<!DOCTYPE article PUBLIC "-//NLM//DTD JATS (Z39.96) Journal Archiving and Interchange DTD v1.0 20120330//EN" "JATS-archivearticle1.dtd">
<article xmlns:xlink="http://www.w3.org/1999/xlink">
  <front>
    <journal-meta />
    <article-meta>
      <title-group>
        <article-title>Management Software Implementing within Ukrainian SMEs: Case Study</article-title>
      </title-group>
      <contrib-group>
        <contrib contrib-type="author">
          <string-name>Vasyl Hryhorkiv</string-name>
          <xref ref-type="aff" rid="aff1">1</xref>
        </contrib>
        <contrib contrib-type="author">
          <string-name>Lesia Buiak</string-name>
          <xref ref-type="aff" rid="aff0">0</xref>
        </contrib>
        <contrib contrib-type="author">
          <string-name>Andrii Verstiak</string-name>
          <xref ref-type="aff" rid="aff1">1</xref>
        </contrib>
        <contrib contrib-type="author">
          <string-name>Mariia Hryhorkiv</string-name>
          <xref ref-type="aff" rid="aff1">1</xref>
        </contrib>
        <contrib contrib-type="author">
          <string-name>Olexandr Savko</string-name>
          <email>o.savko@chnu.edu.ua</email>
          <xref ref-type="aff" rid="aff1">1</xref>
        </contrib>
        <aff id="aff0">
          <label>0</label>
          <institution>. Department of Economic Cybernetics and Informatics, Ternopil National Economic University, UKRAINE</institution>
          ,
          <addr-line>Ternopil, 3 Peremohy sq.</addr-line>
        </aff>
        <aff id="aff1">
          <label>1</label>
          <institution>. Department of Economic modelling and business informatics, Chernivtsi National University, UKRAINE</institution>
          ,
          <addr-line>Chernivtsi, 2 Kotsyubynsky</addr-line>
        </aff>
      </contrib-group>
      <pub-date>
        <year>2018</year>
      </pub-date>
      <fpage>1</fpage>
      <lpage>3</lpage>
      <abstract>
        <p>By this research we investigate implementation of management software systems within Ukrainian SMEs. We have pointed that implementing of ERP systems in such cases have many disadvantages according to economic crisis in Ukraine. By this case research, we propose alternative approach - the implementation of so-called scalable information systems-designers. Good examples of such systems are Accent 2 and 7.4. These systems are developed by Ukrainian IT-companies and enable complex automation of enterprises of any kind of activity.</p>
      </abstract>
    </article-meta>
  </front>
  <body>
    <sec id="sec-1">
      <title>I. INTRODUCTION</title>
      <p>As thing stand, SME`s (small and medium enterprises) can`t
go through in a modern competitive environment without
electronic gadgets, remote access to corporate resources,
automated planning and process management,. This is an
obvious trend: companies of different profiles, regardless of
the size of the business, switch to automated computer systems
that help to conduct business, monitor and plan it. Efficiency
from this noticeably wins, especially in terms of saving time
and money.</p>
      <p>The basis of automaton in commercial organizations is ERP
systems (Enterprise resource planning).</p>
      <p>ERP systems are implemented with the purpose of uniting
all the sectors of the company and all necessary functions in
one management system which is to meet the requirements of
all these sectors. The development of such a system is not an
easy task. ERP possesses the uniform data base of all sectors
and tasks which means that the access to the information is
much simpler, the basic advantage being the mutual
information exchange among the sectors.</p>
      <p>The implementation of the management system in many cases
enables not so much to increase the profitableness as to
decrease the expenses. The managers who take the decisions
have comprehensive information, may interpret it correctly
and undertake the right actions. The financial profit lies very
often in the fact that the authorized persons can manage more
effectively the production stock, decrease its quantity to meet
the demands and, thus, release the circulating assets. The
automation saves more time for the decision-making
employees for analytical work as many time-consuming
routine processes are being cut down. Besides, the enterprise
with the automated management system meeting the
requirements of the Western standards has good chances for
the Western investments.</p>
      <p>
        There are many researches focusing on advantages of ERP,
listed in [
        <xref ref-type="bibr" rid="ref1 ref2 ref3">1, 2, 3</xref>
        ]. Notwithstanding, as stated in [
        <xref ref-type="bibr" rid="ref2">2</xref>
        ], despite the
great recognition and acceptance of ERP Systems in
organizations, some criticisms have been directed to these
types of systems [
        <xref ref-type="bibr" rid="ref4">4</xref>
        ], pointing inflexibility [
        <xref ref-type="bibr" rid="ref5 ref6 ref7 ref8">5-8</xref>
        ] and long
implementation period [
        <xref ref-type="bibr" rid="ref5 ref6 ref9">5, 6, 9</xref>
        ] and high cost.
      </p>
      <p>Implementing of ERP systems by Ukrainian enterprises has
special value as the tasks of the economic growth, increasing
of production quality and competitiveness, becoming a
member of the world market are most topical. The solution of
these tasks without the increase of the quality management and
automation of all spheres of economy (state bodies of
management, different enterprises and small businesses) is
impossible. But stated above disadvantages of ERP-systems
including its high cost and primaries of SME`s in Ukraine
demand finding other solution.</p>
      <p>In this paper we describe alternative approach of Enterprise
management system implementation – using so-called scalable
information systems-designers at the case of enterprise of
wood processing industry.</p>
    </sec>
    <sec id="sec-2">
      <title>II. MARKET TRENDS</title>
      <p>
        According to [
        <xref ref-type="bibr" rid="ref10">10</xref>
        ] there are top 10 ERP solutions for
Ukrainian enterprises: OneBox, 1C: ERP, MS Dynamics ERP,
IT-Enterprise, Parus, BAS ERP, DeloPro, HansaWorld,
Galaktika, Tend Erp.
      </p>
      <p>
        The market of ERP-systems is the part of the information
and communication industry, which, in turn, brings together
the two main sectors: Communications and Information
Technology. As we stated in [
        <xref ref-type="bibr" rid="ref11">11</xref>
        ] one important factor of
increasing ERP system demand is the currently ongoing
process of consolidation inside of several economic branches.
Newly groups of companies and holdings need sufficient
software and licenses in order to allow them to integrate
different information systems into one management control
system. According to estimations of the Ukrainian IT
consulting enterprise IDC a high potential of growth have such
ERP systems in industrial sectors within sales and distribution,
banking sector and governmental and public administration.
The speed of growth of these sectors will be higher than
Ukrainian ERP market growth in general.
      </p>
      <p>
        Well known investigation of Panorama Consulting and its
report “Clash of the Titans 2017” sates that Microsoft
Dynamics has passed by Oracle to reach the
second-from-thetop spot in the ERP market share rankings published by
Panorama Consulting [
        <xref ref-type="bibr" rid="ref12">12</xref>
        ]. According to Panorama
consulting [
        <xref ref-type="bibr" rid="ref13">13</xref>
        ] SAP remains leading at the global market with a
share of 19% in implementa-tion of management software
solutions, it is followed by solutions from Microsoft Dynamics
(16% of the market) and Oracle (13%). There are also popular
ERP solu-tions from Epicor and Infor.
      </p>
      <p>
        We want to stress that there are no up-to-date data
concerning Ukrainian ERP market, but the leaders in 2016,
according to IDC research [
        <xref ref-type="bibr" rid="ref14">14</xref>
        ], were solutions from SAP
(43.4%), IT-Enterprise (15.7%), 1C (13.9% ), Oracle (11.7%)
and Microsoft Dynamics NAV (6.1%). In recent years,
according to a number of experts` investigations, the impact of
1C solutions has significantly decreased at the Ukrainian
market as it is under sanctions [
        <xref ref-type="bibr" rid="ref15 ref16">15-16</xref>
        ].
      </p>
      <p>
        In the above section we underlined disadvantages of
ERPsolutions implementation by Ukrainian SME`s accordingly to
protracted economic crisis and its high cost. As alternative for
this enterprises in Ukraine there are mane solutions based on
so-called scalable information systems-designers. Good
examples of such systems are Accent 2 and 7.4. These systems
are developed by Ukrainian IT-companies and enable complex
automation of enterprises of any kind of activity. A typical set
of functional requirements provides management and financial
accounting, but open source framework allows coding
modules for complex automation. Implementation of A2 and
Accent systems is achievable in stages, progressively covering
all areas of a company [
        <xref ref-type="bibr" rid="ref17 ref18">17-18</xref>
        ].
      </p>
      <p>In this paper we pay our attention to automation of
manufacturing enterprises as it is a complex multistage process
and the management information system of suchlike enterprise
should include a number of modules majoring in certain areas.
It is clear that comprehensive and complex automation of
production could be provided through implementation of ERP
systems.</p>
    </sec>
    <sec id="sec-3">
      <title>III. RESULTS</title>
      <p>An example of mentioned problem is automation of
company providing furniture manufacture. Information flows
of the company can be divided into several interconnected
modules. Implementation of the system takes place in parallel
in all areas of their subsequent integration. Automation
modules can be divided into several key blocks in simplified
form (Fig. 1).</p>
      <p>Each of the blocks has both incoming and outgoing
information. The first step of automating is the accounting of
raw materials. The production process starts with the reception
of raw materials that is one of the most important components
of the manufacturing process. Typically, supplier ships raw
materials providing the appropriate enclosed document with a
complete list of materials specifying size and its volume.</p>
      <p>Responsible person performs the necessary measurements
and marking of the timber party. This data is moving to the
production department, which carries out a comparison of the
information given in purchase order actual numbers. The next
stage of the production process is the primary processing of
wood. According to the established production plan, senior
master production manager distributes raw materials as
needed.</p>
      <p>Primary wood processing involves a number of interrelated
processes such as drying (if the raw materials come in raw
form), longitudinal and transverse cutting (Fig. 2 and Fig. 3).</p>
      <p>The entire production process is displayed in the system by
means of relevant documents that allows operational control
of the production process. The final stage of primary wood
processing is the formation of rough pieces and transfer them
to areas of further processing.</p>
      <p>The conversion process of transforming of rough-sawn
stock into finished products is shown in Fig. 4.</p>
      <p>Rough-sawn stock hits the seam line after initial treatment,
where they to be formed as slats. The main feature of this
process is the transition from one unit of measurement (for
rough-sawn stocks there is only volume) to two - pieces and
volume (for each lamella there is fixed length, width and
thickness). Accretion operations are recorded in the journal
and entered into the system in the form of relevant document
(Fig. 5).</p>
      <p>To eliminate irregularities and defects which were formed
during the seam, especially in the field of bonding, each
adherent lamella is calibrated on the four-sided machines.
Action of the machine is recorded in the journal and entered
into the system (Fig. 6).</p>
      <p>This document allows you to bring data about size and
number of lamellas before and after machine processing. The
account of these units is very important, since the passage of
the described operations occurs most technological material
loss after roughing. Both documents contain field "difference",
which has information about the material loss in m3 at each
position. This specification allows providing clear operational
supervision of the units, identifying and eliminating variations
in the equipment or workers. Incorrect settings of machines or
failures of the results occur significant excess of process loss
that causes the increase of the finished product cost.</p>
      <p>The norms of technological losses of raw materials are
established for the data processing sections. The norm for
accretion line is up to 10% by volume of rough-sawn stocks in
overhauls and for four-sided machine - up to 20%. Monitoring
of compliance with these rules can be carried out either
immediately, right when entering data of nodes to systems, or
aggregated over time using appropriate information reporting
system (Fig. 7).</p>
      <p>The system allows you to export reports to MS Excel for
more detailed analysis and graphical display of results.
Consolidated total analysis provides a more objective result,
since the features of the process cause some uncertainty
analysis for each position.</p>
      <p>A similar analysis can be performed on the action of
foursided machine (Fig. 8).</p>
      <p>Derived final assemblies have fair size and can be used for
manufacturing furniture panels.</p>
      <p>Manufacturing furniture panels is a starting point of
production of the finished product. The rough piece must pass
a certain number of manufacturing operations to get finish
product.</p>
    </sec>
    <sec id="sec-4">
      <title>IV. CONCLUSION</title>
      <p>Companies of different profiles, regardless of the size of the
business, switch to automated computer systems that help to
conduct business, monitor and plan it. Efficiency from this
noticeably wins, especially in terms of saving time and money.
The basis of automaton in commercial organizations is ERP
systems.</p>
      <p>ERP systems are implemented with the purpose of uniting
all the sectors of the company and all necessary functions in
one management system which is to meet the requirements of
all these sectors. The development of such a system is not an
easy task.</p>
      <p>Implementing of ERP systems by Ukrainian enterprises has
special value as the tasks of the economic growth, increasing
of production quality and competitiveness, becoming a
member of the world market are most topical. But there are
significant disadvantages of ERP implementation by
Ukrainian SMEs including its high cost that in special issue in
crisis period.</p>
      <p>We have described automation of manufacturing enterprises
as it is a complex multistage process and the management
information system of suchlike enterprise should include a
number of modules majoring in certain areas.</p>
      <p>We have provided alternative approach of above described
automation the implementation of so-called scalable
information systems-designers. Good examples of such
systems are Accent 2 and 7.4. These systems are developed by
Ukrainian IT-companies and enable complex automation of
enterprises of any kind of activity. A typical set of functional
requirements provides management and financial accounting,
but open source framework allows coding modules for
complex automation. Implementation of A2 and Accent
systems is achievable in stages, progressively covering all
areas of a company. In addition, implementation of such
systems at the enterprise of wood processing industry may
decrease its pollutions and have good influence on ecology in
the region.</p>
    </sec>
  </body>
  <back>
    <ref-list>
      <ref id="ref1">
        <mixed-citation>
          [1]
          <string-name>
            <given-names>T.</given-names>
            <surname>Kalling</surname>
          </string-name>
          , “
          <article-title>ERP systems and the strategic management processes that lead to competitive advantage”</article-title>
          ,
          <source>Information Resources Management Journal</source>
          , Vol.
          <volume>16</volume>
          ,
          <string-name>
            <surname>Iss</surname>
          </string-name>
          . 4, pp.
          <fpage>46</fpage>
          -
          <lpage>67</lpage>
          ,
          <year>2003</year>
          .
        </mixed-citation>
      </ref>
      <ref id="ref2">
        <mixed-citation>
          [2]
          <string-name>
            <given-names>P.</given-names>
            <surname>Azevedo</surname>
          </string-name>
          ,
          <string-name>
            <given-names>M.</given-names>
            <surname>Romaro</surname>
          </string-name>
          , E. Rebelo, “Advantages,
          <article-title>Limitations and Solutions in the Use of ERP Systems (Enterprise Resource Planning) - A Case Study inthe Hospitality Industry”</article-title>
          ,
          <string-name>
            <surname>Procedia</surname>
            <given-names>Technology</given-names>
          </string-name>
          , Vol.
          <volume>5</volume>
          , pp.
          <fpage>264</fpage>
          -
          <lpage>272</lpage>
          ,
          <year>2012</year>
          .
        </mixed-citation>
      </ref>
      <ref id="ref3">
        <mixed-citation>
          [3]
          <string-name>
            <given-names>L.</given-names>
            <surname>Pang</surname>
          </string-name>
          ,
          <article-title>Manager's Guide to Enterprise Resource Planning (ERP) Systems</article-title>
          ,
          <source>Information Systems Control Journal</source>
          , Vol.
          <volume>4</volume>
          , pp.
          <fpage>47</fpage>
          -
          <lpage>52</lpage>
          ,
          <year>2001</year>
          .
        </mixed-citation>
      </ref>
      <ref id="ref4">
        <mixed-citation>
          [4]
          <string-name>
            <given-names>T.</given-names>
            <surname>Davenport</surname>
          </string-name>
          , “
          <article-title>Mission Critical: Realizing the Promise ok Enterprise Systems”</article-title>
          . Boston, Massachusetts: Harvard Business School Press,
          <year>2000</year>
          .
        </mixed-citation>
      </ref>
      <ref id="ref5">
        <mixed-citation>
          [5]
          <string-name>
            <given-names>S.</given-names>
            <surname>Alshawi</surname>
          </string-name>
          ,
          <string-name>
            <given-names>S.</given-names>
            <surname>Themistocleous</surname>
          </string-name>
          ,
          <string-name>
            <given-names>M.</given-names>
            &amp;
            <surname>R. Almadani</surname>
          </string-name>
          , “
          <article-title>Integrating diverse ERP Systems: a case study”</article-title>
          ,
          <source>The Journal of Enterprise Information Management</source>
          , Vol.
          <volume>17</volume>
          (
          <issue>6</issue>
          ), pp.
          <fpage>454</fpage>
          -
          <lpage>462</lpage>
          ,
          <year>2004</year>
          ,
        </mixed-citation>
      </ref>
      <ref id="ref6">
        <mixed-citation>
          [6]
          <string-name>
            <given-names>M.</given-names>
            <surname>Themistocleous</surname>
          </string-name>
          ,
          <string-name>
            <surname>Z</surname>
          </string-name>
          , Irani,
          <string-name>
            <surname>R</surname>
          </string-name>
          ,
          <string-name>
            <surname>O</surname>
          </string-name>
          'Keefe, &amp; R. Paul. ERP Problems and Application Integration Issues,
          <source>in proceedings of the 34th Hawaii International Conference on System Sciences: An Empirical Survey (HICSS-34)</source>
          , Vol.
          <volume>9</volume>
          , pp.
          <fpage>1</fpage>
          -
          <lpage>10</lpage>
          ,
          <year>2001</year>
          .
        </mixed-citation>
      </ref>
      <ref id="ref7">
        <mixed-citation>
          [7]
          <string-name>
            <given-names>C.</given-names>
            <surname>Soh</surname>
          </string-name>
          ,
          <string-name>
            <given-names>S.</given-names>
            <surname>Kien</surname>
          </string-name>
          , &amp; J.
          <string-name>
            <surname>Tay-Yap</surname>
          </string-name>
          , “
          <article-title>Cultural Fits and Misfits: Is ERP a Universal solution?”</article-title>
          ,
          <source>Communications of ACM</source>
          , Vol.
          <volume>43</volume>
          (
          <issue>4</issue>
          ), pp.
          <fpage>47</fpage>
          -
          <lpage>51</lpage>
          ,
          <year>2000</year>
          .
        </mixed-citation>
      </ref>
      <ref id="ref8">
        <mixed-citation>
          [8]
          <string-name>
            <given-names>M.</given-names>
            <surname>Sumner</surname>
          </string-name>
          . “
          <source>Critical Success Factors in Enterprise Wide Information Management Systems Projects” in proceedings of the 1999 ACM SIGCPR Conference on Computer Personnel Research</source>
          , pp.
          <fpage>297</fpage>
          -
          <lpage>303</lpage>
          ,
          <year>1999</year>
          .
        </mixed-citation>
      </ref>
      <ref id="ref9">
        <mixed-citation>
          [9]
          <string-name>
            <given-names>K.</given-names>
            <surname>Murphy</surname>
          </string-name>
          , &amp; S. Simon.
          <article-title>Intangible benefits valuation in ERP projects”</article-title>
          ,
          <source>Information Systems Journal</source>
          , Vol.
          <volume>12</volume>
          ,
          <issue>4</issue>
          , pp.
          <fpage>301</fpage>
          -
          <lpage>320</lpage>
          ,
          <year>2002</year>
          .
        </mixed-citation>
      </ref>
      <ref id="ref10">
        <mixed-citation>
          [10]
          <string-name>
            <surname>Live</surname>
            <given-names>Businees</given-names>
          </string-name>
          ,
          <source>TOP 10 ERP solutions for Ukraine</source>
          ,
          <year>2017</year>
          [Online]. Available: http://www.livebusiness.com.ua/tools/erp/ (in Russian)
        </mixed-citation>
      </ref>
      <ref id="ref11">
        <mixed-citation>
          [11]
          <string-name>
            <surname>Vasyl</surname>
            <given-names>Grygorkiv</given-names>
          </string-name>
          , Andrii Verstiak, Mariia Grygorkiv, Svyatoslav Ishchenko, “
          <article-title>Special aspects of Enterprise Resource Planning solutions in Ukraine”</article-title>
          ,
          <source>in Proceedings 4th International Conference on Application and Communication xTechnology and Statistics in Economy and Education (ICAICTSEE - 2014)</source>
          , Sofia, Bulgaria,
          <source>October 24-25</source>
          ,
          <year>2014</year>
          , pp.
          <fpage>380</fpage>
          -
          <lpage>386</lpage>
          .
        </mixed-citation>
      </ref>
      <ref id="ref12">
        <mixed-citation>
          <source>[12] Panorama Consulting Clash of the Titans</source>
          <year>2017</year>
          ,
          <year>2017</year>
          [Online]. Available: http://www.naviworld.com.
          <article-title>sg/panorma-consultingranked-microsoft-dynamics-number-2-spot-top-erpmarket-share-ranking,</article-title>
        </mixed-citation>
      </ref>
      <ref id="ref13">
        <mixed-citation>
          [13]
          <article-title>Top five takeaways from the 2017</article-title>
          <source>Clash of the Titans Report</source>
          ,
          <year>2017</year>
          , [Online]. Available: https://www.panoramaconsulting.com/top-five-takeaways-2017
          <string-name>
            <surname>-</surname>
          </string-name>
          clash-titansreport
        </mixed-citation>
      </ref>
      <ref id="ref14">
        <mixed-citation>
          [14]
          <string-name>
            <given-names>IDC</given-names>
            <surname>Homepage</surname>
          </string-name>
          , [Online]. Available:https://www.idc.com,
          <source>last accessed</source>
          <year>2018</year>
          /01/03
        </mixed-citation>
      </ref>
      <ref id="ref15">
        <mixed-citation>
          [15]
          <article-title>Ukraine imposes sanctions against 1C, Parus</article-title>
          ,
          <string-name>
            <surname>ABBYY</surname>
          </string-name>
          , Softline Group, Galatiki Center and other Russian IT companies,
          <year>2017</year>
          [Online]. Available: http://en.interfax.com.ua/news/economic/421861.html
        </mixed-citation>
      </ref>
      <ref id="ref16">
        <mixed-citation>
          [16]
          <article-title>Some dealers of 1C software in Ukraine placed on sanction list -</article-title>
          <source>SBU</source>
          ,
          <year>2017</year>
          [Online]. Available: http://en.interfax.com.ua/news/general/418609.html
        </mixed-citation>
      </ref>
      <ref id="ref17">
        <mixed-citation>
          [17]
          <string-name>
            <surname>Accent</surname>
            <given-names>mainpage</given-names>
          </string-name>
          ,
          <year>2017</year>
          [Online]. Available: http://www.accent.ua/ (in Russian)
        </mixed-citation>
      </ref>
      <ref id="ref18">
        <mixed-citation>
          [18]
          <article-title>Accent as 1C alternative</article-title>
          ,
          <year>2017</year>
          [Online]. Available: http://www.accent.ua/index.php/pages/obaktsente/alternativa-1s
          <source>(in Russian)</source>
        </mixed-citation>
      </ref>
    </ref-list>
  </back>
</article>