ANALYSIS CRITICAL SUCCESS FACTORS IMPLEMENTING SAP INTO AN INTERNATIONAL TRADING COMPANY

Danes se organizacije soočajo z vedno bolj nepredvidljivimi tržnimi pogoji, vse večjo konkurenco ter z vedno zahtevnejšimi končnimi odjemalci. Prisiljeni so spremeniti tradicionalne poslovne prakse, zniževati stroške poslovanja, saj jim le to omogoča krepitev konkurenčnih prednosti. Prilagajanje poslovnih modelov, organizacijskih struktur in prevzemanje tehnoloških rešitev je le nekaj vidikov kljubovanja trenutnim poslovnim trendom. Celovite informacijske rešitve predstavljajo tehnološko platformo doseganja teh ciljev. Organizacije se odločajo za uvedbo celovitih informacijskih rešitev iz najrazličnejših razlogov. Želijo prenoviti obstoječe informacijske sisteme, poenostaviti poslovanje, prilagoditi oziroma integrirati poslovne procese, standardizirati informacije in podatke, ali pa se le želijo prilagoditi svetovnim trendom. Uspešnost uvedbe celovitih informacijskih rešitev je pogojena in odvisna od mnogih dejavnikov. Organizacije najprej določijo vzroke in potrebe po prenovi informacijskega sistema. Opredelijo jasne cilje, vizijo in strategijo, ki jo bodo zasledovali pri projektu uvedbe. Velik odstotek neuspešnih uvedb pripisujemo predvsem nejasnim, slabo začrtanim, nedodelanim, slabo zastavljenim projektnim izhodiščem. Definiranje jasnega obsega, časa uvedbe ter pripadajočih virov projekta pogojuje dejavnike uspešnih in neuspešnih uvedb informacijskih projektov. Danes ponudniki rešitev ponujajo metodologije uvajanja, ki so zasnovane na principu najboljših praks. Metodologija definira jasne omejitve uvajanja, razdeli sistem uvajanja na logične zaporedne aktivnosti ter določa odgovornosti, kar posledično vpliva na zagotavljanje kakovosti projekta. Življenjski cikli celovitih informacijskih rešitev so razdeljeni na logične dejavnosti oziroma faze. Vsaki fazi pripadajo dejavniki, ki pomembno vplivajo na uspešen zaključek posamezne faze in življenjskega cikla uvedbe. V magistrskem delu želimo prikazati, kateri so tisti kritični dejavniki uspeha uvajanja celovitih informacijskih rešitev, ki pomembno vplivajo na učinkovito uvedbo. Opravili bomo analizo kritičnih dejavnikov uspeha uvajanja celovite informacijske rešitve SAP. Dejavnike bomo analizirali iz dveh vidikovpred in po uvedbi SAP z vidika treh različnih ravni menedžmenta ter na primeru celotne organizacije.Today, organizations are faced with an increasingly unpredictable market conditions, increased competition and increasingly demanding end customers. They feel compelled to change their traditional business practices, reduce operational costs because only this allows them to enhance competitive advantage. Adapting business models, organizational structures and take on the technological solutions are only a few aspects of the current business trend of defiance. Comprehensive IT solutions represent the technology platform to achieve these goals. Determining reasons for organizations when deciding to implement a comprehensive IT solutions are numerous. Either they want to renew the existing information systems, simplify operations, adjust business processes, integrate business processes, standardize information and data or they just want to adapt to world trends. A successful implementation of integrated ERP solutions depends on many factors. Organizations have to determine the causes and the need for modernization of the corporate system. Define clear objectives, vision and strategy which will be pursued in the project introduction. Unsuccessful ERP implementations are mainly caused by copied, notably vague, poorly outlined, incomplete, poor project objectives. Defining a clear scope, time and associated resources at the beginning of the project, determines the difference between a successful and unsuccessful ERP implementation. Nowadays, solution providers offer structured methodologies for ERP implementation projects, that are based on the principle of best practices. An ERP methodology defines clear limitation introduction to distributed system logical sequence of activities and sets out the responsibilities which in turn affects the quality of the project. ERP life cycles are divided into logical phases and activities. Belonging to each stage of the factors that significantly affect the successful completionof each phase and the introduction of life-cycle. In the master\u27s work, we conducted an analysis of what are and which kind of critical success significantly affect an ERP implementation. Analysis was based on critical success factors of implementing an enterprise resource planning solution SAP. Factors were analyzed from two aspects, before and after the implementation of SAP in terms of three different management levels and from the aspect of an entire organization