Ash Soni

Areas of Expertise

Enterprise Systems and Applications, Emerging Technologies, Operations Research & Business Analytics, Supply Chain Management, Computer Simulation

Academic Degrees

• DBA, Indiana University, 1981
• MBA, Indiana University, 1979
• MS, Strathclyde University, 1973
• BS, Manchester University, 1971

Professional Experience

• Indiana University, School of Business 1981 – Present
• University of New South Wales, Sydney, Australia (1986)
• Operations Research Executive, NCB, London, United Kingdom (1972 – 1975)

Awards, Honors & Certificates

• Distinguished Service Award, Kelley School of Business, 2012
• Innovative Teaching Award (Business Analytics), 2011
• Kelley Direct Program Teaching Excellence Award, 2004, 2005, 2009, and 2011
• Arcelor Mittal Faculty Fellowship, 2008-2013
• SAP Faculty Fellowship, 2002-2008
• Victor Cabot Faculty Fellowship Award, 2000
• TERA Award, 2000
• Innovative Teaching Award (Undergraduate SAP/ERP Curriculum), 1999
• Innovative Teaching Award (Undergraduate Technology Curriculum), 1998
• Distinguished Service Award, School of Business, 1997
• Lilly Alumni Teaching Excellence Award (MBA Program), 1992
• MBA Teaching Excellence Award (1983, 1984, 1985, 1987, 1988, 1990, 1991, 1992, 1993 and 1995)
• Lieber Associate Teaching Excellence Award, Indiana University, 1978

Selected Publications

• Mabert, V. A., A. K. Soni, and M. A. Venkataramanan (2006), "Model Based Interpretation of Survey Data: A Case Study of Enterprise Resource Planning Implementations," Mathematical and Computer Modelling, Vol. 44, No. 1-2, pp. 16-29.

Abstract The selection of the appropriate analysis tools for survey data is an important decision for all researchers dealing with responses on questionnaires. Over the last two decades a number of approaches have been used for classifying variables, statistically measuring significance and developing predictions of outcomes. This paper compares and evaluates the use of regression analysis, logistic (logit) models, discriminate analysis and data envelopment analysis (DEA), for empirical data from a survey of enterprise resource planning (ERP) implementations in the US manufacturing sector. The data collected from this survey contains a mix of subjective and objective data, and provides an opportunity to assess the impact of these modeling techniques on measuring outcomes and a decision-maker’s acceptability of the results. The analysis illustrates that regression based tools are more valuable in developing predictive models, while logit and discriminate models are powerful in classifying the outcomes. The genetic search-based discriminate model is intuitively appealing, whereas DEA provides additional information with respect to understanding the process of arriving at the outcome over other tools. The analysis further shows that these techniques can be used in a complementary manner to insights that they cannot provide when used individually. In addition to the feasibility of these techniques, this analysis also provides important insights into ERP implementations.

• Campbell, G, V. A. Mabert, and A. K. Soni (2006), "A Case of Pratt and Whitney Aircraft''s Commercial Spares Planning," Communication of the International Information Management Association Journal (CIIMA), Vol. 6, No. 3, pp. 11-22.

Abstract This case study, which can be used as a teaching case, deals with jet engine spare parts planning at Pratt and Whitney Aircraft Company, a division of United Technologies Corporation. The case includes background on the company’s history and an overview of their jet engine manufacturing operations. The primary focus of the case is on the application and evaluation of forecasting models for demand planning within an ERP system environment. An Excel-based decision support system (DSS), which is available from the authors upon request, enables the evaluation of alternative time series forecasting models for a variety of jet engine spare parts. The DSS workbook replicates the many features and options available in SAP’s forecasting system, which has been purchased by Pratt and Whitney.

• Schoenherr, T., M. A. Venkataramanan, A. K. Soni, V. A. Mabert, and D. Hilpert (2005), "The ''New'' Users: SMEs and the Mittelstand Experience," in E. Bendoly and R. F.  Jacobs (eds.), Strategic ERP Extension and Use, Stanford University Press, pp. 36-51.
• Bendoly, E, A. K. Soni, and M. A. Venkataramanan (2004), "Value Chain Resource Planning: Adding Value with Systems Beyond the Enterprise," Business Horizons, Vol. 47, No. 2, March-April, pp. 79-86.

Abstract Competition is no longer limited to the realm of the enterprise. Entire value chains are now starting to act as formidable entities, competing against each other for similar markets. The structures of these partnered communities are both increasingly idiosyncratic and hard to duplicate, which strengthens the sustainability of the competitive advantages of their constituents. But their effectiveness is only as good as the capabilities supported by interfirm information technologies. ERP is at the core of these extended systems, though in reality their architectures reach far beyond that. Modern management now requires the consideration of novel Value Chain Resource Planning concepts to sustain forward momentum.

• Mabert, V. A., A. K. Soni, and M. A. Venkataramanan (2003), "The Impact of Organization Size on Enterprise Resource Planning (ERP) Implementations in the U.S. Manufacturing Sector," Omega, Vol. 31, pp. 235-246.

Abstract Enterprise Resource Planning (ERP) systems have experienced a phenomenal growth in the last 5 years and at present they are pervasive in the US manufacturing sector. This paper describes an attempt to chronicle this phenomenon through a series of case studies and an extensive survey. Manufacturing companies ranging in size from a few million dollars in annual revenues to over a hundred billion dollars are included in this study. The key finding from this study is that companies of different sizes approach ERP implementations differently across a range of issues. Also, the benefits differ by company size. Larger companies report improvements in financial measures whereas smaller companies report better performance in manufacturing and logistics.

• Mabert, V. A., A. K. Soni, and M. A. Venkataraman (2003), "Enterprise Resource Planning: Managing the Implementation Process," European Journal of Operational Research, Vol. 146, No. 2, April, pp. 302-314.

Abstract Over the past few years, thousands of companies around the world have implemented enterprise resource planning (ERP) systems. Implementing an ERP system is generally a formidable challenge, with a typical ERP implementation taking anywhere from one to five years. The story of the success of ERP systems in achieving the stated objectives is mixed. Some companies have had very successful implementations while others have struggled. This paper empirically investigates and identifies key differences in the approaches used by companies that managed their implementations on-time and/or on/under-budget versus the ones that did not using data collected through a survey of US manufacturing companies that have implemented ERP systems. Logistic regressions are used to classify on-time and on/under-budget firm groups based on the survey responses and to identify the significant variables that contribute to on-time and on/under-budget implementation performance. The results indicate that many different factors ranging from pre-implementation planning to system configuration influence performance, which managers should be sensitive about when implementing major systems like ERP.

• Mabert, V. A., A. K. Soni, and M. A. Venkataramanan (2001), "Enterprise Resource Planning: Common Myths Versus Evolving Reality," Business Horizons, Vol. 44, No. 3, May, pp. 69-76.

Abstract Can an ERP system success fully become the backbone of company operations in the new economy? The myriad challenges faced today by global businesses are expected to grow in intensity and complexity as we move further into this century. Expanded global competition has become the norm rather than the exception, with an unprecedented number and variety of products available to satisfy consumer needs and desires. The dynamics of faster product development, more customized manufacturing, and quicker distribution have benefited the consumer. At the same time, these changes have led to new and very high consumer expectations and standards for companies to meet in the marketplace. Satisfying the customer''s desire for high quality and quick service in the current business environment has added pressures not historically present. To meet these new challenges, companies around the world have invested heavily in Information Technology, taking advantage of IT systems to radically alter the conduct of business in both domestic and global markets. In particular, many firms have implemented company-wide systems called Enterprise Resource Planning (ERP) systems, which are designed to integrate and optimize various business processes such as order entry and production planning across the entire firm. By the late 1990s, companies were spending over $23 billion a year on enterprise software, of which a major portion was ERP software. Out of more than 100 ERP providers worldwide, SAP-AG, Oracle, J.D. Edwards, PeopleSoft, and Baan--collectively called the "Big Five" of ERP software--control approximately 70 percent of the ERP market share. ERP systems are complex, and implementing one can be a difficult, time-consuming, and expensive project for a company. Implementation can take many years to complete and cost tens of millions of dollars for a medium-sized company and $300 to $500 million for large international corporations. Moreover, even with significant investments in time and money, there is no guarantee of the outcome. Judging from limited reports in editorials and the popular press, the story of the success of these systems in achieving their stated objectives is mixed at best. Some maintain the failure of ERP implementations can threaten the very existence of a company, as was the case at FoxMeyer Corporation. Other reports emphasize that ERP is a key ingredient for gaining competitive advantage, streamlining the supply chain, contributing to lean manufacturing, and managing customer relationships. Thus, opinions differ on whether ERP systems are an asset that can deliver on the stated promises or a liability with significant cost consequences. Here we present an objective view of ERP systems as a management tool for coordinating and guiding the activities of a firm. Our observations are based on a set of interviews with operating managers and IT personnel at both large and small corporations that have implemented ERP systems, as well as consultants who have assisted hundreds of corporate clients. To set the stage, we begin by providing background information on the development of and motivation for ERP systems.