• 한국산업정보학회논문지
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• 제17권3호
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• pp.69-81
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• 2012

본 논문은 한국 기업 2개와 중국 기업 2개를 선정하여 ERP 시스템적 요인별로 성과 분석을 실시한 후 성공적인 ERP 시스템 구축을 위한 전략을 제시하였다. 이와 같은 목적을 달성하기 위하여 본 논문에서는 ERP 시스템의 편의성, ERP 시스템의 유연성, ERP 시스템의 활용성 요인별로 문헌연구 및 실증분석을 하였으며, 또한 한국과 중국 기업 간에 ERP 시스템적 요인별로 비교분석을 하였다. 이를 토대로 본 논문에서는 3개의 ERP 시스템적 요인별로 성공적인 ERP 시스템 구축을 위한 전략을 제시하였다.

• 한국산업정보학회논문지
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• 제17권1호
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• pp.73-93
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• 2012

The primary objective of this research is to explain how to implement the Service Oriented Architecture (hereafter SOA) enabled Enterprise Resource Planning (hereafter ERP) system successfully for service industries. An implementation of the ERP system help many organizations to alleviate the difficult job of supporting inflexible or legacy systems that in most cases result in cost increases, data redundancy and inaccuracy, and various inefficiencies. However, the ERP system is losing its market share rapidly to the cloud computing system which utilizes the Software-as-a-service (hereafter SaaS) and SOA. The SOA is an approach to integrate various types of IT resources to leverage existing ERP system, while at the same time building an infrastructure that can readily respond to new business environment and offer new dynamic applications. The companies that implement this system have less of a need for the kinds of all-in-one ERP system that have dominated the back office for decades and can move freely to best-of-breed applications. This research will identify the benefits and costs of the SOA enabled ERP system through case studies and its impact on competitive priorities such as cost, quality, delivery, and flexibility.

• 한국정보시스템학회지:정보시스템연구
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• 제12권1호
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• pp.19-45
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• 2003

The ERP system comes to existence in the period of change. In other words, the ERP system is adopted to the company with BPR project. In general, the ERP system is introduced to companies as packages rather than in-housing systems. There are several researches in IS literatures which have a conclusion that organizational context affects the performance of ERP system. This study attempts to review the organizational context from the prospective of organizational structure and change management. Regarding the organizational structure, we choose some widely known variables such as the degree of formalization and centralization. For the analysis of change management, we set the variables, which are the most importantly considered, such as the power of CEO's promotion and user participation. The extent of customizing is introduced as moderating variables between the organizational context and the implementation performance. With collected data, we performed the reliability test, the factor analysis and the regression analysis. In summary, the introduction of an information system such as ERP system has a behavioral and organizational impact. The organizational change may breed resistance and opposition and can lead to the failure of the system. Therefore, implementation of the system requires careful change management, active involvement of users and high level of management support.

• 한국정보시스템학회지:정보시스템연구
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• 제15권2호
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• pp.153-171
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• 2006

The objective of this research project is empirically investigating factors influencing EPP system implementation based on the degree of volatility of business environment. The results show that computes with low volatility have successfully implement ERP system compared to companies with high volatility. This research project also identified success factors of each phased chartering phase, executive participation sound assessment of business condition, good understanding of ERP system and carefully constructed case are identified as success factors. During project expenditures, participation of various groups, technical resources, prefect and change management are found to be important for successful construction. Trained users, integration of systems, well-designed process and technical and human resource are found to be success factors during shakedown phase. Managers commitment technical infrastructure, system flexibility, and adequate resource for maintenance and renewing system are identified as success factors of onward and upward phase.

• 한국정보시스템학회지:정보시스템연구
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• 제12권1호
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• pp.1-17
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• 2003

ERP is a topic of currency in MIS circle. Numerous organization have developed their information systems using many kinds of ERP packages such as Oracle, SAP R/3, uniERP, etc. However, the pricing methodology of ERP systems is not yet established in a proper way. This paper attempts to investigate factors influencing the price of ERP system. Thirty eight ERP consulting firms participated in this research project. Based on the data from ERP consulting firms, price of ERP systems basically consist of package cost, consulting fee, and customizing expense. The results of this research project are finding factors affecting above three parts that consist price of ERP system. This paper found that factors influencing package price are number of modules, number of users, the degree of package reliability. The factors affecting consulting fee are the degree of project specialty, level of consultants. Finally the factors influencing customizing cost are the degree of project difficulty, project time.

• Journal of Information Technology Applications and Management
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• 제9권3호
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• pp.47-56
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• 2002

A variety of enterprises have Implemented ERP system on the promises of feasible strategic benefits. The objectives of this study are (1) to classily and analyze the motives and critical success factors o the enterprises'ERP system adoptions, and (2) to measure their impacts on the business performance. The data for this research were collected from 43 cases in Korea that have operated ERP system for more than 6 months after the implementation. This study results reveals that the Information strategic planning and business strategy establishment prior to ERP adoption and the demands of field people activate as critical triggers In the larger firms Among the six critical success factors, training was statistically significant for all of four performance measures control, cost reduction, quality and service, and work efficiency. And other findings are furnished. Also the larger company group In the sales volume has shown the higher performance except work efficiency.

• 한국경영과학회:학술대회논문집
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• 한국경영과학회/대한산업공학회 2003년도 춘계공동학술대회
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• pp.721-728
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• 2003

Nowadays, a lot of enterprise completed the ERP implementation and these ERP-based enterprises consider the construction of WMS or already have done it. However the enterprises which Implemented WMS linked with ERP have many problems In the warehouse management and the reason ran be summarized In two poults First. In the integration point of view, only Interface issue between ERP and WMS was taken into account, therefore it was hard to reflect the phased process change. Second, a large number of WMS functions were tried to implement at the same tune and these attempts caused confusion and Instability which Is Interpreted as a main reason of the WMS failure. This paper presents the phased construction method for the successful implementation or WMS and in the integration point or view, the phased process change appears naturally

• 한국정보통신학회:학술대회논문집
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• 한국정보통신학회 2012년도 춘계학술대회
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• pp.853-854
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• 2012

최근 물류환경은 고객 요구의 다양화, IT 기술의 발전 및 기업경영의 글로벌화 등으로 급격하게 변하고 있다. 특히 글로벌 물류로 인해 생산과 소비의 거리가 멀어짐에 따라 물류 비용 절감 방안은 기업의 경쟁력 확보에 절대적인 영향을 미치고 있다. 따라서 기업은 물류 경쟁력을 확보하기 위해 기업내에서 분산된 자원을 효율적으로 통합관리하기 위해 전사적 자원관리 프로그램인 ERP가 기업경쟁력 확보를 위한 새로운 도구로 주목받게 되었다. 본 논문에서는 수주업무, 구매업무, 생산관리, 품질관리 및 남품 관리를 체계적이고 효율적으로 제공하는 물류 ERP의 구축 방안을 제안한다.

• 경영과학
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• 제15권2호
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• pp.59-70
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• 1998

According to the Gartner Group, the market for ERP software in Korea is growing rapidly. However, the number of successful ERP implementations is quite few. Standard(unmodified) ERP's are built based on best practices. Improvements expected from successful implementation are based on best practices built into the software. Many improvements are lost through modification to "standard" software. Even minor changes in software can significantly reduce benefits. Both implementation time and risk factors are increased with modifications. We introduce a methodology, called package Enable Re-engineering (PER) and the main components of change management program by Ernst & Young. "To-Be" model could be developed through the software capabilities. And change management processes such as continuous education and self-developments are required. The philosophy of the change management processes is to let the software package drive the re-engineering practices and avoid moving the software toward the "As-IS" process. Extensive top management involvement, major focus on speed, extensive communication program, and "clear" picture of the future are essential components of change management. We are sure that the complied experiences and model have implications for practice and for academicians for their endeavors in their fields.

• 경영과학
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• 제15권2호
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• pp.33-44
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• 1998