The key performance indicators for ERP systems are: quality of the system, quality of information, use of the integrated management system, user satisfaction, individual and organizational impact (Tsai, 2015). Organizations have ERP systems to improve their operational performance and profitability (Ruivo, 2014).
As a result, IT is increasingly seen as a tool to support management activities that involve making decisions about the complexity of organizational problems. The ERP system requires a large IT investment and its efficiency is complicated to examine (Carvalho, 2017). Organizations need to focus more on pre-trial IT governance to improve the performance of enterprise information management (ERP) software packages. IT governance will be built through decision-making, goal-setting and organizational capacity building for targeted goals and objectives (Chang, 2016).
The ERP performance occurs in the post-implementation sentence. As a result, the post-implementation review process needs to be well managed (Motwani, 2010). The implementation of ERP can be considered a radical novelty and requires organizational change (Van Grembergen, 2005). The implementation of ERP is successful when the ERP becomes more complex to maintain its functioning after implementation (Chang, 2016). The subsequent implementation of ERP systems includes: an audit; ERP documentation and advertising success; success of the correspondence; success of the process; success of the interaction; expected success and comparative analysis (Devos, 2012).