• Journal of Korean Society of Industrial and Systems Engineering
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• v.28 no.2
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• pp.27-35
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• 2005

This paper investigates the importance and satisfaction levels according to factors on commercial Enterprise Resource Planning(ERP) packages in the view of end users when the ERP system is employed especially in SMEs. Considering the characteristics and functions of ERP packages, five factors (vendor, technology, function, A/S, price) are obtained based on the literature review. The proposed procedure consists of finding importance factors and satisfaction levels which support the selection of ERP packages for a certain SME. When a company tries to implement the ERP system, the findings in this paper suggest which ERP package is suitable for its own business environment.

• 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.

• 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.

• The Journal of the Korea Contents Association
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• v.15 no.2
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• pp.419-432
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• 2015

This study analyzed the moderating role of the suitability factors of corporate strategies and information system strategies targeting small and medium sized transportation companies in Korea. The analytical result has found that the suitable factors of corporate strategies and information system strategies play the moderating role in the ERP introduction factors and internal performance. In other words, the suitability factors of corporate strategies and information system strategies were analyzed to play the moderating role in support of CEOs, education/training, users' IT capabilities, standardization/formulation of business, infrastructure of information technologies, and internal performance. The result of this study based on the above analytical results has found that introduction performance will be maximized when ERP packages are introduced in the small and medium-sized transportation companies and corporate strategies properly harmonize with the introduction strategies of ERP packages in the companies.

• Asia pacific journal of information systems
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• v.12 no.4
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• pp.139-172
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• 2002

Comtemporary firms need capability of acquiring external knowledge and internalizing it to cope with environmental fluctuation. The paper analyzes the impact of absorptive capacity, an ability to recognize and utilize external knowledge, on knowledge acquisition of the firm, and examines the role of trust in the knowledge acquisition process. Data were collected from 84 domestic companies that had adopted ERP packages. The results indicate that prior experiences of knowledge acquisition, communication mechanism, and conflict resolution mechanism affect knowledge acquisition positively. Among those independent variables, communication mechanism and conflict resolution mechanism significantly and positively related with trust. Trust is, in turn, positively associated with knowledge acquisition. Meanwhile, previous knowledge base and prior relationship with the knowledge provider do not affect knowledge acquisition. Further, the results provide evidence that trust plays a mediating role between other absorptive capacity factors and knowledge acquisition.

• 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.

• Journal of Korea Society of Industrial Information Systems
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• v.6 no.4
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• pp.30-38
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• 2001

An enterprise resource planning (ERP) system is an enterprise wide management system made possible by information technology. Organizations have been implementing ERP packages for integrating the business process in various functions. ERP has been helping companies to automate their entire business processes within the organization as a whole instead of just in some functional units. This paper presents five case studies indicating that enterprise resource planning (ERP) systems do enhance the performance of manufacturing organizations. The ERP systems studied are from SAP, Baan, and Oracle. In all five cases, better cross-functional integration was a critical success factor.

• The Journal of Society for e-Business Studies
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• v.7 no.1
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• pp.129-140
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• 2002

To succeed in ERP construction, the purpose of ERP setup must be completed. To accomplish this end, it is required to analysis business process completely and make a plan in detail. For ERP providers', they must support a characterized ERP construction methodology and lower the construction cost by improving an ERP package by making it easy to customize. But, because imported EHP products that are supplied currently are designed for the standard and the rationality, they have a limit to support custom processes of domestic companies. On the contrary, ERP products by domestic companies are unable to support a consistent methodology of constructing ERP system. This is a main reason why much time and costs are consumed than that of an original plan. For solving the problems, ERP packages should provide a consistent process modeling methodology and a modeling tool which can support this methodology. Furthermore, customizing cost must be lowered by implementing reusable components from the process models. This Paper describes a component-based ERP Package system which has peculiar modeling tools and development tools. We describe the modeling methodology and the business component definition of the ERP system. Finally, we describe its customizing process based on these process designs and business components.

• Journal of Korea Society of Industrial Information Systems
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• v.5 no.3
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• pp.71-76
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• 2000

An enterprise resource planning(ERP) system is an enterprisewide management system made possible by information technology. Organizations have been implementing ERP packages for integrating the business processes in various functions. ERP has been helping companies to automate their entire business processes within the organization as a whole instead of just in sun functional units. This paper discusses the difficulties in the implementation process of ERP. Integration of core business processes throughout the supply chain; Tearing down of functional boundaries; Emergence of information technology as a process enabler.

• The Journal of Information Systems
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• v.14 no.1
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• pp.107-124
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• 2005

ERP systems are comprehensive sorfware packages that seek to integrate the complete range of lbusiness processes and functions in order to present a heuristic perspectives of a firm from a single information and information technlogy architecture. The ERP systems have delicate internal controls with built-in devices. It is known that the delicate internal controls help to enhance the accounting transparency. We empirically investigate the relationship between the ERP systems inplementations and an accounting transparency. In order to measure the accounting transparency differences, we compare the ERP systems implementation firms with firms which did not implement the ERP systems by 6 financial ratios (accruals, net profit margin, operation cash folo to sales, total debt to equity, accounts receivable changes, assets quality). Data are collecte from 135 firms implemented the ERP systems and 135 firms non-implemented the systems (the firms listed in the Korea Stock Exchange). We analyze financial statements from 270 firms for the period 2001-2003 to ezamine the 6 financial ratios differences. The results of 810 firms analyses over the 3-year period indicate that the ERP systems implementation firms show the statistically significant differences in the accrual ratio, the net profit margin ratio, operating cash flow to sales ratio, and total debt to equity ratio from the ERP systems non-implementation firms. But there is statistically no differences between the two groups for accounts receivable changes to sales ratio and assets quality.