Implantation d'un ERP : entre exigences opérationnelles et défis stratégiques.
Venteclef, Clémence (2014)
Venteclef, Clémence
Metropolia Ammattikorkeakoulu
2014
All rights reserved
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2014072813353
https://urn.fi/URN:NBN:fi:amk-2014072813353
Tiivistelmä
Depuis la fin des années 1990, de plus en plus d’entreprises s’équipent d’ERP (Enterprise Resource Planning) afin d’échapper au bug tant redouté du passage à l’an 2000 et désormais afin de suivre au plus près leurs activités et leur performance. Pour accompagner cette tendance, le développement des ERP a suscité beaucoup d’intérêt de la part des chercheurs qui ont tenté de comprendre comment cela fonctionnait et pourquoi les entreprises s’équipaient massivement de cet outil au coût très important. Les premières réponses ont été que le système représentait à la fois un enjeu organisationnel et un enjeu stratégique pour les entreprises. Cependant, quelques auteurs ont mis en avant le nombre important d’échec de tels projets. Au moyen d’une recherche qualitative composée de sept entretiens et réalisée au sein de l’entreprise EADS Sogerma, nous avons analysé la place de l’ERP dans l’organisation, sa contribution à la stratégie de l’entreprise, ainsi que les limites perçues par les collaborateurs. Nous avons également approfondi les potentielles causes de ces limites et essayé de réaliser des propositions ou des conseils pour améliorer de telles situations. L’une de nos trois propositions de recherche a été validée et les deux autres l’ont été partiellement. L’étude de cas révèle que l’ERP a permis des changements organisationnels majeurs chez EADS Sogerma, mais que l’intégration de l’outil est encore trop limitée pour qu’il profite pleinement à l’entreprise. Since the end of the 90’s, more and more companies are using ERP (Enterprise Resource Planning). The causes of this adoption may be different: some companies did it in order to avoid the bug Y2K, some to track their activities and performance. This trend goes together with numerous researches regarding the massive development of ERP use in companies and how the tool is working.
In the first part of that study, we aimed at analysing the different theories about ERP, and how they evolves with the wide spreading of that tool. Indeed, first findings considered that enterprise systems were considered as an organisational and strategic tool by companies. However, for some years now, some authors lightened the important amount of failure in such projects, and proposed different reasons for this.
Through a qualitative survey research, made of seven interviews conducted at EADS Sogerma (an Airbus Group Company), we tried to analyse the position of the ERP in the company, how much it contributes to the strategy, and how workers perceive this tool. We also go into the limitation of its use in depth, try to identify the roots of these problems and make proposal to improve the situation.
This research confirmed one of our three hypotheses, and partially confirmed the two others. It revealed that the ERP enable major organisational changes, but that it is often not integrated enough to bring major strategic input for the company.
In the first part of that study, we aimed at analysing the different theories about ERP, and how they evolves with the wide spreading of that tool. Indeed, first findings considered that enterprise systems were considered as an organisational and strategic tool by companies. However, for some years now, some authors lightened the important amount of failure in such projects, and proposed different reasons for this.
Through a qualitative survey research, made of seven interviews conducted at EADS Sogerma (an Airbus Group Company), we tried to analyse the position of the ERP in the company, how much it contributes to the strategy, and how workers perceive this tool. We also go into the limitation of its use in depth, try to identify the roots of these problems and make proposal to improve the situation.
This research confirmed one of our three hypotheses, and partially confirmed the two others. It revealed that the ERP enable major organisational changes, but that it is often not integrated enough to bring major strategic input for the company.