Problem:
Operations and other aspects of the firm. ERP systems are supposedly effective agents for such coordination, but they are notoriously hard to implement and maintain. Less ambitious information technology initiatives may be easier to put into place, but often fail to achieve sufficient coordination. Clearly, being able to do do "large-scale" right can be a major advantage—the question is to what degree is it really a competitive advantage, rather than simply a matter of management efficiency. Coordination is nice, but it may or may not be worth the price.
Here are two takes on this issue:
Don Tapscott, Service Enablement and Competitive Advantage. SAP International
https://www.sap.com/belgie/solutions/business-suite/erp/pdf/brochures/BWP_Service_Enablement.pdf
Neville Turbit . ERP Implementation - The Traps. Project Perfect.
https://www.projectperfect.com.au/info_erp_imp.php
And some recent dealings:
Houston Neal. (2011). ERP Implementation Strategies - A Guide to ERP Implementation Methodology. Software Advice. Retrieved from
https://www.softwareadvice.com/articles/manufacturing/erp-implementation-strategies-1031101/.
Ann All. (2011). Secrets of an (Almost) Pain-Free ERP Implementation. IT Business Edge. Retrieved from
https://www.itbusinessedge.com/cm/community/features/interviews/blog/secrets-of-an-almost-pain-free-erp-implementation/?cs=45241
After reading these articles and reviewing other information from the Background and other sources, prepare a 3- to 5-page paper on the following topic:
Is skill in implementing coordinated information technology really a competitive advantage for a firm? Why or why not?