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The chapter is designed to discuss the preconditions for the competitiveness of the furniture industry, global networks and regional perspectives, as well as the competitive advantages of different regions such as the USA, Europe and the East. The challenges created by customisation and the needs of consumers for individual products are also discussed. As consumers become more and more focussed on furniture designed exclusively for them, the furniture business has to reorient its production and has to deal with a number of management issues. It is necessary to reconsider not only how to involve consumers but also how to keep prices competitive because even for an individual order, the customer is less and less willing to pay more. The issue of new product development is also discussed. It delves into the management of furniture companies, the characteristic organisational structures, and management models that could ensure the sustainability of the business. Particular attention is paid to the digital issues of furniture manufacturing and enterprise resource planning (ERP) in particular. An examination of how the furniture sector evaluates prices and costs, which are the most popular methods and which can be used for forecasting, looks at the most important global trends. Such cost estimation methods as cost-based, competition-based, analogous-based, and expert-based are discussed, highlighting the limits of their applications. Then discusses current trends and the current IT supply, which unfortunately does not fully meet the needs of customised furniture production, and digitisation within a small company becomes more difficult. So, companies have to recognise the limits of digitisation.

The purpose of this study is to investigate the post–enterprise resource planning (ERP) issues and challenges in the context of Saudi Arabia. There is a lack of research in the context of developing countries regarding post-ERP implementation issues and challenges. The high failure rate of the ERP system is a reflection of many management issues that occurred at different phases of ERP implementation. Previous research indicated that even after a successful implementation, the ERP system was unable to sustain itself in the organizations.

An exploratory case study design was adopted to proceed with this research process at two organizations in Saudi Arabia. The interviews of the top and middle management are conducted and transcribed. These case studies were further analyzed using the Creswell approach to generate several themes, and descriptions provided a deeper understanding of the post ERP implementation issues and challenges.

Research findings show that for successful ERP implementation, identified factors are top management support, integration, strategy, employee resistance, BPR, change management, vendor selection, team formation and culture. Moreover, factors for the post-ERP implementation that led to sustainability are top management support, training, system adoption, system testing, data migration, cost overrun, employee retention and post-implementation support.

This study is unique in its type to examine the issues and challenges organizations face after deploying ERP initiatives. This research's findings were useful and supportive for the senior management interested in successfully sustaining such an initiative in the organization.

The purpose of this study is to identify the contribution of implementing enterprise resource planning (ERP) systems in Brazilian small and medium-sized enterprises (SMEs), understanding how ERP systems influence the operational and strategic management of these organizations and classify their maturity levels in ERP usage.

A combination of bibliometric analysis, Criteria Importance Through Intercriteria Correlation and grey fixed weight clustering methods is used. A survey was performed to assess experts’ perceptions about the contribution of ERP systems across multiple dimensions, and the responses were analysed to determine the maturity levels of ERP implementation in SMEs.

The results indicate that 80.6% of respondents considered that SMEs have an intermediate level of maturity in ERP implementation, suggesting that these companies could improve their process integration and decision-making. Approximately 9.7% of respondents indicated that SMEs have high maturity. However, another 9.7% of respondents assessed that SMEs have low maturity facing challenges in ERP adoption and utilization, resulting in less efficient operations.

Through the analysis of the results, it was possible to establish important recommendations for ERP management in SMEs: to invest in the continuous improvement of ERP systems and in employee training; to conduct periodic assessments of business needs and ensure the ERP alignment and to fully integrate business processes via ERP, ensuring efficient management of it.

This research provides valuable insights into the ERP implementation in Brazilian SMEs, highlighting the strategic importance of ERP systems in enhancing operational efficiency and competitiveness.

The purpose of this research is to advance the conceptual and practitioner understanding concerning the maximisation of Industry 4.0 technologies industries in an emerging economy. The study first examines the internal resources that companies possess to implement Industry 4.0 effectively and, second, identifies the critical gaps that necessitate external resources, both at the industry and government levels.

The study embraces qualitative and inductive approaches with semi-structured interviews conducted with 112 company leaders representing nine industries and operating in various cities/regions of Vietnam.

The data analysis helped unveil 16 critical dimensions. Notably, the organisation-developed competences dimension illuminates the understanding regarding firms’ available internal resources, while the financial management and technological leap ability dimensions help explain firms’ required resources. More broadly, the business community unity and business community learning dimensions ascertain the significance of industry-level support, while the technological sponsorship and legal framework guide dimensions underline government support.

First, the study unpacks various key aspects of their daily, mid- and long-term operations associated with their current internal resources, gaps identified and the support they require to progress within the Industry 4.0 environment. Second, the study proposes a framework that advances the extant conceptual understanding of operational, strategic, managerial and production aspects among firms operating in an emerging economy. Third, it focuses on companies operating in nine industries in an emerging economy. Fourth, the study contributes to addressing various extant research gaps.

Effective human resource management and organisational success depend heavily on measuring employee performance. This paper aims to investigate multiple factors that are crucial in assessing and measuring employee performance in Indian manufacturing sectors. Further prioritisation of the manufacturing industries based on their practices is conducted to measure employee performance.

The LOCOW approach has been used in this study to determine the relative weightage of the factors that assist in measuring employee performance, and the MARCOS method prioritises manufacturing industries.

Through weightage, criteria show that task performance is given the most weightage, followed by adaptability and contextual performance in the manufacturing sectors. The top three industries are oil and gas, steel and automobile.

This study gives manufacturing industries the tools they need to improve their HR practices, get better work from their employees and stay ahead of the competition in a constantly changing industry.

The current work examines the weightage among the factors that aid in assessing employee performance; further, the use of MARCOS technique prioritises the industries, which can be considered the original contribution.