• The Journal of Information Systems
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• v.12 no.1
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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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• v.16 no.4
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• pp.135-165
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• 2009

The major purpose of this study is to identify the factors influencing the implementation performance of ERP Systems from an integrated viewpoint. For this purpose, a research model is developed based on the literature reviews of ERP systems, contingency theory, and change management theory. The research model proposed fifteen variables as the factors influencing the implementation performance in the ERP systems. The data have been collected from the 164 enterprises which implemented ERP systems at least one year ago. The respondents were person in charge of ERP system of each corporation. The results of hypothesis testing through multiple regression analysis are summarized as follows. Firstly, standardization of work, concentration of decision making, top management concern and support, real user participation, project support goodness, ease of use, and system usefulness have positive influence upon non-financial performance. Secondly, market uncertainty, industrial competition, project support goodness, and customization minimization have positive influence upon financial performance. From the analysis, this research have identified important characteristics for the successful implementation of ERP systems. Consequently, this research ends with managerial and theoretical implications of the study results, as well as limitations and future research directions.

• Journal of Korea Society of Industrial Information Systems
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• v.17 no.7
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• pp.159-166
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• 2012

This study focused on the factors that are critical to Enterprise Resource Planning (ERP) system implementation success. This study employed a Delphi panel to explore the characteristics of ERP project success. The expert panel was comprised of executives from Korean organizations who had participated in and were experienced with ERP implementation projects. The two round Delphi study found the importance of senior management involvement/top management support in project. Additionally, the study found that the same Critical Success Factors(CSFs) existing in large-sized Korean organizations are also applicable to small or mid-sized Korean organizations.

• The Journal of Information Systems
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• v.15 no.2
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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.

• Journal of Information Technology Services
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• v.7 no.3
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• pp.97-114
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• 2008

Many companies have implemented ERP systems to enhance their process competitiveness. Since most ERP systems down to date are implemented and managed on each separated business-unit or company level, such systems run short of the consideration about global business processes and global system managements. In order to integrate a successful global ERP, it is essential to apply the well-systematic implementation methodology which considers global standardization and global IT requirements. It is, however, the actual circumstance that such well-structured methodologies for global ERP implementation are hardly shown not only from domestic site but from foreign one. This paper indicates the global ERP implementation guideline with integrated approach including; the standard process design for efficient execution of global business; the ERP implementation method considering global IT requirements; and, the management method for global system operation. GSI ERP methodology is composed of 3 Phase：Global Strategy Planning, Global Template Construction and Global Roll-Out. Phase1; Global Strategy Planning contains Environment Analysis, GSI direction and Implementation Plan. Phase2; Global Template Construction contains Business blueprint, GSI operation design and Global template implementation. Phase3; Global Roll-out contains local business analysis, local ERP implementation and Global ERP Operation.

• Korean Management Science Review
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• v.15 no.2
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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.

• Information Systems Review
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• v.4 no.2
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• pp.237-255
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• 2002

In this study, we develop a four phase model of ERP implementation, which includes Chartering phase, Project phase, Shakedown phase, and Onward and upward phase. We then examine how the completeness of each phase influences the implementation success as well as the completeness of next phase. The results of this study show that project phase and onward and upward phase both have significant impacts on the implementation success. We also find that all relationships between the completeness of previous phase and next phase are significantly positive.

• International journal of advanced smart convergence
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• v.10 no.3
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• pp.257-278
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• 2021

As the definition of the vendor-oriented implementation method, which was utilized in adopting an ERP system, has been centered around the project construction business, it was difficult for the EPR adopting organization to systematically prepare ERP projects and have enough deliberative opportunities to change-related policies. Furthermore, this method does not have a fully standardized construction process. Accordingly, by defining an organization that wants to adopt an ERP system as a customer, this paper develops the customer-based ERP construction process framework that assists both customers and developers who construct the system. For this purpose, this paper reviews the previous research and collects the construction processes of the commercial ERP SW vendor and ERP construction cases while proposing the three-layer process framework to construct ERP through the KJ method. The ERP process framework consists of 7 processes, 32 activities, 141 tasks while providing definitions for concepts of each component. Furthermore, the proposed processes and phases were set in order of the recommended execution, while the activities were suggested as an open-ended type so that the application and usability can be increased and polished by reflecting experts' opinions. The contribution of this study is to standardize the ERP project process by transforming the previous supplier-based ERP construction method into the customer-based one while providing important procedure and activity frameworks that apply to diverse ERP solutions per vendor. At the same time, this study provides an theoretical foundation to develop the construction process for the customer -based Cloud ERP. In practice, At the beginning of the ERP system construction project, it provides communication or process tailoring tools for the stakeholder.

• Journal of Korea Society of Industrial Information Systems
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• v.11 no.5
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• pp.198-206
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• 2006

It is a time honored value proposition that in rapidly changing business environment, only proactive and active companies will survive. Enterprise resource planning(ERP) system has been a competitive necessity. However, small and medium companies in Korea still need practical guidelines regarding on successful ERP implementation, especially in process issue identification and business goal setting. This case study investigates how Secui.com as an information security company founded in 2000 implemented an ERP system from the strategic perspective. Also it proposes the guidelines of how to establish an information system infrastructure and realize the benefits of IS-based management by ERP implementation.

• Journal of Information Processing Systems
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• v.17 no.3
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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.