• Proceedings of the Korean Information Science Society Conference
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• 한국정보과학회 2006년도 가을 학술발표논문집 Vol.33 No.2 (C)
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• pp.443-447
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• 2006

경영환경의 변화에 대한 기업의 대처능력이 곧 생존에 직결되고 있는 시점에서 이에 대한 해결책으로 통합업무 프로세스를 지향하는 ERP(Enterprise Resource Planning)을 통하여 경쟁력을 강화하려는 노력이 진행되고 있다. 그러나 ERP는 적용상의 어려움과 실제 업무와의 차이점으로 인하여 막대한 노력을 들이고도 성공적으로 업무에 활용되지 못하는 사례가 많은 실정이다. 특히 건설업의 경우는 주문생산 방식의 프로젝트 특성 및 영세한 외주업체와 협업해야 하는 환경요인으로 인해 전산환경과 정보화에 많은 제약사항들을 가지고 있다. 본 연구에서는 건설업체 D사의 예를 들어 건설업 ERP 패키지를 도입하여 업무 개선에 적용한 사례를 소개하였다. 건설사 고유 업무인 공사관리 업무 및 일반관리 업무를 대상으로 현행 프로세스를 진단하고 문제점을 도출하였으며 ERP의 Best Practice를 바탕으로 프로세스 개선방안을 제시하였다. 회사는 ERP와 유기적으로 연결된 개선안의 추진을 통해 지속적인 경영혁신 활동의 토대를 구축하였으며 이에 따른 정성적, 정량적인 성공요인을 분석하였다.

• Proceedings of the Safety Management and Science Conference
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• 대한안전경영과학회 2006년도 추계공동학술대회
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• pp.279-286
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• 2006

Since 1990's, many enterprises have implemented ERP System. Especially, they want to become an advanced company use ERP implementation. Already, ERP system come to high level which is stabilized and support independent business process of many industry sectors. Although most companies had previous good plans, but those are not satisfied. Because of failed to change management and had many problem about Project team operation. Therefore, important success factors for ERP project are change management and organization activation for Project team. The purpose of this study is suggest to improve method about team activation through analysis the Project team member's individual personality as a factor that makes the success of Project team. This paper studied success factors of project team and plan for organization activation. The results of this study can be used for a successful implementation of the ERP system as make of Project team consider of individual personality and administer a Project team.

• Journal of Information Processing Systems
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• 제17권3호
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• pp.473-488
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• 2021

The enterprise resource planning (ERP) system is a standardized and advanced business process that many companies are implementing now-a-days through customization. However, it affects the efficiency of operations as these customizations are based on uniqueness. In this study, we analyzed the impact of customized modules and processing time on customer service request (CSR), by utilizing the stacked CSR data during the construction and operation of ERP, focusing on small and medium-sized enterprises (SMEs). As a result, a positive correlation was found between unit companies and the length of ERP implementation; ERP modules and the length of ERP implementation; ERP modules and unit companies; and the type of ERP implementation and ERP module. In terms of CSR, a comparison of CSR processing time of CBO (customized business object) module and STD (standard) module revealed that while the five modules did not display statistically significant differences, one module demonstrated a statistically very significant difference. In sum, the analysis indicates that the CBO-type CSR and its processing cost are higher than those of STD-type CSR. These results indicate that companies planning to implement an ERP system should consider the ERP module and their customization ratio and level. It not only gives the theoretical validity that should be considered as an indicator for decision making when ERP is constructed, but also its implications on the impact of processing time suggesting that the maintenance costs and project scheduling of ERP software must also be considered. This study is the first to present the degree of impact on the operation and maintenance of customized modules based on actual data and can provide a theoretical basis for applying SW change ratio in the cost estimation of ERP system maintenance.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 대한산업공학회/한국경영과학회 2004년도 춘계공동학술대회 논문집
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• pp.60-63
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• 2004

본 논문은 ERP 시스템 구축 과정에서 구축 단계별 주요 성공 요인들이 구축과정에서 상호간에 미치는 영향과 구현 성과에 미치는 영향을 분석하는 체계를 도출하기 위한 탐색적인 연구이다. 기본 연구모형은 ERP시스템 구축단계를 사전 준비단계, 구현 단계, 정착 안정화 단계의 3단계로 나누고, 각 구축단계별 주요 성공요인을 정리하고 구현 과정에서 미치는 상호 영향과 구현 성과에 미치는 영향을 탐색하였다. 연구 방법은 한 기업의 심도있는 사례 연구를 통해 이루어졌다.

• Journal of Korea Society of Industrial Information Systems
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• 제22권6호
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• pp.61-69
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• 2017

ERP Systems can not meet All the Requirements that Needed in Their Enterprise Organizations. After the System Introduced, when it perates with Existing Systems or with New Systems, the Need for Strong Interface Technology along with the Appearance of the ERP have been gradually Increased. Interface Technologies for SAP R/3 Systems integrate Mulltiple R / 3 Systems and non R / 3 Systems, and play Important Role in Expanding the Company's Business Process. New VBA Approach was implemented as the Data Interface Design between SAP R / 3 and Other Systems. It proved to Reduce the Feeling of Resistance from User's Point of View. It also Proved to Improve the Operational Efficiency with More Convenient Input and Output Manner of Purchase Request Data.

• Journal of the Korea Safety Management & Science
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• 제14권1호
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• pp.147-154
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• 2012

The medium and small logistic companies that have an outsourcing contract from the large corporation are encountered with a problem to introduce the ERP system to their current business environment due to following risk of change in current business environment, high cost involved in investment, and lack of understanding of business requirement of ERP. Instead of build their own ERP system, the small and medium logistic companies are using the large corporation's ERP system and get the benefit of efficiency in management and control process. Therefore, it is more like the organization hierarchy, not collaboration between the medium and small companies with the large corporation. In this study, the survey method to find out how the medium and small logistic companies understand the importance of ERP system on continuous growth of business by AHP. as result, they are recognized. The benefit of the ERP system as having much effect on business competitiveness.

• The Journal of Information Systems
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• 제19권2호
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• pp.37-71
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• 2010

This article identifies factors affecting successful ERP systems by focusing on the stages after stabilizing ERP systems and overcoming temporary performance dip by introduction of ERP systems, and suggests change management tactics to control those identified factors. We can not expect that every users are familiar with the usage of an ERP system even after they are informed about the expected advantage of the newly implemented ERP system and trained intensively for changed business process and system usage while implementing a new ERP system. Moreover, even after more than six months usage of the system, the users may still have some trouble due to the reason why they have insufficient information about the expected advantage of the system (recognition gap) and insufficient knowledge about the changed usage of the system (knowledge gap). Hence, this article diagnoses by conducting a case study that those recognition and knowledge gap would have a severe bad influence upon the users' trust and satisfaction on ERP systems. This article suggests an appropriate change management tactics to overcome those recognition and knowledge gap by considering the relationship with the efforts for change management before, during, and after the introduction of ERP systems and performing an in-depth analysis on the users' dissatisfaction and request for update during the stages after the stabilization of the ERP systems. This article also shows a corroborative evidence that these efforts of change management consequently contributes to the solution of users' distrust and dissatisfaction. In sum, this article identifies the factors influencing badly on the magnitude and seriousness of knowledge and recognition gap, and suggests a conceptual research model which says that the satisfaction of ERP users could be uplifted by the solution of their knowledge and recognition gap if we keep making efforts on appropriate change management considering those identified factors during the stages after the stabilization of an ERP system.

• Journal of Industrial Technology
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• 제22권B호
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• pp.51-60
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• 2002

Currently, many companies are trying to be more competitive by implementing the most appropriate software package called ERP (Enterprise Resource Planning). ERP can support the company's business process. A manufacturing execution system (MES) is an industrial software system, as well as a manufacturing management function in make-to-order and make-to-stock manufacturing environments. This paper presents an architecture of MES. This study develops MES to identify the functional requirements of loading & scheduling in the automobile industry. This study shows the effectiveness of the proposed MES, how to develop MES and interface with ERP package.

• Journal of Information Technology Services
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• 제6권2호
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• pp.49-62
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• 2007

Characteristics of the motivation and performance of Enterprise Resources Planning (ERP) adoption in university organization are explored through case studies in this study. Generally, the modules for production, sales, and logistics management in a manufacturing company are substituted with new modules for student support, lecture operations, and research management in ERP for university organization. The motivation of ERP adoption is closely related to the purpose of improvement of business process operations and information system control rather than the environmental factors such as inter-organizational competition or increase of market uncertainty, differentially from enterprises cases. In addition, the financial performance such as cost reduction, labor substitution, and increase of productivity is relatively lower evaluated than the performance on organizational aspects or information system control.

• Proceedings of the Safety Management and Science Conference
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• 대한안전경영과학회 2003년도 추계학술대회
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• pp.89-92
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• 2003

현재 ERP(Enterprise Resource Planning)업계의 동향은 외산 전사적자원관리업체들이 국내 중소ㆍ중견기업 시장 공략에 적극 나서고 있다. SAP코리아와 한국오라클이 이미 국내 중소ㆍ중견기업시장을 타갓으로 한 제품을 선보인 데 이어 최근 마이크로소프트(MS)까지 이 시장에 본격적으로 뛰어들었다. 국내 ERP업계는 외산업체들의 공격적인 SMB시장 전략으로 국내 업체들 사이에서 살아남기 위해서는 제품의 완성도를 높이고 보다 주도면밀한 마케팅 전략을 구사하는 등 대응책을 마련해야 할 것이다. 또한 기업의 주요 업무에 대한 전산화는 개발요원들이 전산화를 요구하는 부서의 업무를 분석하고 각종 개발 툴을 이용하여 각 부문의 업무 프로세스에 맞게 구축하는 주문식 개발방법이 보편적이었으나, 기업들도 전문 소프트업체의 경영 어플리케이션 패키지(business application package) 제품을 구입해 구축하는 방식으로 변하고 있다. 따라서 본 연구에서는 현재 ERP를 운영하고 있는 국내 중소ㆍ중견기업 중에 하나인 K업체의 생산관리 모듈을 대상으로 하여 운영상의 문제점을 파악하고, 이에 따른 효율적인 운영을 위한 프로세스를 정의하고자 한다. 또한 K업체의 제조관련부분에 대한 업무분석을 통하여 ERP 프로젝트의 완성을 위한 목표설정과 범위, 실적 평가 기준정립을 마련하는 것을 목적으로 한다.