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\title{Strategic ERP [Enterprise Resource Planning] System Planning in Alignment with Business Planning for its Improvements}
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             \author[1]{PVL Narayana  Rao}

             \affil[1]{  Lingayas University}

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\date{\small \em Received: 16 December 2016 Accepted: 1 January 2017 Published: 15 January 2017}

\maketitle


\begin{abstract}
        


Enterprise resource planning (ERP) system has been one of the greatest widespread business management systems, provided that benefits of real-time abilities and whole communication for business in large organizations. However, not all ERP systems implementations have been successful. Since ERP implementation touches entire organizations such as process, people, and culture, so on. There are a number of experiments that companies may come across in implementing ERP system. Business approach is significant to all organizations . Nearly more than 500 companies are implementing Enterprise Resource Planning (ERP) systems to improve the execution of their business strategy and to improve combination with its information technology (IT) strategy. This research observes business and IT planned alignment and pursues to determine whether an ERP implementation can drive business process reengineering and business and IT strategic alignment.

\end{abstract}


\keywords{enterprise resource planning, information technology, strategic alignment, ?"as-is/to-be?", knowledge integration.}

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\let\tabcellsep& 	 	 		 \par
( )
\begin{quote}
Figure 13\end{quote}
\par
VI. Discussion and Conclusions\par
The examinations in this segment chiefly take after the characteristic method for advancement of this proposition. After a review of the primary goals and difficulties this study confronted, a rundown of the principle attributes of the models created is exhibited and after that the experimental discoveries are condensed. 
\section[{b) Discussion -Revisiting the SISP Literature}]{b) Discussion -Revisiting the SISP Literature}\par
The point of this segment is to analyze the experimental discoveries from Chapter 6 with the discoveries of the key references examined in Chapter 2. 
\section[{c) Research Hypotheses}]{c) Research Hypotheses}\par
The model for SISP appraisal and the philosophy utilized gave a way to increasing more subjective experiences into the connections of the variables affecting the SISP process.\par
One of the primary commitments to the SISP hypothesis is demonstrating the need to expand the SISP hypothesis by looking into the development of key IS arranging process essentially, i.e. isolation of SISP development from IS/IT and an association's development. 
\section[{e) Limitations of the Research}]{e) Limitations of the Research}\par
All through this study particular constraints are highlighted. Here is a synopsis of confinements which naturally apply to this sort of examination. 
\section[{VII. Future Expansion a) Future Expansions}]{VII. Future Expansion a) Future Expansions}\par
Further research in adjusting the apparatuses taking into account this structure particularly for the appraisal and estimation could augment the utilization of the instruments for proactive and responsive (feed forward and criticism) control of SISP procedures. \begin{figure}[htbp]
\noindent\textbf{1}\includegraphics[]{image-2.png}
\caption{\label{fig_0}Figure 1 K}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{212}\includegraphics[]{image-3.png}
\caption{\label{fig_1}Figure 2 . 1 :Figure 2 1.}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{8910}\includegraphics[]{image-4.png}
\caption{\label{fig_2}Figure 8 Figure 9 Figure 10 20}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{2017}\includegraphics[]{image-5.png}
\caption{\label{fig_3}22 Year 2017}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{}\includegraphics[]{image-6.png}
\caption{\label{figure6}}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{}\includegraphics[]{image-7.png}
\caption{\label{figure7}}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{}\includegraphics[]{image-8.png}
\caption{\label{figure8}}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{}\includegraphics[]{image-9.png}
\caption{\label{figure9}}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{}\includegraphics[]{image-10.png}
\caption{\label{figure10}}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{}\includegraphics[]{image-11.png}
\caption{\label{figure11}}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{} \par 
\begin{longtable}{P{0.7695993391160677\textwidth}P{0.0010532837670384138\textwidth}P{0.0014043783560512186\textwidth}P{0.04809995869475423\textwidth}P{0.00983064849235853\textwidth}P{0.0014043783560512186\textwidth}P{0.0014043783560512186\textwidth}P{0.007724080958281702\textwidth}P{0.0014043783560512186\textwidth}P{0.0010532837670384138\textwidth}P{0.001755472945064023\textwidth}P{0.005266418835192069\textwidth}}
\multicolumn{11}{l}{SHAREHOLDER Sugar ERP Modules AGRICULTURE CANE DEVELOPMENT CROPLOAN 3. A decent arrangement or only an arrangement: A point by point arrangement is exceptionally fundamental for fruitful usage. All ventures of this size begin with some sort of arrangement. Add Delete a) SISP Maturity Model Sugarcane Slip Sugar Slip Weighbridge Module Molasses Bagasse Slip IV. Proposed System (SISP) Maturity Model Update are substituted with mean values. Table 0.1 in Appendix V. Analysis of Earlier Data and Results E lists the scales against which initial items (variables) a) Data Analysis are checked for inter-correlation using principal Database i. Data Preparation component factor analysis (PCA).}\\
\multicolumn{11}{l}{WEIGHBRIDE RESERVE STORES INVENTORY Missing data and outliers are not a problem in TRANSPORT CANE ACCOUNT FIXED DEPOSIT SUGAR SALES GODOWN PURCHASE FAS DISTILLERY SUGAR 4. Low maintenance venture administration this study; a few missing points in two questionnaires 5. Under-assessing assets required: Most basic botch to happen is with assets anticipated. Having a KCP Sugar Unit, Lakshmipuram, Krishna District, Andhra Pradesh, India Integration With Weigh Machine Weighbridge Module Shift Wise i. Introduction: In this Chapter, a definitional point of Pressmud Slip Briquettes view of SISP development is exhibited. SISP development levels are characterized as 'Options'. At that point, taking into account the Integral strong comprehension of the inward and outside Engineering approach a SISP appraisal model is SEASON WISE CANE CRUSHED, SUGAR BAGGED AND RECOVERY assets expected to finish the undertaking is basic. produced. Weight Slip Report 2015-16 2014-15 2013-14 -2012-13 -2011-12 2010-11 -2009 -10 2008-09 -2007-08 -2006-07 -SEASON PRODUCTION HRMS ZONE SAMITI DIESEL Home Factory Out Detail Daily 4x4 Report Compost \& Pressmud Ledger Other Slip ii. UML Diagrams for Proposed SISP Maturity Model KCP SUGAR ERP SY STEM Cane Crushed in MTS 2,84,686 2,70,236 2,85,464 2,27,847 2,81,847 2,75,222 1,50,759 1,35,957 2,74,19 3 4,53,307 QTLS 2,53,263 2,34,100 2,74,470 2,06,768 2,41,447 2,50,160 1,29,206 1,22,68 6 2,68,948 4,67,905 Sugar bagged in}\tabcellsep 19 Year 2017\\
Recovery (\%)\tabcellsep 8.9\tabcellsep 8.67\tabcellsep 9.62\tabcellsep 9.11\tabcellsep 8.87\tabcellsep 9.09\tabcellsep 8.58\tabcellsep 9.05\tabcellsep 9.8\tabcellsep 10.32\\
\tabcellsep \tabcellsep \tabcellsep SUGAR\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep \tabcellsep \tabcellsep ERP\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep \tabcellsep \tabcellsep Modules\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
CEO,MD,ED,Board\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
of Directors\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep \tabcellsep \tabcellsep WEIGHBRIDGE\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep \tabcellsep \tabcellsep MODULE\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep \tabcellsep \tabcellsep ACCOUNTING\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep \tabcellsep \tabcellsep MODULE\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep \multicolumn{2}{l}{Figure 6}\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep \tabcellsep \tabcellsep TRANSPORT\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep \tabcellsep \tabcellsep MODULE\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep ( )\\
\tabcellsep \tabcellsep \tabcellsep \multicolumn{3}{l}{Figure 5 Activate System}\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep \tabcellsep \tabcellsep \multicolumn{3}{l}{Login Cane Crushed in MTS}\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep \tabcellsep \tabcellsep \multicolumn{3}{l}{Figure 3 System check}\tabcellsep \tabcellsep invalid\tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep valid\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep \multicolumn{2}{l}{Select Task}\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\multicolumn{2}{l}{Data Entry}\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \multicolumn{2}{l}{View Report}\tabcellsep \tabcellsep \end{longtable} \par
  {\small\itshape [Note: Strategic ERP [Enterprise Resource Planning] System Planning in Alignment with Business Planning for its Improvements ( ) C Global Journal of Computer Science and Technology Volume XVII Issue II Version I © 2017 Global Journals Inc. (US) C Global Journal of Computer Science and Technology Volume XVII Issue II Version I]} 
\caption{\label{tab_1}Business Priorities Technology Trends Business Strategy IS Strategy}\end{figure}
 			\footnote{© 2017 Global Journals Inc. (US)Year 2017} 			\footnote{© 2017 Global Journals Inc. (US) 1} 			\footnote{© 2017 Global Journals Inc. (US)Year 2017} 			\footnote{© 2017 Global Journals Inc. (US)} 			\footnote{© 2017 Global Journals Inc. (US) Year 2017 Strategic ERP [Enterprise Resource Planning] System Planning in Alignment with Business Planning for its Improvements} 		 		\backmatter  			 			 			  				\begin{bibitemlist}{1}
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\end{document}
