• Journal of Information Technology Services
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• v.12 no.1
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• pp.189-199
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• 2013

As many organizations have adopted and implemented ERP systems, concerns about ERP performance also have increased. Former researches studied the ERP implementation of general large or medium size enterprises but there are not enough studies on ERP systems of a specific industry domain. In this paper, we introduce a case study on ERP adoption methodology of global leading company 'D' in shipbuilding and marine engineering industry. We examined ERP implementation background, method and scope and evaluated ERP performance in perspective of both quantitative and qualitative approaches. Quantitative research usually examines ERP performance based on financial statements and qualitative study typically examines organization change or improvement. As a result, ERP implementation in shipbuilding and marine industry can improve quantitative aspects such as cost, human resource and organization performance. As qualitative analysis, business process and tools can be unified and management transparency can be improved by ERP implementation. The result of this paper will be useful guideline for organizations which are considering ERP systems.

• Journal of Information Processing Systems
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• v.12 no.1
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• pp.169-181
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• 2016

Organizations in some industries are still hesitant to adopt the Enterprise Resource Planning (ERP) system due to its high risk of failures. This study examined how industry classification affects the successful implementation of the ERP system. To achieve this goal, we reinvestigated the existing ERP Success Model that was developed by Chung with the data from various industry sectors, since Chung validated the model only in the engineering and construction industries. In order to test to see if the Chung model can be applicable outside the engineering and construction industries, the relationships between the ERP success indicators and the critical success factors in the Chung model and those in the sample data collected from ten different industry sectors were compared and investigated. The ten industry sectors were selected based on the Global Industry Classification Standard (GICS). We found that the impact of success factors on the success of implementing an ERP system varied across industry sectors. This means that the success of ERP system implementation can be industry-specific. Thus, industry classification should be considered as another factor to help IT decision makers or top-management avoid ERP system failures when they plan to implement a new ERP system.

• Information Systems Review
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• v.15 no.2
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• pp.75-90
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• 2013

This research was undertaken to find out how effectively ERP has been employed by the enterprises through comparing and analyzing the management performance of each enterprise after introducing ERP to Retail and Distribution Industry using DEA technique. According to the research results, efficiency evaluation for each site was calculated through input and output factors to find out comparative ERP system usage efficiency of 10 Retail and Distribution Industry Companies in terms of such factors as employee, quick assets, inventories, sales revenue, operating income. This paper confirms that the companies having launched management innovation by aggressively adopting ERP saw their management efficiency improving consistently, and in the distribution industry, it took at least 3 years before the effect of ERP introduction on enhancing management efficiency became visible. Furthermore, this paper also reveals that, unlike the manufacturing industry which was the subject of the previous study, efficiency was not necessarily proportional to the size of company in the service industry including distribution and export which was the subject of this paper.

• Information Systems Review
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• v.12 no.1
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• pp.43-58
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• 2010

In order to improve total competitive advantages in domestic shipbuilding industry, shipyards as well as marine-parts companies achieve managerial efficiency through ERP system. But, successful ERP system implementation cases of marine-parts companies are seldom reported by characteristics of small and build-to-order industry. Therefore, this study attempts to analyze a case for ERP system implementation in marin-parts company, K Inc. Especially, this study divides ERP system implementation process into preparation stage, implement stage and settle-down and stabilization stage, and then derives critical success factors in each stage. At present, the implemented ERP system is successfully operating, ERP system improve qualitative and quantitative performance. The result of study suggests some practical implications to the manager of marine-parts companies and the manager of Informatization Programs for Small and Medium Enterprises.

• International Journal of Advanced Culture Technology
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• v.12 no.3
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• pp.140-147
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• 2024

Oil and gas industry is a unique sector with complex activities, long supply chains and strict rules for the business. It is important to use enterprise resource planning (ERP) systems to address these challenges as it helps in simplifying operations, improving efficiency and facilitating evidence-based decision making. Nonetheless, successful integration of ERP systems in this industry involves careful planning, customization and alignment with specific business processes including regulatory requirements. Several critical factors, such as strong change management, support of top managers and training that works have been identified in the study. Amongst the hurdles are employee resistance towards the changes, data migration complications and integration with existing systems. Nonetheless, NOCL's ERP implementation resulted in significant improvements in operating efficiency, better data visibility and compliance management. It also led to a decrease in financial reporting timeframes, more accurate inventory tracking and improved decision-making capabilities. The study provides useful insights on how to optimize oil and gas sector ERP implementations; key among them is practical advice including strengthening change management strategies, prioritizing data security and collaborating with ERP vendors. The research highlights the importance of tailoring ERP solutions to specific industry needs as well as emphasizes the strategic role of ongoing monitoring/feedback for future benefits sustainability.

• Journal of Information Technology Applications and Management
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• v.20 no.3_spc
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• pp.169-185
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• 2013

In this research, for find out how operations efficiency for ERP systems, after introducing ERP to manufacturing firms with DEA technique. According to research analyzed relative time dependent efficiency, using Time Window Analysis. And for company group and the other firm within the each same Industry, the relative effectiveness of each company group establishment was compared using DEA.

• Corrugated packaging logistics
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• v.9 no.43
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• pp.67-77
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• 2002

• Corrugated packaging logistics
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• v.9 no.42
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• pp.156-166
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• 2002

• Journal of the Korea Convergence Society
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• v.2 no.2
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• pp.1-5
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• 2011

In this paper, we investigate and analyse companies of the mechanical industry, which introduces ERP and then alter productivity, organizational culture. Through the survey and field investigation about these companies, we can know the utilization and dependence on ERP considerably higher, but the problem with the early introduction and maintenance costs due to frequent turnover, and training and support for ongoing maintenance was a problem.

• Management & Information Systems Review
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• v.26
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• pp.27-60
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• 2008

Researches on the introduction of ERP system kept on examining the critical successful factors (CSFs) that focus on factors to achieve effectively successful projects, and trying to measuring the actual effectiveness of the introduction of ERP system. However, most of the preceding researches on the effectiveness of the introduction of ERP system that was searching devoted effects has been ceased, and actually even researches on the economical results have just done the basic cognitive evaluation of result indicators by many questionnaires instead of objective measuring values, because of the difficulty of measuring the evaluation of the result. Moreover, researches on positive effects of the introduction of ERP on enterprise results and researches that failed to give advantageous effects showed different results each other. And a part of researches reported that only a part of result indicators were partially affected. In this research, we investigated Korean large enterprises or middle-sized enterprises in manufacture industry that introduces SAP R/3 and Oracle package to compare their quantitative financial results after the introduction of ERP system, in order to measure the effects of the ERP system. First, we evaluated the difference of the quantitative financial results before and after the introduction of the ERP system. Second, we evaluated the opportunities shown by the effects after the introduction of the ERP system. Third, we removed the sample of the exchange crisis (IMF) and executed the additional analysis to reflect the average increasing and decreasing rate in the industry, so that pure evaluation can be achieved. Inherent limits of precedent researches are removed and practical effects of the pure introduction of the ERP system are evaluated, so the research of this research is significant. The result of this research is as follows. Because of the introduction of ERP, the rate of turnover of inventory property has increased and sales of preparation inventory property have decreased so that more effective inventory property management has been achieved. Moreover, preparation sales of labor costs and preparation sales of the number of employees have decreased to show the effect of the reduction of labor costs. However, it could no be concluded that we could increase the profit due to the introduction of ERP system. Due to the introduction of ERP, although we concluded that the return on assets (ROA) and the additional value of one-person employee statistically showed obvious differences and increased, the return on equity failed to show obvious differences after the process of introduction of ERP.