Mohammad Gifari Sono, Christine Riani Elisabeth, Husaini Husaini

The Use of ERP in Supporting Managerial Decision Making in Logistics Companies in Cikarang

Introduction

The use of erp in supporting managerial decision making in logistics companies in cikarang. Explore how ERP systems boost managerial decision-making in Cikarang logistics companies. A quantitative study reveals ERP significantly enhances decision quality and strategic planning.

Abstract

This study investigates the role of Enterprise Resource Planning (ERP) systems in supporting managerial decision-making within logistics companies in Cikarang, Indonesia. As logistics operations become increasingly complex, the demand for integrated systems that provide real-time information and enhance decision quality has grown significantly. A quantitative research method was applied, involving 30 respondents selected from logistics companies actively using ERP. Data were collected using a 5-point Likert scale questionnaire and analyzed with SPSS version 25. The results of descriptive analysis show that respondents perceived ERP positively, with high mean values for both ERP usage (4.12) and managerial decision-making (4.25). Validity and reliability tests confirmed that all research indicators were valid and reliable. Regression analysis revealed that ERP usage has a positive and significant effect on managerial decision-making (β = 0.642, t = 5.734, p < 0.05), explaining 41.2% of the variance in decision-making effectiveness. These findings demonstrate that ERP contributes substantially to enhancing decision quality, timeliness, and strategic planning in logistics firms. The study concludes that while ERP is a vital enabler of decision-making, its success also depends on complementary factors such as managerial competence, organizational culture, and training.

Review

This study investigates a highly pertinent topic concerning the role of Enterprise Resource Planning (ERP) systems in enhancing managerial decision-making within logistics companies, a sector increasingly reliant on integrated data for operational efficiency. The research employs a clear quantitative methodology, specifying the sample location (Cikarang, Indonesia), respondent count, data collection instrument (Likert scale questionnaire), and analytical tools (SPSS). The findings are straightforward and impactful, demonstrating a strong positive perception of ERP usage and a statistically significant relationship where ERP usage explains a considerable portion of the variance in managerial decision-making. This effectively highlights ERP's contribution to decision quality, timeliness, and strategic planning within the surveyed firms. Despite its valuable contribution, the study exhibits certain limitations that warrant attention. The sample size of 30 respondents, while focused on a specific region, is relatively small for a quantitative study, potentially limiting the generalizability of the findings beyond Cikarang. While "managerial decision-making" is a core variable, the abstract could benefit from a brief elaboration on how this complex construct was operationalized and measured within the questionnaire to enhance methodological transparency. Furthermore, the conclusion aptly identifies "complementary factors such as managerial competence, organizational culture, and training" as vital for ERP success; however, these factors were not directly explored or substantiated by the quantitative methodology employed in this particular study, indicating a boundary to its immediate scope. To build upon these foundational findings, future research could significantly benefit from several enhancements. Expanding the sample size and geographical scope would bolster the generalizability and robustness of the conclusions. Incorporating qualitative research methods, such as in-depth interviews or focus groups, could provide a richer, more nuanced understanding of *how* ERP systems influence specific decision-making processes and explore the interplay of the complementary factors mentioned in the conclusion. Future studies might also delve into specific ERP functionalities or modules that exert the greatest impact on different types of managerial decisions (e.g., operational, tactical, strategic), thereby offering more granular insights for practitioners and system developers alike.

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