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Publication
Implementação de um sistema de enterprise resource planning numa PME de mobiliário
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Abstract(s)
As pequenas e médias empresas (PME) do setor do mobiliário enfrentam uma crescente pressão para digitalizar as suas operações e integrar processos no meio de elevadas exigências de personalização, prazos de entrega curtos e margens de lucro reduzidas. Este estudo avalia, seleciona e executa um sistema de Planeamento de Recursos Empresariais (ERP) para a PME portuguesa de mobiliário de design - Mr. North, localizada em Rebordosa - com o objetivo de melhorar a eficiência operacional, a rastreabilidade e a tomada de decisões em tempo real.
A questão principal do estudo investiga como o ERP pode melhorar a eficiência, integrar as operações e reforçar a competitividade a longo prazo de uma pequena e média empresa (PME). Os objetivos são: identificar os benefícios e os riscos associados à adoção de ERP nas PME; comparar as soluções disponíveis no mercado português; documentar o processo de implementação; e analisar os impactos utilizando indicadores-chave de desempenho (KPI).
A técnica emprega uma abordagem de estudo de caso utilizando a triangulação de fontes, incluindo revisão bibliográfica, análise de documentos internos, observação direta, com uma avaliação de método misto sustentada por indicadores-chave de desempenho (KPIs). Foi utilizada uma Análise Multicritério (AMC) para a seleção do ERP, de acordo com as necessidades de produção de engenharia por encomenda da empresa. Os critérios abrangeram a amplitude funcional, a complexidade de implementação e o tempo para valorização, o custo total de propriedade (TCO) em três anos, a personalização, a integração com CAD/CAM/CNC/MES, a disponibilidade de API, a usabilidade e adoção, o suporte local e a escalabilidade.
Foram avaliados cinco pacotes de ERP: PHC CS (Manufactor), Cegid Primavera, SAP Business One, Artsoft ERP e Microsoft Dynamics 365 FO. A pontuação da AMC apontou o PHC CS como a escolha ideal (4,50/5), com base na rápida implementação, custo total de propriedade competitivo e rede de suporte local robusta. As previsões de custos ao longo de um período de três anos fundamentaram esta decisão, tendo a PHC demonstrado o perfil mais económico e viável para a organização.
A fase inicial de implementação concentrou-se nos sectores administrativos (Finanças, Compras, Vendas), utilizando uma instalação local com infraestruturas concebidas para um máximo de 50 utilizadores. Esta fase também facilitou a integração futura da produção, abrangendo o CAD SolidWorks, a programação CNC, o MRP/Planeamento e a recolha de dados do chão de fábrica através de ligações, APIs e, quando necessário, sistemas MES intermédios.
Os resultados iniciais, avaliados um mês após a implementação, indicaram melhorias significativas: uma redução de 35% no prazo de fecho financeiro e uma queda de 40% nas imprecisões contabilísticas, para além de outros resultados favoráveis nos cinco KPI estabelecidos. Para além das melhorias operacionais, o projeto promoveu uma transição cultural para a tomada de decisões baseada em dados; no entanto, também sublinhou a necessidade persistente de formação e literacia digital para manter as vantagens.
Small and medium-sized enterprises (SMEs) in the furniture sector face increasing pressure to digitize their operations and integrate processes amid high customization demands, short delivery times, and reduced profit margins. This study evaluates, selects, and implements an Enterprise Resource Planning (ERP) system for the Portuguese designer furniture SME – Mr. North, located in Rebordosa – with the aim of improving operational efficiency, traceability, and real-time decision-making. The main research question investigates how ERP can improve efficiency, integrate operations, and strengthen the long-term competitiveness of a small and medium-sized enterprise (SME). The objectives are: to identify the benefits and risks associated with ERP adoption in SMEs; to compare solutions available in the Portuguese market; to document the implementation process; and to analyze the impacts using key performance indicators (KPIs). The technique employs a case study approach using source triangulation, including literature review, internal document analysis, and direct observation, with a mixed-method evaluation supported by key performance indicators (KPIs). A Multi-Criteria Analysis (MCA) was used to select the ERP solution based on the company's engineer-to-order production needs. The criteria included functional breadth, implementation complexity and time to value, three-year total cost of ownership (TCO), customization, integration with CAD/CAM/CNC/MES, API availability, usability and adoption, local support, and scalability. Five ERP packages were evaluated: PHC CS (Manufactor), Cegid Primavera, SAP Business One, Artsoft ERP, and Microsoft Dynamics 365 FO. The MCA score indicated PHC CS as the ideal choice (4.50/5), based on its rapid implementation, competitive total cost of ownership, and robust local support network. Cost forecasts over a three-year period supported this decision, with PHC demonstrating the most cost-effective and viable profile for the organization. The initial implementation phase focused on the administrative sectors (Finance, Purchasing, Sales), using an on-premises installation with infrastructure designed for a maximum of 50 users. This phase also facilitated future production integration, encompassing SolidWorks CAD, CNC programming, MRP/Planning, and shop floor data collection through connections, APIs, and, when necessary, intermediate MES systems. The initial results, evaluated one month after implementation, indicated significant improvements: a 35% reduction in financial close time and a 40% reduction in accounting inaccuracies, in addition to other favorable results across the five established KPIs. Beyond operational improvements, the project fostered a cultural transition toward data-driven decision-making; however, it also highlighted the ongoing need for training and digital literacy to maintain these advantages.
Small and medium-sized enterprises (SMEs) in the furniture sector face increasing pressure to digitize their operations and integrate processes amid high customization demands, short delivery times, and reduced profit margins. This study evaluates, selects, and implements an Enterprise Resource Planning (ERP) system for the Portuguese designer furniture SME – Mr. North, located in Rebordosa – with the aim of improving operational efficiency, traceability, and real-time decision-making. The main research question investigates how ERP can improve efficiency, integrate operations, and strengthen the long-term competitiveness of a small and medium-sized enterprise (SME). The objectives are: to identify the benefits and risks associated with ERP adoption in SMEs; to compare solutions available in the Portuguese market; to document the implementation process; and to analyze the impacts using key performance indicators (KPIs). The technique employs a case study approach using source triangulation, including literature review, internal document analysis, and direct observation, with a mixed-method evaluation supported by key performance indicators (KPIs). A Multi-Criteria Analysis (MCA) was used to select the ERP solution based on the company's engineer-to-order production needs. The criteria included functional breadth, implementation complexity and time to value, three-year total cost of ownership (TCO), customization, integration with CAD/CAM/CNC/MES, API availability, usability and adoption, local support, and scalability. Five ERP packages were evaluated: PHC CS (Manufactor), Cegid Primavera, SAP Business One, Artsoft ERP, and Microsoft Dynamics 365 FO. The MCA score indicated PHC CS as the ideal choice (4.50/5), based on its rapid implementation, competitive total cost of ownership, and robust local support network. Cost forecasts over a three-year period supported this decision, with PHC demonstrating the most cost-effective and viable profile for the organization. The initial implementation phase focused on the administrative sectors (Finance, Purchasing, Sales), using an on-premises installation with infrastructure designed for a maximum of 50 users. This phase also facilitated future production integration, encompassing SolidWorks CAD, CNC programming, MRP/Planning, and shop floor data collection through connections, APIs, and, when necessary, intermediate MES systems. The initial results, evaluated one month after implementation, indicated significant improvements: a 35% reduction in financial close time and a 40% reduction in accounting inaccuracies, in addition to other favorable results across the five established KPIs. Beyond operational improvements, the project fostered a cultural transition toward data-driven decision-making; however, it also highlighted the ongoing need for training and digital literacy to maintain these advantages.
Description
Keywords
Enterprise Resource Planning (ERP) SME furniture industry engineer-to-order multi-criteria analysis TCO PHC CS Manufactor SolidWorks integration CNC/MES implementation roadmap PME Indústria do mobiliário Transformação digital Análise Multicritério (MCA) Custo Total de Propriedade (TCO) MRP e Planeamento Indicadores-chave de desempenho (KPI) Implementação de ERP