Project on

Investigation of critical failure factor affecting the ERP

implementation in Textile and Apparel Industry of Bangladesh

Principal Investigator: Fahim Tasneema Azad

Assistant Professor, School of Bus & Econ, UIU

Co-Investigator: Mohammad Badruddoza Mia,

Assistant Professor, School of Bus & Econ, UIU

House 80, Road 8/A, Satmasjid Road,

Dhanmondi, Dhaka-1209,
 Bangladesh.
+88(02) 9125913-6 info@uiu.ac.bd
 ID:
Basic Information

Name of Org.: Date: DD/MM/YYYY

Address:
Name of Interviewee: . Designation: .
Year of service: .. Tel: ..
Section A
1. In what year did your company listed in BTMA?

2. What is your company's business area? ( one or more)
Cultivating and Harvesting Preparatory Processes Spinning
Weaving or Knitting Finishing Marketing
3. The revenue generation in last two year:
2015 Amount . 2016 Amount.
4. How many employees are working in your company at present?

Section B
5. Why ERP is important to a company? ( one or more)
Integrated business processes Using the ERP very straightforward
A single view of the truth One central database with no duplication of data
Easy-to-use, powerful reporting across the whole organization All of
above
6. Why did your company choose ERP rather than other software? ( one or more)
Best functional fit Commonly used in this industry Maintenance cost is less
User friendly Cost savings in operation Secured
Others. .
7. In what year did your company purchase ERP Software?
.
8. Did the ERP software fit your business process?
Yes No
9. Who are your ERP vendors?
 SAP FIS Global Oracle Fiserv Cerner Corporation
Intuit Inc. Microsoft Ericsson Infor McKesson

10. After purchase your ERP software, did you change your ERP Vendors?
Yes No
If yes, why

11. The overall experience with ERP Vendors:
Very Dissatisfied Dissatisfied Neutral Satisfied Very satisfied
12. What is the version of ERP your company installed?
Standard Version Customize version
13. In which version of ERP system adds risk, consume more time, and increase cost to the
project?
Standard Version Customize version
14. Did your company hire & keep qualified IT and ERP expert?
Yes No
If no, why
Section C
15. In what year your company implements ERP software? .
16. The level of software customization that your company implemented?
No customization 0% Minor customization 1 10%
Ideal customization 11 25% Significant customization 26 50%
Extreme Customization over 50% Complete customization (In house)
17. Do you provide training to the users (Employee) and how many hours?
Yes & Hrs. . No
18. How many standard Hours training require to properly using ERP system?
Hrs.
19. Amount spent on ERP implementation
20- 40 Lac 41- 60 Lac 61 80 Lac More than 80 Lac
 20. Implementation cost of ERP system:
Under budget On budget <40% over budget >40% over budget
21. Why implementation budget overruns?
Underestimating project staffing Additional technology requirements
Unanticipated technical issue Underestimate consulting fees
Expanded scope Unrealistic budget
Other
22. Major Intention of ERP implementation
Replace legacy system For companys growth Appease parent company
Better serves customer Reduce working capital Other company have ERP
Make employees job easier Standardize global operation
Reporting/ Regulatory compliance Improve business performance
Integrate system across locations Others
23. What type of ERP software server use of your company?
On-Premise ERP Cloud ERP SaaS ERP
Section D
24. How much organizational changed occur in management after implementing ERP in your
company?
Very little or no focus on change management
Moderate focus on change management
Intense focus on change management
25. While your organizations are not enough focus to organizational change management,
how much adequate focus to business process improvement?
Improved all business processes Improved key business processes
Didnt improve business process
26. Which of these ERP selection factors did you find most challenging?
Customization difficulty to suit organization need
Lack of software functionality Fail to support Cross organizational design
Inaccurate business case Fail to support Cross module integration
Multi-Site issue Inappropriate selection of ERP software
None Other
27. Which of these requirement gathering factors were an issue?
 Poor understanding of business implications and requirements
Unclear or inadequate ERP system requirements made by departments
Unclear/Misunderstand changing requirements
Incorrect system requirement need for add-on programs
None Other
28. Which of the following factors did you find challenging when fitting the ERP system with
your existing IT system?
ERP installation competence Inability to avoid technological bottleneck
Inappropriate system integration Unable to scale down modules or functions
Capability of current enterprise technical infrastructure
Unable to comply with standard which ERP software supports
Lack of integration between enterprise-wide systems
Excessive Customization of ERP system to fit the IT system
Inability to avoid technological bottleneck
None Other
29. Which of the following factors did you find challenging to manage change?
Lack of change management activities Resistance to change
Inappropriate change management Unclear change strategy
Inadequate organizational readiness Lack of sensitivity to user resistance
Unstable organizational environment
Failure to use the software after implementation
Fail to get user support, they are not ready and they dont want to use new systems
Users dont understand ERP functions and its benefits
Inappropriate management of culture and structure
None Other
30. Why ERP Consulting is important?
Manage Implementation Conduct software selection
Support internal resource Turn around an at-risk
Provide organizational change support implementation
Be a strategic partner from planning to implementation
31. Previously used systems are compatible with ERP?
Yes No
 32. After implementation of ERP system how many times takes to recoup the costs of ERP
projects?
Less than 1 year 1 year 2 years 3 years 4 years
5 year or more Have not recouped Dont know/ Not sure
33. The percentages benefits from the ERP implementation:
0 30% 31 -50% 51 80% 81 100%
Section E
34. What do you think about implementation outcome?
Success Mostly success Neutral Poor Failure
35. What do you think about the benefits of ERP is bigger than its drawback?
Strongly Agree Agree Neutral Disagree Strongly disagree
36. Company fails to maintain ERP related knowledge?
Strongly Agree Agree Neutral Disagree Strongly disagree
37. Top management make important IT decisions without consulting IT expert and ERP
users?
Strongly Agree Agree Neutral Disagree Strongly disagree
38. People in your organization who use the ERP system have more prestige than those who
do not.
Strongly Agree Agree Neutral Disagree Strongly disagree
39. In your job, usage of the ERP system is important.
Strongly Agree Agree Neutral Disagree Strongly disagree
40. What do you think the ERP system is very reliable?
Strongly Agree Agree Neutral Disagree Strongly disagree
41. Difficult to exporting data from the ERP system to other systems
Strongly Agree Agree Neutral Disagree Strongly disagree
42. Consultants can help to have a successful ERP implementation
Strongly Agree Agree Neutral Disagree Strongly disagree
43. The ERP system covers necessary business functions very well.
Strongly Agree Agree Neutral Disagree Strongly disagree
44. Using the ERP system improves employees performance & productivities.
 Strongly Agree Agree Neutral Disagree Strongly disagree
45. The ERP system can help me make effective decisions.
Strongly Agree Agree Neutral Disagree Strongly disagree
46. With the ERP system, organization saves operating costs &increases revenues.
Strongly Agree Agree Neutral Disagree Strongly disagree