Mapping and developing ERP-integrated processes within an international logistics company
Petersen, Michael (2026)
2026
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2026052014330
https://urn.fi/URN:NBN:fi:amk-2026052014330
Tiivistelmä
The purpose of this thesis was to examine how Enterprise Resource Planning (ERP)-supported processes are used in practice within the commissioning company and to identify opportunities for improving process consistency, system utilization, and collaboration across departments. The study focused on the Request for Quotation (RFQ) to billing process and compared workflows between cross-border departments.
The research was conducted as a qualitative case study using semi-structured interviews and process mapping as the primary data collection methods. In total, five interviews were conducted with operational planning specialists, and the collected data were analysed using a comparative qualitative approach.
The findings showed that although both departments followed the same general process structure, differences in data input practices, communication, and the use of external tools created inconsistencies in process execution. These differences reduce process transparency, affect data reliability, and increase dependency on individual employees. At the same time, the ERP system plays a central role in managing operational information, but its full potential is not consistently utilized across departments.
Based on the analysis, the study proposes several recommendations, including the standardization of data inputs, reduction of external tool dependency, improved communication practices, and further development and utilization of ERP system functions.
The results provide practical value for the commissioning company and contribute to a broader under-standing of ERP-supported process development in logistics operations.
The research was conducted as a qualitative case study using semi-structured interviews and process mapping as the primary data collection methods. In total, five interviews were conducted with operational planning specialists, and the collected data were analysed using a comparative qualitative approach.
The findings showed that although both departments followed the same general process structure, differences in data input practices, communication, and the use of external tools created inconsistencies in process execution. These differences reduce process transparency, affect data reliability, and increase dependency on individual employees. At the same time, the ERP system plays a central role in managing operational information, but its full potential is not consistently utilized across departments.
Based on the analysis, the study proposes several recommendations, including the standardization of data inputs, reduction of external tool dependency, improved communication practices, and further development and utilization of ERP system functions.
The results provide practical value for the commissioning company and contribute to a broader under-standing of ERP-supported process development in logistics operations.