Best writers. Best papers. Let professionals take care of your academic papers

Order a similar paper and get 15% discount on your first order with us
Use the following coupon "FIRST15"
ORDER NOW

I need some assistance with these assignment. implementation of r/2 system in china Thank you in advance for the help!

I need some assistance with these assignment. implementation of r/2 system in china Thank you in advance for the help! In alignment with the Germany, SAP’s mainframe version, the R/2 system was implemented in China. This report is aimed at assessing the issues that hurdled promised as well as experienced benefits of R/2 system in China.The implementation of SAP’s mainframe version the R/2 system’s lacked on certain aspects that in turn resulted in the insufficient contribution in the continued growth of 100% per year (Reimers, 2004).The central reason behind this deficiency is the cultural difference between the two countries. Cultural differences have often resulted in the failure of the ERP system such as Avison and Malaurent (2007) have studied the failure of French firm’s ERP project in China language, governance, political and legal issues. Cultural differences mainly in the professional perspectives create conflicts. This issue was evident in GEARBOX (China). The ERP in GEARBOX China was not the localized version which is considered as the basic requirement in accordance to the Zaglago, Apulu, Chapman, & Shah, (2013). For example, format of the printed invoices issue required one month to resolve the problem. This was just one case to report and greater tolerance of Chinese to information that is not clear must have certain number of issues that are not reported to be adapted to the Chinese environment (Zhang, et al.,2005)Limited training was another factor to affect the performance. The implementation of services from the local consultants were not acquired instead the two members of the corporate IT department visited China for the implementation systems and training the local users. Further, the key users were called in Germany for the training. This not only resulted in the cost addition but also the country differences between behavioural factors remained into play. For example, central purchasing department’s key user&nbsp.(current manager) only used the system for creating the purchase order and the matters such as follow-ups and payment procedures were still conducted manually.