• 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.

• Korean Management Science Review
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• v.15 no.2
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• pp.83-90
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• 1998

Today, ERP becomes very popular as a vehicle of implementing an integrated information system since this package not only facilitates reengineering but also provides the function of generating consolidated financial statements. Yet a successful introduction strategy on the integrated information system needs to be set up because ERP has weaknesses as well as strengths. The strengths include the prompt reaction to environmental changes, the integrated management of information, the adoption of open systems, and the selection of modules according to functionsl However, the weaknesses of ERP include the provision of only basic functions, the development of package on international standard processes, and possible disadvantages to small and medium-sized firms. This paper is to suggest recommendations on the implementation strategy of ERP as an integrated information system. According to the case study with Firm A that has successfully implemented an ERP package, the most significant advantage of adopting ERP was that Firm A was able to implement an integrated information system for only six months. Finally, this research generates suggestions, such as the importance of the project team structure, the sufficient amount of time for education, and the minimization of the package modification.

• 한국디지털정책학회:학술대회논문집
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• 2004.11a
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• pp.343-358
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• 2004

Many IT specialists say that ERP (Enterprise Resource Planning) is the best way to manage resources in enterprise effectively. Actually lots of companies are using ERP solutions in the hope of getting competitiveness and employing global standard business practice. Wishing to take advantage of ERP S/W, companies have a preference for purchasing it and outsourcing ERP project. This paper is focusing on ERP Package assessment model in business firms. This paper finds out what differences there are in purchasing ERP S/W for organization characteristics and building characteristics, and suggests some guidelines of S/W development to venders. The results would be strong implications for ERP vendors. Especially this paper identify what the reasons and the checkpoints are when firms introduce ERP S/W. To do this, this paper used empirical data obtained from companies in South Korea and analyzed it using statistical software.

• Journal of Digital Convergence
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• v.2 no.2
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• pp.101-118
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• 2004

Many IT specialists say that ERP (Enterprise Resource Planning) is the best way to manage resources in enterprise effectively Lots of companies are using ERP solutions in the hope of getting competitiveness and employing global standard business practice. Wishing to take advantage of ERP S/W, companies have a preference for purchasing it and outsourcing ERP project. This paper focuses on ERP Package assessment model in business firms. This paper finds out what differences there are in purchasing ERP S/W for organization characteristics and building characteristics, and suggests some guidelines of S/W development to vendors. The results would be strong implications for ERP vendors. Especially this paper identifies what the reasons and the checkpoints are when firms introduce ERP S/W. To do this, this paper uses empirical data obtained from companies in South Korea and analyzes it using statistical software.

• Journal of the Korea Society of Computer and Information
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• v.21 no.12
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• pp.165-171
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• 2016

This study analyzes the relative importance of the introducing factors for the critical success factors in the implementation stage of the lifecycle of ERP system using Delphi technique and Analytic Hierarchy Process(AHP). In the 1st layer of the hierarchy, technical factor is evaluated as the most important factor among organizational, technical, and supplier factors. In the 2nd layer, choosing a proper ERP package is evaluated as the most important factor within 15 factors followed by process-oriented approach, technical suitability, minimized customization, integration and association of system with trading parter, association with legacy systems, and support and involvement of top management. As a result of this analysis enterprise should choose an ERP package that is suitable to its business environment, and make the best use of(take full advantage of) best practice that ERP package provides to optimize the existing business procedure or process(to approach the existing business procedure or process). This study also shows the range of customization of the features provided by the ERP package should be minimized.

• Journal of Information Technology Services
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• v.20 no.2
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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.

• Journal of the Korea Society of Computer and Information
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• v.22 no.2
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• pp.111-117
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• 2017

This study analyzes the relative importance of the introducing factors for the critical success factors in the implementation stage of the lifecycle of ERP system using Delphi technique and Analytic Hierarchy Process(AHP). In the 1st layer of the hierarchy, technical factor is evaluated as the most important factor among organizational, technical, and supplier factors. In the 2nd layer, choosing a proper ERP package is evaluated as the most important factor within 15 factors followed by process-oriented approach, technical suitability, minimized customization, integration and association of system with trading parter, association with legacy systems, and support and involvement of top management. As a result of this analysis enterprise should choose an ERP package that is suitable to its business environment, and make the best use of(take full advantage of) best practice that ERP package provides to optimize the existing business procedure or process(to approach the existing business procedure or process). This study also shows the range of customization of the features provided by the ERP package should be minimized.

• Journal of Information Technology Services
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• v.9 no.2
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• pp.107-127
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• 2010

Typical misconceptions on Enterprise Resource Planning (ERP) among practitioners and researchers are reviewed. Companies can make, buy, or rent ERP solutions, but typically, ERP is conceived as ready-made, off the shelf application software package. The benefits of ERP adoption are frequently generalized without proper clarification of the requisite conditions. The specific outcomes of ERP adoption are not adequately differentiated from those of general computerization. To avoid the side-effects caused by those misconceptions, we 1) clarify the concept of ERP and the methods of sourcing it, 2) specify the requisite conditions for the benefits from packaged ERP solutions, and 3) explain the generic characteristics of ERP, direct effects and resultant possible outcomes of the adoption of ERP.

• Asia pacific journal of information systems
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• v.10 no.3
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• pp.121-143
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• 2000

The enterprise resource planning(ERP) system becomes more popular as a vehicle of realizing an integrated information system, because this system not only facilitates the reengineering of processes in a firm but also provides the function of generating consolidated financial statements. However, ERP vendors have unsuccessfully provided methodologies on the customization of ERP packages although one of the important issues during the implementation of an ERP package is how to customize it. The purpose of this paper is to build a strategy on the successful customization of ERP packages. The result from the analysis of interviews with 25 consultants and experts in the ERP field recommends 14 customization strategies of an ERP package in the four areas of a firm: management, technology, organization, and environment. The analysis of the feedback from the consultants and experts generates the ranking of the 14 customization strategies.

• Proceedings of the Korea Association of Information Systems Conference
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• 1997.10a
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• pp.249-249
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• 1997

최근에 등장한 ERP system은 전사 자원을 통합 관리하여 생산성과 효율성을 크게 향상시켜 줄뿐만 아니라, package로 되어 있어 단기간에 system을 구축할 수 있게 해준다 는 측면에서 획기적인 system으로 많은 기업들의 주목을 받고 있다. ERP 뇬?은 C/S system으로의 downsizing, networking, internet/intranet, BPR의 수행, EIS 등 최근의 정보 기술을 망라하고 있기 때문이다. 그러나 module화된 package를 도입하기 위해서는 process를 package에 맞추어 줘야 하므로 필연적으로 BPR이 따르며 실제 도입사례를 보 더라도 system에 들어간 직접비용보다 표준화를 포함한 process 설계에 투자된 노력이 훨 씬 더 많다. 이제까지의 경험으로 볼 때, BPR은 성공보다 실패 확률이 더 높다. BPR의 실 패는 ERP system 도입에 치명적이다. BPR이 지금처럼 실패를 거듭한다면 ERP 또한 많은 장점에도 불구하고 성공하기 어렵다고 하겠다. 따라서 본 연구에서는 성공적인 ERP 도입을 위한 전제조건으로서의 process 재설계를 가로막는 요인은 무엇이며, 이를 극복하기 위한 대안으로서의 전략은 어떠해야 하는지 제시하고자 한다.