Success and Failure of MRP II Implementation
评估制造资源计划（MRPII）实施项目成败的原因，基于文献综述和作者长期案例研究，强调理解MRPII对组织结构、文化和实践变革潜力的重要性，并指出战略规划与组织匹配是成功关键。
SUMMARY This paper assesses the reasons for the success or failure of manufacturing resource planning (MRPII) implementation projects. It begins by discussing the literature and research on success and failure of these systems and presents evidence from cases prepared by the authors. The paper is not concerned to prescribe ‘best practice’ for MRP implementation. The first section reviews the relevant literature and concludes that there is a divergence of opinion as to what constitutes success, raising questions on the usefulness of current methods of establishing whether implementation is successful. The latter section of the paper uses results from longitudinal (process) research carried out by the authors. This starts with a discussion of what counts for success. The discussion highlights the importance of understanding the full potential of MRPII in effecting change of organizational structures, cultures and practice. Several factors that contribute towards MRPII failure are next considered. Finally,‘big bang’style implementations, such as those recommended by the Ollie Wight organization, are most likely to be successful if the organization follows a strategic approach to planning. There also needs to be a high degree of fit between organizational structure, culture and the demands of the MRPII system.