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Procedia Computer Science 124 (2017) 216–223

4th Information Systems International Conference 2017, ISICO 2017, 6-8 November 2017, Bali,
Indonesia

ERP Post Implementation Review with Process Mining: A Case of

Procurement Process
Mahendrawathi ER*, Shania Olivia Zayin, Firman Jati Pamungkas
Information Systems Department, Faculty of Information Technology, Institut Teknologi Sepuluh Nopember, Surabaya, 60111

Abstract

This paper promotes the use of process mining and root-cause analysis from BPM field to conduct post implementation review of
ERP implementation at business process level. First, literature on ERP post implementation, measure of success, ERP lifecycle
and process mining are reviewed. Then, a case study on a agricultural chemicals company that recently implemented an ERP
systems is conducted. The focus of the case study is procurement process in the company. Interviews are conducted with
procurement staffs in the company to obtain the standard procurement process. Then, data is extracted and structured into event
logs. The event log is processed with Disco to discover the process model. Analysis was done to discover the normal and unusual
paths in procurement process. ERP implementation is expected to increase efficiency of the procurement operation in terms of
cycle time reduction. The process mining results show that some of the activities are very uncontrolled i.e. sometimes it can be
done in a short time but in other cases it took a long time. The activity can be done quickly because the procedure is bypassed.
The bottlenecks occur due to technical issues (error in the systems), data migration issues (the introduction of new material
numbering and categories) and cultural issues (high dependency of hard copy approval). These issues need to be resolved so that
the company can realize the operational efficiency benefit and eventually long-term strategic benefit of ERP implementation.

© 2018 The Authors. Published by Elsevier B.V.

Peer-review under responsibility of the scientific committee of the 4th Information Systems International Conference 2017.

Keywords: Post Implementation review; Process Mining; Procurement; SAP Materials Management

* Corresponding author. Tel.: +0-000-000-0000 ; fax: +0-000-000-0000 .

E-mail address: mahendra_w@is.its.ac.id

1877-0509 © 2018 The Authors. Published by Elsevier B.V.

Peer-review under responsibility of the scientific committee of the 4th Information Systems International Conference 2017.

1877-0509 © 2018 The Authors. Published by Elsevier B.V.

Peer-review under responsibility of the scientific committee of the 4th Information Systems International Conference 2017
10.1016/j.procs.2017.12.149
 Mahendrawathi ER et al. / Procedia Computer Science 124 (2017) 216–223 217
2 Mahendrawathi ER et. al. / Procedia Computer Science 00 (2018) 000–000

1. Background

In today’s business environment, Enterprise Resource Planning (ERP) is one of the most common IT investment
taken by companies. ERP is an integrated package software with a single database and different modules to serve the
need for various functions in an organization [1]. ERP is expected to provide competitive edge as it promises
integration of business processes and access to integrated data across the entire enterprise [2]. While benefits of ERP
implementation are well documented in the literature, there also many challenges and impediments in implementing
ERP that lead to relatively high failure rate of ERP implementation projects. Implementation of ERP need to be
managed as a project that go through different phases and has a specific beginning and end date [3]. There are a lot
of studies that focus on ERP adoption and implementation, while post implementation review received less attention
[4]. Most recently, several studies have been done that focus on ERP post implementation review.
ERP post implementation studies focus heavily on measuring the success in average and high-level metrics such
as Return on Investment or profit. Gattiker and Goodhue [4] argue that this result does not happen automatically and
there must be pathway through which ERP causes higher profit. They point out further that key intermediate benefits
for ERP might include higher quality data for decision making, efficiency gains in business processes, and better
coordination among different units. There are not many reported studies that look at the impact of ERP
implementation at the intermediate level, particularly, business process level. Furthermore, most of the studies
require researchers to collect additional data for the measurement which can be time consuming. The fact that the
entire business process is automated and the data of how users conduct the activities are stored in the ERP database,
provides a rich opportunity to evaluate how the processes are enacted with ERP system. Process mining is a
technique that develop a model based on data stored in information/enterprise systems database.
This paper proposes the use of Process Mining to conduct ERP post-implementation review at a business process
level. In order to achieve this goal, a case study of agricultural chemicals company that recently implement ERP
systems is conducted. The focus of the analysis is on procurement process that is based on user’s request and
supported with SAP Material Management module. This include several activities: purchase requisitions creation
and approval, purchase order creation, quality inspection and good receipt. Thus, the novelty of this paper is that it
provides an alternative approach to conduct post-implementation review at the business process level based on data
recorded in the company’s ERP database that will provide a better view on the actual process.

2. ERP post implementation review

An ERP project lifecycle typically consists of three phases: ERP adoption, implementation and post-
implementation [5]. Motiwalla & Thompson [6] breakdowns the traditional ERP implementation project into several
stages: scope and commitment, analysis and design, acquisition and development, implementation and operation.
One of the main concern in ERP implementation is whether the ERP systems fit the company’s business process. A
business process is a set of inter-related activities conducted by a company to achieve its goals. ERP provides a so
called best practice business processes, which may not fit the way the company currently run or expected to run their
business [7]. Therefore, one of the main decision in ERP implementation is whether the company change their
business process to align with ERP software or to customize the software to meet the company’s business processes.
Post implementation normally starts after operationalization of the ERP and continues until the previous legacy
systems is changed into the new [8]. Typically, when the post implementation is successful then the entire ERP
implementation is considered a success. There are a lot of studies that focus on ERP adoption and implementation,
while post implementation review received less attention [4]. Many research assess the ERP implementation success
based on whether the project is done within the specified time and budget, but neglect the ultimate goals of ERP
implementation i.e. creating business value and improve business performance. More recently, researchers shift the
focus from ERP adoption and implementation to post implementation phase [9,10,11]. One of the main motivation
for the studies are the notion that successful ERP implementation is not a guarantee for sustainable usage and
realization of benefits expected from the implementation. The expected benefits of ERP system cannot be fully or
comprehensively realized as it cannot assimilate to various business process during post implementation phase
[9,12].
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Mahendrawathi ER et. al. / Procedia Computer Science 00 (2018) 000–000 3

Assimilation of ERP system is a dynamic process with interim goals. Many researchers have proposed ERP
success metrics along several dimensions: operational, managerial, strategic, administrative, and organizational [3,
13,14,15]. The ERP success must be differentiated and measured against the goals set for each phase in the ERP
lifecycle [8]. For example, success of implementation is measured with ERP implementation budget and project
finish time against the schedule. Post implementation success is a complex concept described by various
perspectives such as organizational performance and return on ERP investment [16,17]. During post implementation
phase, an organization run their business using ERP system and naturally focus on realizing the benefit of the
systems.
An ERP system can transcend across functions in an organization and influence various process and therefore is
expected to provide various benefits in different managerial level in the organization. Shang and Seddon [13]
classify ERP benefit into five categories. Operational benefit is benefit that ERP system brings to operational
processes such as procurement, inventory management and customer service. Managerial benefit in terms of
efficiency and effectiveness the ERP introduces for managerial decision making. Strategic benefits include
competitive advantage supported by ERP system in terms of business growth, innovation, differentiation, etc.
Organizational benefit relates to organizational improvement in terms of learning and implementing strategy using
ERP systems. IT infrastructure benefit in terms of increasing the ability to handle related IT applications in doing the
jobs. This study will focus on evaluating the operational benefit with respect to cycle time reduction in procurement
process.

3. Process mining

ERP can be seen as one of the possible facets of process automation. According to Aalst [18] process mining is a
method that offers the possibility to truly “close” the different phases of managing a particular business process as it
uses data recorded by information systems i.e. event log to provide a better view on the actual process. The main
idea of process mining is to discover, monitor and improve real processes by extracting knowledge from event logs
readily available in today’s systems. It is a fast-growing research discipline that combine machine learning and data
mining in one hand and process modelling and analysis on the other hand. It can be used for three main purposes:
process discovery, process conformance checking and process enhancement. The focus of process discovery is to
produce a model based on the event log without any prior knowledge of the process model. Many efforts have been
dedicated to develop process discovery algorithm such as Alpha Algorithm [19]; Genetic Process Mining [20],
Fuzzy Miner [21,22] and Heuristic Miner [19]. The second use of process mining is to check if the reality as
recorded in the event log conforms to existing process model i.e. process conformance. The third type of process
mining attempt to improve the existing process model based on information about the actual process recorded in the
event log. Process mining has been applied in various fields such as finance [23], healthcare [24], telecommunication
[25] and manufacturing [26, 27].
With the fast improvement in the field of process mining various tools have been developed to support the
research. One of the earliest and most prominent tool is ProM developed by researchers at TU/e (Eindhoven
University of Technology). ProM is an open source process mining tools with various functionalities ranging from
process discovery algorithm to other process analysis capabilities. Despite its completeness, ProM requires advance
knowledge in the field. Another process mining tool developed is Disco. Disco provides an easy and fast tool to
conduct process mining. The core functionality of process mining is the automated discovery of process maps by
interpreting the sequences of activities in the imported log file. Disco uses an improved version of Fuzzy Miner to
derive a process maps. The resulting map can be zoomed in and zoomed out to provide more details or more generic
process according to the need of the user.

4. Methodology

This study proposes the use of process mining to facilitate ERP post implementation review. First, a literature
review on ERP post implementation review, ERP lifecycle, and process mining are conducted. Then, a case study
was conducted in an agricultural chemicals company, which just implemented a new ERP system to give a detail
insight on how the process mining can be used for ERP implementation review. Aalst [18] proposes a five stages L*
 Mahendrawathi ER et al. / Procedia Computer Science 124 (2017) 216–223 219
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lifecycle model to conduct process mining project. In this study, we follow three out of five stages: plan and justify,
extract and create control flow model. In the plan and justify phase, the questions related to procurement process that
will be the focus for process mining is determined. In this research process mining is aimed at identifying the
procurement process following SAP MM implementation. More specifically, process mining is driven by several
questions including: How the procurement is supported by SAP MM? What is the most normal and unusual path
followed in the procurement process? What is the lead time (cycle time) of key activities in procurement process?
Next, the data is defined. This is followed by extraction phase where interview with managers and staff of
material management process from the case company is conducted to obtain an overview of the standard process for
material management. This is followed by data preparation and extraction steps as proposed by Piessens [28].
Further interviews and observations are conducted with procurement staff to obtain more technical information with
respect to the format of the data, database documents and tables in SAP and the relevant attributes. The results are
raw data of the Material Management (MM) process. As suggested by Aalst [18], there are two main requirements
for event logs i.e. events must be ordered in time and events need to be correlated. Therefore, the raw data is
processed to construct the event logs. After the construction of the event logs, the next step is to create control-flow
model and conduct the analysis of the normal versus “unusual” paths in procurement process. Further analysis is
done with respect to lead time for conducting key procurement activities. Results from process mining is used as the
foundation to conduct further analysis. As suggested by Dumas et al [29], one of the tool for qualitative process
analysis is root-cause analysis. Interview with the procurement staffs are conducted to gather information regarding
the cause of the issues captured from process mining.

5. Results and analysis

5.1. Business Process of Procurement in the Case Company

The case company is a producer of agricultural chemicals in Indonesia. The company is changing their old ERP
system with SAP ERP. The SAP ERP implementation project is initiated on 1st April 2014. The SAP module
implemented are Finance, Controlling, Fund Management, Material Management, Sales and Distribution, Production
Planning, Quality Management, Human Capital Management. On 1st April 2016, the new systems finally Go Live.
Following the Go Live date, the company still use their previous ERP systems while the new system stabilizes. One
of the most affected functional area affected by ERP implementation is procurement. Early discussion with
representatives from the case company indicate that the implementation of SAP MM requires a lot of adjustment.
Several challenges are also encountered particularly with regards to the lead time of procurement process.
The entire procurement process is formally defined and modelled. The procurement business process is supported
by two systems, SAP Material Management and a separate e-procurement system. The procurement process can be
done based on plan from the MRP system or based on request from users. This paper use materials that is requested
by users as a case study. The process starts with user sending request to procurement planning staff. The staff then
creates Purchase Requisition (PR). The staff first checks if there is sufficient budget to conduct the procurement. If
there is sufficient budget and the request is approved by the director, then the PR is released. If the budget is not
sufficient then there needs to be budget re-allocation. The next step is to check if there is existing contract for the
item. If there is a contract for the material, the staff will input the contract number in the PR. If not, then
procurement department must determine whether the process will be done through e-procurement.
If procurement is conducted without e-procurement system, then the staff creates Request for Quotation (RFQ)
and sends it to potential vendors. Vendors will send back their quotation and documents. Procurement staff must
evaluate all the quotations and select the best vendor according to certain criteria. Staff then create a Purchase Order
(PO) and send to the director for approval. If the director approves, the PO is updated with details of PO approval
date and delivery date. PO is sent to the vendor and they send the material along with the Delivery Document.
Procurement staff received the material from vendor, confirm the delivery document and conduct Good Receipt in
SAP MM. The system will generate Inspection Order for Technical department. If the material did not pass the
quality inspection, then it will be returned to the vendor with material return document. On the other hand, if
material satisfy the quality standard the staff releases and prints Good Receipt Slip. The system also sends
confirmation email to the vendor. Materials are then sent to the user. As mentioned previously, the company has e-
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Mahendrawathi ER et. al. / Procedia Computer Science 00 (2018) 000–000 5

procurement systems separate from SAP MM. There are also some of the activities that are not facilitated in SAP
MM including: re-allocation of budget, receiving and evaluating vendor quotations. This paper will analyze data of
main activities in procurement process, which is stored in SAP database.

5.2. Event Log

Event log of the procurement process is generated from the activities data stored in SAP database. An event log
must at least consist of case ID, activity and timestamp i.e. the time that the activity is conducted. As the goal of this
paper is to analyze the use of SAP MM system, then the case is PR for a specific material. The activities extracted
are from SAP database are: creation of Purchase Requisition, full release of Purchase Requisition, creation of
Purchase Order, Quality Inspection and Good Receipt. Timestamp of each activity is also extracted. PR number is
used as Case ID. As one PR can contain several materials, then additional characters are added to PR number to
identify each unique material within one PR. The raw data is structured into event log as shown in figure 1. The log
contains 549 different cases.

Fig. 1. Event Log

5.3. Process Mining Result

The event log is processed with Disco to conduct more analysis. First, the process model is obtained to
understand how the procurement process is conducted with SAP MM. Then, more detail analysis on the sequence of
procurement activities is conducted to identify unusual paths. Finally, the average lead time of key activities are
analysis to identify bottleneck activities. This will be followed by qualitative analysis to uncover the root-cause of
the unusual paths and bottleneck activities.

5.3.1. Process Model

Disco is a tool that apply modified Fuzzy Miner [3,12] to discover process model from the event log. The process
model for procurement event log is shown in figure 2.a. and 2.b. Figure 2.a. show the model if only most frequent
paths i.e. sequence of activities are shown. It can be seen from figure 2.a. that the most frequent path is: PR created,
full release, create PO, Quality Control and Good Receipt. This path is followed by 546 cases or 98.56% of the total
cases. However, if all the possible paths are shown in Disco we found some unusual paths. The first unusual path is
where PR created activity is followed by create PO then full release, Quality Control and Good Receipt. There are 5
cases (0.9% of the total cases) that followed this path. The second unusual path, followed by 3 cases (0.54% of the
total cases), is when Full Release activity is followed by Quality Control, then Create PO and Good Receipt. Both
unusual paths need to be investigated further.

5.3.2. Lead time of Activities

Based on the process model, the lead time for most frequent path is obtained. Table 1 summarize the minimum,
average and maximum lead time for most frequent path. Clearly, for each activity there is a big gap between the
minimum and maximum lead time. Focusing on the average lead time, the longest average lead time occur during
Create PO – Quality Control. This is logical as this elapsed time include the delivery time from vendor. Lead time
for this activity range from 46.7 hour (less than two days) to a maximum 28.8 weeks (5 months). This may depend
on various factors such as location of the vendor, mode of transportation, etc.
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If we focus on activities that are internally controlled by the case company, the longest average lead time is
during Full Release – Create PO that reach 24.3 days. This entails: identifying the potential supplier, sending RFQ
documents, accepting quotation from vendors, evaluation of vendor, selecting the best vendor, and getting approval
from the manager. The data shows that all this activity can be done very fast (44.5 minutes), but it can also reach up
to 22.8 weeks (over 5 months). This certainly is something that needs to be investigated further. Another
administrative process that need to be highlighted is Create PR – Full Release where the minimum lead time range
from 80 seconds, which imply that the process is done almost instantly. On the other hand, there is a case where the
lead time reach 43.7 days.

Fig. 2. Process Model with Frequent Path (a) and Process Model with All Paths (b)

Table 1. Lead time for most frequent path.

Proses Min. Average Max
Create PR – Full Release 80 second 4,5 days 43,7 days
Full Release – Create PO 44,5 minutes 24,3 days 22,8 weeks
Create PO – Quality Control 46,7 hour 39,9 days 28,8 weeks
Quality Control – Good Receipt 3,3 minutes 4,5 days 17 weeks

5.4. Root-Cause Analysis

The previous results of unusual paths and bottleneck highlight areas for further investigation. Further interviews
are conducted with procurement staffs to identify the cause of these unusual path and long lead time. The findings
will be described here. First, the focus is on the unusual paths: 1) PO is created before Full Release and 2) Quality
control is conducted before PO is created. Based on follow-up interview with the procurement staff it was found that
PO is created before full release because the director has approved the PR manually (sign the hard copy documents),
so the procurement staff moves on to the next activity of creating PO. Later after PO is created, the staff realized
that they missed the step. They remind the director to approve it through the system. Therefore, the event log show
that full release is recorded after PO is created. In the second path, the material is bought and received by the
company before formally creating and sending PO to the supplier. The procurement staff argues that this is done for
special case when important material needs to be obtained as soon as possible to avoid problems or delays in the
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operation. Furthermore, the company has good relationship with supplier of this specific material. Thus, the
materials are ordered first and the documents are created after the materials are received. These finding suggest that
the root cause of the unusual paths is procedure and the adherence of procedure in the procurement process. How
much deviation to standard procedure is allowed? The use of both manual and online document approval by the
director need to justified and clarified whether it will be a permanent practice or just during this transitional period.
Another aspect that are investigated further relate to the cycle time for procurement activities. Result from
process mining shows that there is only a short lead time between Create PR to full release. Based on further
interview it was found that this happen because the staff “ignore” the manual process of requesting director approval
and conduct the approval only through the systems. On the other hand, the same set of activities can also be the
source of bottleneck when the staff strictly follow the procedure and one of the actor in the process has not approve
the PR in the SAP systems. The approval process from the director can take some time and in some cases the
director only signs the hard copy documents for approval but did not approve the PR in the systems. Another cause
of the bottleneck in Create PR to full release relate to budget. The process of checking whether the budget is
available to satisfy the PR is conducted manually. The transfer between the old to new systems also lead to some
error in budget calculation.
Another bottleneck is found between full release to create PO activities. Further analysis with the procurement
staffs point out several issues. First, several months after the Go Live the software is not totally error free as there
are still bug in conducting a certain transaction. Second issue relates to data migration. The process to transfer PR
into PO took some time because the staff needs to adjust to the new data and artifacts. The procurement staff
acknowledges that migration from old to new ERP systems introduces changes in material categories and material
numbering. These changes are not well documented. Thus, there is some cases when the staff could not find certain
part numbers requested by users in the new systems. In another case, the system gives a wrong part. These make the
process of finding the right vendor for specified materials took quite a long time. Another source of delay in creating
the PO is because the process must wait for approval from the director. This highlight the fact that ERP
implementation cannot entirely speed the process without: 1) business process re-design or simplification
particularly related to approval process and 2) rigorous testing of the new systems to ensure that the data and
artifacts are accurate, all the functionality and integrations are achieved.

6. Conclusions

This paper demonstrates the possibility to use process mining for a more informed evaluation of ERP
implementation at a business process level. One of the advantage achieved from this approach is that the data is
readily available from the SAP database thus the company do not have to collect more data to conduct the post
implementation review. The case study in a agricultural chemicals company procurement process that recently
implement SAP MM found several important findings. The procurement process mainly follows the normal
procedure. There are several situations where the process deviates from the common procedures. This happens
when: 1) the staff conduct the procurement process based on hardcopy documents and 2) the materials are needed
urgently and the company has long term contract with vendor so the materials are bought and received first then the
documents follow. ERP implementation is expected to increase efficiency of the procurement operation in terms of
cycle time reduction. The process mining results show that some of the activities are very uncontrolled i.e.
sometimes it can be done in a short time but in another case, it took a long time. The activity can be done quickly
because the procedure is bypassed. The bottlenecks occur due to technical issues (error in the systems), data
migration issues (the introduction of new material numbering and categories) and cultural issues (high dependency
of hard copy approval). These issues need to be resolved so that the company can realize the operational efficiency
benefit and eventually long-term strategic benefit of ERP implementation.

Acknowledgements

This paper funded by Directorate of Research, Technology and Higher Education, Republic of Indonesia, through
Competency Research scheme, contract number: 523/PKS/ITS/2017.
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