• 산업경영시스템학회지
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• 제25권3호
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• pp.64-77
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• 2002

In every sectors of industry, the Business Process Reengineering(BPR) has been applied for taking competitive advantage under rapidly changing environment. A company adopting the BPR has begun to consider the introduction of Enterprise Resource Planning ERP systems. ERP systems can integrates many core activities of business, such as manufacturing management, human resource management, financial management, supply chain management by applying the best practices to facilitate a rapid decision-making, cost reductions, and organizational control. Unfortunately, however, many tentative risk factors are existed through each phase of the introduction of ERP systems. As a result, it can bring an enormous benefits to a company or it can be a disastrous for organization. Therefore, two critical questions regarding the introduction of ERP systems should be analyzed before actual introduction has happened. They are "how can ERP systems be introduced successfully\ulcorner" and "what are the critical success factors for each phase of introduction of ERP systems\ulcorner". Through this research, We studied and analyzed the characteristics of critical success factors requiring at each phase of the introduction of ERP systems by applying the questionnaire survey method. Finally, we suggest the list of barriers and critical success factors for each phase of introduction of ERP systems.tion of ERP systems.

• 경영과정보연구
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• 제26권
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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.

• 한국디지털정책학회:학술대회논문집
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• 한국디지털정책학회 2007년도 춘계학술대회
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• pp.181-188
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• 2007

In today's dynamic and turbulent business environment, in order to become globally competitive, many companies are trying to get closer to the customer and deliver value added product and services in the shortest possible time which demands integral ion of business processes of an enterprise. Enterprise Resource Planning (ERP) is such a strategic tool, which helps the company to gain competitive edge by integrating all business processes and optimizing the resources available. This paper throws light on how ERP evolved, what makes up an ERP system and what it has to offer to the industries. The paper includes the role of ERP, perception of ERP value, ERP plan and direction. The author also argues checkpoints as a preview to ERP introduction.

• 디지털융복합연구
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• 제5권1호
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• pp.9-15
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• 2007

In today's dynamic and turbulent business environment, in order to become globally competitive, many companies are trying to get closer to the customer and deliver value added product and services in the shortest possible time which demands integration of business processes of an enterprise, Enterprise Resource Planning (ERP) is such a strategic tool, which helps the company to gain competitive edge by integrating all business processes and optimizing the resources available. This paper throws light on how ERP evolved, what makes up an ERP system and what it has to offer to the industries. The paper includes the role of ERP, perception of ERP value, ERP plan and direction. The author also argues checkpoints as a preview to ERP introduction.

• 정보학연구
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• 제12권2호
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• pp.13-29
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• 2009

ERP in the past, primarily centering on large enterprises and the introduction of competition in the global e-business, but along with the proliferation of small and medium-sized enterprises are now in earnest, or to take advantage of the introduction of the ERP plan. However, the introduction of the ERP cost and the effort required to develop, because many never previously introduced ERP expect that the introduction of cost and performance comparisons with the measurement is necessary. Until now, however, the introduction of a framework of analysis followed the introduction of ERP primarily to measure performance of a major improvement. This research, in addition to improving the performance of these tasks have been overlooked until now for the system's user satisfaction BSC (Balanced Scorecard) models and techniques using AHP-specific understanding of the Company (Group executives, middle managers groups, and user groups) Importance of priorities you want to analyze. In summary, the key findings of this study follows. First, ERP user satisfaction measurement for the balanced scorecard indicators in terms of the redevelopment. Second, the information system user satisfaction to the user layer (Layer 3), grouped by the measure. Thirdly, the user satisfaction of the important topics for attention as quantified by measuring the hierarchy. This model is for satisfaction levels as quantitative of future users of the new system, information systems and the introduction of a new model of development based on the evaluation data will be able to take advantage of.

• 한국산업정보학회논문지
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• 제12권5호
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• pp.133-145
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• 2007

많은 기업에서 ERP시스템을 도입함으로써 경쟁력을 향상시키기 위한 노력을 하고 있으며, 이에 대한 연구도 많이 되어 왔으나 공기업을 대상으로 하는 ERP시스템의 도입성공요인을 규명하는 연구는 거의 없었다. 따라서 본 연구는 공기업을 대상으로 ERP시스템을 도입하고 이를 통해 혁신을 확산할 수 있는 방안을 모색하여 제시하는데 목적이 있다. 이를 위해서 ERP시스템 도입특성요인이 혁신확산과 성과에 미치는 영향에 대해 공기업을 대상으로 설문조사를 실시하였고, 다중회귀분석을 이용하여 가설 검증을 하였다. 그 결과 도입특성은 수직적 확산에 영향을 미치며, 성과에도 직접 및 간접효과가 있음을 알 수 있었다.

• 한국산학기술학회논문지
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• 제15권4호
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• pp.2093-2103
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• 2014

본 연구는 국내의 중소업체를 대상으로 하여 ERP 도입요인과 도입성과 간에 공급사 적합성 요인이 미치는 영향에 대한 연구로, 대부분의 국내 기업에서 ERP 패키지를 도입할 경우 외부전문 업체에서 이미 개발한 패키지를 도입하는 경우가 많기 때문에 ERP 패키지의 공급사와의 적합성 요인이 ERP 도입 성과에 조절적인 역할을 하는지를 검증하고자 하였다. 연구 결과, 공급사 적합성 요인은 ERP 도입 요인과 성과 간에 조절적 역할을 하고 있는 것으로 분석되었다. 즉, 공급사 적합성 요인은 최고경영자 지원, 교육/훈련, 사용자 IT 역량, 업무 표준화/공식화 등으로 설정된 4개의 변수들과 내부성과 간에 조절적인 역할을 하는 것으로 분석되었다. 그러나 정보기술 기반구조와 내부성과 간에는 조절적인 역할을 하지 않는 것으로 분석되었다.

• 한국IT서비스학회지
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• 제20권2호
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• pp.57-76
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• 2021

Today's ERP system has become a core system of IT·SW that not only supports and manages enterprise resources efficiently, but also encompasses major business tasks. In other words, the ERP system is an essential strategic element for the survival of a company as a powerful means to innovate the management of an organization. This study analyzed the impact on the utilization of IT·SW from the perspective of the entire organization's process without limiting the performance evaluation of the ERP system itself, which is a core system of a company. The measurement data for evaluating the performance of the ERP system was the 2018 domestic company IT·SW utilization survey result report (subject to survey : 3,017 domestic companies with 10 or more employees). Based on this data, this study analyzed the impact of the ERP system on the entire enterprise's IT·SW utilization. In particular, attention was paid to whether there would be a difference in the use of IT·SW if the type of ERP system introduction was changed through the improvement of the business process of the company. Multiple regression analysis was performed using the statistical package SPSS 25. As a result, among the ERP system introduction types, the greatest degree of (+)influence on the company's IT·SW utilization is when the ERP package SW or ASP service is used as it is. Although the difference is insignificant, the second case was to build an ERP system through self-development or outsourcing, followed by customizing the package SW or system through self-development or outsourcing. Through the results of this study, it is expected that the organization will improve the business process and use the standard ERP package SW as it is without modification, thereby effectively enhancing the use of IT·SW of the company and leading to management performance.

• 경영과학
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• 제15권2호
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• pp.71-81
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• 1998

ERP is a new concept which attempts to combine the applications of BRP and information technology in order to enhance the competitive positions of the firms in a rapidly changing environment. It is expected that a paradigm transition will take place which transforms the current practice of in-house development into the introduction of ERP packages. In response to this trend. ERP introduction strategies need to be investigated. This paper reports the case study of Standard Telecom Co. in successfully implementing Oracle ERP applications package. It describes the background, implementation strategy, project management, benefits, and the critical success factors of the Vanguard Project.

• 한국콘텐츠학회논문지
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• 제15권2호
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• pp.419-432
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• 2015

본 연구는 국내의 중소 운수업체를 대상으로 하여 기업의 전략과 정보시스템 전략의 적합성 요인이 ERP 내부 성과에 조절적인 역할을 하는지를 분석하였다. 분석결과, 기업의 전략과 정보시스템 전략의 적합성 요인은 ERP 도입요인과 내부성과 간에 조절적 역할을 하고 있는 것으로 분석되었다. 즉, 기업의 전략과 정보시스템 전략의 적합성 요인은 독립변수로 설정된 최고경영자의 지원, 교육/훈련, 사용자 IT 역량, 업무 표준화/공식화, 정보기술 기반구조와 내부성과 간에 조절적인 역할을 하는 것으로 분석되었다. 위와 같은 분석결과에 따라 본 연구에서는 국내 중소 운수업체에서는 ERP 패키지를 도입할 경우, 기업 내부적으로 기업의 전략과 ERP 패키지 도입 전략이 적절하게 조화를 이룰 때 도입성과가 극대화 될 것이라는 연구결과를 얻을 수 있었다.