the same time, another company may decide to host the core ERP solution in the cloud and move only a few ERP modules as supplementary solutions to on-premises.
The main benefits that companies will gain from implementing postmodern ERP strategy are speed and flexibility when reacting to unexpected changes in business processes or on the organizational level.[67] With the majority of applications having a relatively loose connection, it is fairly easy to replace or upgrade them whenever necessary. In addition to that, following the examples above, companies can select and combine cloud-based and on-premises solutions that are most suited for their ERP needs. The downside of postmodern ERP is that it will most likely lead to an increased number of software vendors that companies will have to manage, as well as pose additional integration challenges for the central IT.
See also[edit]
List of ERP software packages
Accounting software
Bill of resources
Business process management
Business intelligence
Cost accounting
Cybernetics
Document automation
Data migration
Economic planning
Enterprise feedback management (EFM)
Enterprise planning systems
Enterprise system
ERP modeling
ERP system selection methodology
Information technology management
List of project management software
Management information system
Manufacturing operations management
Material balance planning
Operations research
Service management
Software as a service
Visitor management systems
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^ Jump up to: a b "Critical Issues Affecting an ERP Implementation". Information Systems Management. Auerbach Publications. 1999. p. 7. Archived from the original on January 3, 2013. Retrieved January 10, 2013.
Jump up ^ Sankar, C.; Rau, K.-H. (2006). Implementation Strategies for SAP R/3 in a Multinational Organization: Lessons from a Real-World Case Study. Cybertech Publishing. p. 8. ISBN 9781591407782. Retrieved 9 May 2018.
Jump up ^ Pelphrey, M.W. (2015). Directing the ERP Implementation: A Best Practice Guide to Avoiding Program Failure Traps While Tuning System Performance. CRC Press. pp. 92–111. ISBN 9781482248425.
Jump up ^ "Wal-Mart slow to roll out new replenishment system". Arkansas: Thecitywire.com. January 8, 2014. Retrieved July 14, 2015.
Jump up ^ Turban et al. (2008). Information Technology for Management, Transforming Organizations in the Digital Economy. Massachusetts: John Wiley & Sons, Inc., pp. 300–343. ISBN 978-0-471-78712-9
Jump up ^ Brown, C.; Vessey, I. (2003). "Managing the Next Wave of Enterprise Systems: Leveraging Lessons from ERP". MIS Quarterly Executive. 2 (1).
Jump up ^ King. W., "Ensuring ERP implementation success," Information Systems Management, Summer 2005.
Jump up ^ Yusuf, Y., A. Gunasekaran, and M. Abthorpe, "Enterprise Information Systems Project Implementation: A Case Study of ERP in Rolls-Royce," International Journal of Production Economics, 87(3), February 2004.
Jump up ^ Daneva, Maya; Roel Wieringa. "Requirements Engineering for Cross-organizational ERP Implementation: Undocumented Assumptions and Potential Mismatches" (PDF). University of Twente. Retrieved July 12, 2008.
^ Jump up to: a b Thomas H. Davenport, "Putting the Enterprise into the Enterprise System", Harvard Business Review, July–August 1998.
Jump up ^ Turban et al. (2008). Information Technology for Management, Transforming Organizations in the Digital Economy. Massachusetts: John Wiley & Sons, Inc., p. 320. ISBN 978-0-471-78712-9
Jump up ^ Dehning, B. and T.Stratopoulos, 'Determinants of a Sustainable Competitive Advantage Due to an IT-enabled Strategy,' Journal of Strategic Information Systems, Vol. 12, 2003
Jump up ^ Ferdows, K (1997). "Making the most of foreign factories". Harvard Business Review. 75 (2): 73–88.
Jump up ^ Gill, R. (2011). "The rise of two-tier ERP." Strategic Finance, 93(5), 35-40, 1.
Jump up ^ "Technical Workflows". CEITON. Retrieved July 14, 2015.
Jump up ^ Montgomery, Nigel (2010)."Two-Tier ERP Suite Strategy: Considering Your Options." Gartner Group. July 28, 2010. Retrieved September 20, 2012.
Jump up ^ Kovacs, G. L.; Paganelli, P. (2003). Teachings/MS-CEIT-Supply Chain Management/W-Selected Papers for class seminars-last/scm-pm-A planning and management infrastructure for large%2C complex%2Cdistributed projects-beyond ERP and SCM.pdf "A planning and management infrastructure for large, complex, distributed projects — beyond ERP and SCM" Check |url= value (help) (PDF). Computers in Industry. 51 (2): 165–165. doi:10.1016/s0166-3615(03)00034-4.
Jump up ^ Kraemmerand, P.; et al. (2003). "ERP implementation: an integrated process of radical change and continuous learning". Production Planning & Control. 14 (4): 228–248.
Jump up ^ Vilpola, Inka Heidi (2008). "A method for improving ERP implementation success by the principles and process of user-centred design". Enterprise Information Systems. 2 (1): 47–76. doi:10.1080/17517570701793848.
^ Jump up to: a b Fryling, Meg (2010). "Estimating the impact of enterprise resource planning project management decisions on post-implementation maintenance costs: a case study using simulation modelling". Enterprise Information Systems. 4 (4): 391–421. Bibcode:2010EntIS...4..391F. doi:10.1080/17517575.2010.519785.
Jump up ^ Yakovlev, I.V. (2002). "An ERP implementation and business process reengineering at a Small University". Educause Quarterly. 2: 52–57.
Jump up ^ Fryling, Meg (2010). Total Cost of Ownership, System Acceptance and Perceived Success of Enterprise Resource Planning Software: Simulating a Dynamic Feedback Perspective of ERP in the Higher Education Environment. ProQuest Dissertations and Theses database. p. 403. ISBN 978-1-109-74428-6.
^ Jump up to: a b c Bradford, M. (2015). Modern ERP: Select, Implement, & Use Today's Advanced Business Systems. pp. 107–108. ISBN 9781312665989. Retrieved 9 May 2018.
Jump up ^ Bendoly, E.; Jacobs, F.R. (2005). Strategic ERP Extension and Use. Stanford University Press. p. 95. ISBN 9780804750981. Retrieved 9 May 2018.
^ Jump up to: a b c Leon, A. (2008). ERP Demystified. Tata McGraw-Hill Education. pp. 170–171. ISBN 9780070656642.
^ Jump up to: a b Ramaswamy, V.K. (27 September 2007). "Data Migration Strategy in ERP". Information Technology Toolbox, Inc. Archived from the original on 30 October 2007. Retrieved 9 May 2018.
Jump up ^ Meer, K.H. (2005). Best Practices in ERP Software Applications. p. 59. ISBN 0595345131. Retrieved 9 May 2018.
Jump up ^ Walsh, Katherine (January 2009). "The ERP Security Challenge". CSOonline. CXO Media Inc. Retrieved January 17, 2008.
Jump up ^ O'Brien, James (2011). Management Information Systems(MIS). New York: McGraw-Hill, Irwin. p. 324.
Jump up ^ She, W.; Thuraisingham, B. (2007). "Security for Enterprise Resource Planning Systems". Information Systems Security. 16: 152–163. doi:10.1080/10658980701401959.
Jump up ^ Young, Joanna. "AUDIO | Best-of-Breed vs. ERP: What's Best for Higher Ed Today?". The EvoLLLution. Retrieved July 14, 2015.
Jump up ^ "The Minefied of Harmonising ERP". Cfo-insight.com. July 23, 2012. Archived from the original on July 27, 2012.
Jump up ^ "Predicts 2014: The Rise of the Postmodern ERP and Enterprise Applications World". Gartner Group. Retrieved October 31, 2016.
Jump up ^ "Postmodern ERP Strategy Is Not a Best-of-Breed Approach". Gartner Group. Retrieved October 31, 2016.
Jump up ^ "5 Factors Facilitating the Transition to the Postmodern ERP Era". CIOReview. Retrieved October 31, 2016.
Bibliography[edit]
Clemons, Eric. K. (1986). "IS for Sustainable Competitive Advantage". Information & Management. 11 (3): 131–136. doi:10.1016/0378-7206(86)90010-8.
Grant, David; Richard Hall; Nick Wailes; Christopher Wright (March 2006). "The false promise of technological determinism: the case of enterprise resource planning systems". New Technology, Work & Employment. 21 (1): 2–15. doi:10.1111/j.1468-005X.2006.00159.x.
Head, Simon (2005). The New Ruthless Economy. Work and Power in the Digital Age. Oxford UP. ISBN 0-19-517983-8.
Henderson, Ian ERP from the Frontline MBE ISBN 978-1-898822-05-9 Making ERP Work
Lequeux, Jean-Louis (2008). Manager avec les ERP, Architecture Orientée Services (SOA) (in French). Paris: Ed. d'Organisation. ISBN 978-2-212-54094-9.
Loh, Tee Chiat; Lenny Koh Siau Ching (September 2004). "Critical elements for a successful ERP implementation in SMEs". International Journal of Production Research. 42 (17): 3433–3455. doi:10.1080/00207540410001671679.
Shaul, Levi; Tauber Doron (September 2010). "Hierarchical examination of success factors across ERP life cycle". MCIS 2010 Proceedings.: 79.
Waldner, Jean-Baptiste (1990). Les nouvelles perspectives de la production (in French). Paris: Dunod. ISBN 978-2-04-019820-6.
Waldner, Jean-Baptiste (1992). Principles of Computer Integrated Manufacturing. Chichester: John Wiley & Sons Ltd. ISBN 0-471-93450-X.
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