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Implementation of Enterprise Resource Planning (ERP) in Indonesia to Increase the Significant Impact of Management Control Systems

APTISI Transactions on Management (ATM) · Vol. 7 No. 2 (2022) · hlm. 145–152

DOI
10.33050/atm.v7i2.1881
ISSN
2622-6804, 2622-6812
Terbit
2022-08-29
Penerbit
Pandawan
Bahasa
en
Lisensi
creativecommons.org/licenses/by-sa/4.0

Abstrak

To improve the Management Control Systems, an accidental sampling (non-probability sampling) method is used to apply Enterprise Resource Planning (ERP). Export and import service companies in the Jakarta Capital City area became the population in this study, with the total sample used is 100 respondents. 3 (three) variables that are the primary key of this research are Management Control System (X1) is an independent variable, and ERP implementation (Y) is classified as a related variable. The results obtained after this study's test indicate that ERP implementation (Y) is significantly influenced by the Management Control System (X1). There are several compromises in implementing an ERP (Enterprise Resource Planning) system in Indonesia. These factors exist in both the manufacturing and service industries. These have been identified as staffing issues where users do not understand how to use the ERP system. This lack of understanding leads to the implementation of non-optimized ERP due to the lack of education and learning about system usage and operational know-how. ERP is an evolution of Enterprise Resource Planning II (MRP II), a further development of Material Requirements Planning (MRP). ERP includes a warehouse management package as a first step, which is the supply control used in manufacturing or servicing products. The second phase of material requirements planning is the ERP route. In addition, the third phase of MRPII was the development of closed-loop MRP. ERP will emerge as Phase 4, an extension of MRP II and business processes. Extended ERP is the fifth phase of ERP, was introduced in 2000 and is much more complex than previous ERP.

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  • Universitas Raharja
  • Satya Wacana Christian University
  • Universitas Catur Insan Cendekia Cirebon
  • Universitas Banten Jaya
  • Universitas Komputer Indonesia
  • Politeknik Keselamatan Transportasi Jalan
  • Universitas Gadjah Mada
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Rekan penulisOrganisasiArtikel bersama
Qurotul AiniUniversitas Raharja21
Ninda LutfianiUniversitas Raharja13
Danny ManonggaSatya Wacana Christian University7
Irwan SembiringSatya Wacana Christian University7
Alfiah KhoirunisaUniversitas Raharja4
Nuke Puji Lestari SantosoUniversitas Raharja4
Po Abas SunaryaUniversitas Raharja4
Fitra Putri OgandaUniversitas Raharja3
Dwi ApriliasariUniversitas Raharja3
Sutarto WijonoSatya Wacana Christian University3
Shofiyul MillahUniversitas Raharja3
Agung RizkyUniversitas Raharja3
Chandra LukitaUniversitas Catur Insan Cendekia Cirebon2
Eka Purnama HarahapUniversitas Raharja2
Sudaryono SudaryonoUniversitas Banten Jaya2
Desy AprianiUniversitas Raharja2
Nur AzizahUniversitas Raharja2
Mohamad RakhmansyahUniversitas Raharja2
Ihsan Nuril HikamUniversitas Raharja2
Adam FaturahmanUniversitas Raharja2
Natasya Aprila YusufUniversitas Raharja2
Umi NarimawatiUniversitas Komputer Indonesia2
Joko SiswantoPoliteknik Keselamatan Transportasi Jalan2
Hindriyanto Dwi PurnomoSatya Wacana Christian University2
Indri HandayaniUniversitas Raharja1
Sudaryono SudaryonoUniversitas Gadjah Mada1
Firman HanafiUniversitas Raharja1
Suwandi SuwandiUniversitas Catur Insan Cendekia Cirebon1
Chairun NasUniversitas Catur Insan Cendekia Cirebon1
Rochmawati RochmawatiUniversitas Raharja1
Eko SediyonoSatya Wacana Christian University1
Sri Yulianto Joko PrasetyoSatya Wacana Christian University1
Iwan SetyawanSatya Wacana Christian University1
Adi SetiawanSatya Wacana Christian University1
Sulistio SulistioUniversitas Raharja1
Alexander WilliamsThe University of Queensland1
Sella AvionitaUniversitas Raharja1
Dini HidayatiAfiliasi tidak diketahui1

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Sumber metadata: OAI-PMH (metadata jurnal) https://ijc.ilearning.co/ATM/oai, pertama di-harvest 6 Nov 2026, terakhir terlihat 8 Nov 2026.
Metadata asli (oai_dc) 
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	<dc:title xml:lang="en">  Implementation of Enterprise Resource Planning (ERP) in Indonesia to Increase the Significant Impact of Management Control Systems</dc:title>
	<dc:creator xml:lang="en">Rahardja, Untung </dc:creator>
	<dc:creator xml:lang="id">Ramadan, Ahmad</dc:creator>
	<dc:subject xml:lang="en">Management Control System</dc:subject>
	<dc:subject xml:lang="en">ERP Implementation</dc:subject>
	<dc:description xml:lang="en">To improve the Management Control Systems, an accidental sampling (non-probability sampling) method is used to apply Enterprise Resource Planning (ERP). Export and import service companies in the Jakarta Capital City area became the population in this study, with the total sample used is 100 respondents. 3 (three) variables that are the primary key of this research are Management Control System (X1) is an independent variable, and ERP implementation (Y) is classified as a related variable. The results obtained after this study's test indicate that ERP implementation (Y) is significantly influenced by the Management Control System (X1). There are several compromises in implementing an ERP (Enterprise Resource Planning) system in Indonesia. These factors exist in both the manufacturing and service industries. These have been identified as staffing issues where users do not understand how to use the  ERP system. This lack of understanding leads to the implementation of non-optimized ERP due to the lack of education and learning about system usage and operational know-how. ERP is an evolution of Enterprise Resource Planning II (MRP II), a further development of Material Requirements Planning (MRP). ERP includes a warehouse management package as a first step, which is the supply control used in manufacturing or servicing products. The second phase of material requirements planning is the ERP route. In addition, the third phase of MRPII was the development of closed-loop MRP. ERP will emerge as Phase 4, an extension of MRP II and business processes. Extended ERP is the fifth phase of ERP, was introduced in 2000 and is much more complex than previous ERP.</dc:description>
	<dc:publisher xml:lang="en">Pandawan</dc:publisher>
	<dc:date>2022-08-29</dc:date>
	<dc:type>info:eu-repo/semantics/article</dc:type>
	<dc:type>info:eu-repo/semantics/publishedVersion</dc:type>
	<dc:format>application/pdf</dc:format>
	<dc:identifier>https://ijc.ilearning.co/ATM/article/view/1881</dc:identifier>
	<dc:identifier>10.33050/atm.v7i2.1881</dc:identifier>
	<dc:source xml:lang="en">APTISI Transactions on Management (ATM); Vol. 7 No. 2 (2023): May; 145-152</dc:source>
	<dc:source xml:lang="id">APTISI Transactions on Management (ATM); Vol 7 No 2 (2023): May; 145-152</dc:source>
	<dc:source>2622-6804</dc:source>
	<dc:source>2622-6812</dc:source>
	<dc:source>10.33050/atm.v7i2</dc:source>
	<dc:language>en</dc:language>
	<dc:relation>https://ijc.ilearning.co/ATM/article/view/1881/640</dc:relation>
	<dc:rights xml:lang="en">Copyright (c) 2023 Untung  Rahardja (Author)</dc:rights>
	<dc:rights xml:lang="en">http://creativecommons.org/licenses/by-sa/4.0</dc:rights>
</oai_dc:dc>