This approach to unifying information made it possible for General Electric to share information across its entire value chain, leading to greater profitability and higher market share as a result in core markets (Jones, Young, 2006). Clearly enterprises who concentrate on these aspects of performance regarding Information Technologies have a significant competitive advantage over time. Information Technology (it) Contributions to Enterprise Competitiveness

There are many aspects of how it transforms an enterprise, making it more customer-centric while at the same time ensuring its integration at both the process and strategy level with supply chain partners, distributors, dealers and service providers. The catalyst in many cases is the ERP system which acts as the system of record from both an accounting and financial information standpoint. Customer Relationship Management (CRM), Supply Chain Management (SCM), logistics, pricing, services including Service Lifecycle Management (SLM) systems are all dependent on the information provided in an ERP system to function correctly. All of these system combined provide a 360-degree view of both the customer and the value chain of the business itself (Pan, Chao, 2011). Without this information there would be only a partial level of visibility into how each aspect of the company was functioning in its chosen markets and how its strategies were impacting customers. It systems enable greater competitiveness by allowing enterprises to put the voice...

The it contributions to enterprise competitiveness also include the ability to generate analytics showing relative performance over time, including intensive use of Business Intelligence (BI) tools to better manage the business as well. All of these aspects of an ERP system contribute to greater knowledge use and workflows throughout each department in a company, making it stronger to compete against market factors while staying focused on customer needs (Pan, Chao, 2011).
References

Forslund, H. (2010). ERP systems capabilities for supply chain performance management. Industrial Management + Data Systems, 110(3), 351-367.

Haug, a., Pedersen, a., & Arlbjorn, J.S. (2010). ERP system strategies in parent-subsidiary supply chains. International Journal of Physical Distribution & Logistics Management, 40(4), 298-314.

Jones, M.C., & Young, R. (2006). ERP usage in practice: An empirical investigation. Information Resources Management Journal, 19(1), 23-42.

Pan, K., & Chao, G. (2011). Risks affecting ERP post-implementation. Journal of Manufacturing Technology Management, 22(1), 107-130.

Ranganathan, C., & Brown, C.V. (2006). ERP investments and the market value of firms: Toward an understanding of influential ERP project variables. Information…