• Journal of the Korea Safety Management & Science
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• v.5 no.2
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• pp.145-154
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• 2003

Recently, many companies want to accept and operate ERP (Enterprise Resource Planning) system in their fields ERP does not only include business, but also include finance, account, trade, personnel and BPR(Business Process Reengineering). Especially, it is necessary to have ERP system for companies which have lots of external business such as trade and communication sector. And then, in this paper, I will think about OLTP (On-Line Transaction Processing) system for operating ERP system and improve its defects that can operate more effective sales, circulation, demand plan. But it is regrettable that I can not make a comparative analysis with other systems because the ERP system is still on the introductory stage for the company studies and the benefits have not been realized yet. Another limitation of this research is its narrow scope of study in which only the raw material inventory system for a single company is covered. In the future, however, ERP system would be adopted by many corporations, which would help us to launch a comparative study on the results of ERP system implementation as a future direction of research.

• Information Systems Review
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• v.5 no.1
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• pp.1-18
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• 2003

Many organizations experience that the value they gained from IT (information technology) investment is lower than they expected prior to the actual implementation of a system - the value gap between expected value and realized value from IT. Research on the barriers to the expectation and realization is of high importance both in practice and in IS research. This study analyzed such barriers observed in three companies that have adopted such IT systems as Enterprise Resource Planning (ERP), Supply Chain Management (SCM), and Customer Relationship Management (CRM) systems each. From analyses of the three companies we specifically identified eight types of barriers: barriers related to industry, organization, knowledge, resource, usage, competence, product, and safety. Common barriers among the three cases were classified into six types, e.g. lack of strategic mind-set, improper organizational structure, lack of human resource, etc. We expect that the results help managers in IS investment to minimize the valuation gap and maximize realized values.

• Journal of Information Processing Systems
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• v.12 no.1
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• pp.169-181
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• 2016

Organizations in some industries are still hesitant to adopt the Enterprise Resource Planning (ERP) system due to its high risk of failures. This study examined how industry classification affects the successful implementation of the ERP system. To achieve this goal, we reinvestigated the existing ERP Success Model that was developed by Chung with the data from various industry sectors, since Chung validated the model only in the engineering and construction industries. In order to test to see if the Chung model can be applicable outside the engineering and construction industries, the relationships between the ERP success indicators and the critical success factors in the Chung model and those in the sample data collected from ten different industry sectors were compared and investigated. The ten industry sectors were selected based on the Global Industry Classification Standard (GICS). We found that the impact of success factors on the success of implementing an ERP system varied across industry sectors. This means that the success of ERP system implementation can be industry-specific. Thus, industry classification should be considered as another factor to help IT decision makers or top-management avoid ERP system failures when they plan to implement a new ERP system.

• Journal of the Korea Society of Computer and Information
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• v.12 no.1 s.45
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• pp.243-252
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• 2007

In recent years, there has been a growing concern about enterprise resource planning (ERP) implementation in small and medium-sized enterprises (SMEs). In this study, we investigate the relationship among ERP software qualify, vendor support, user information satisfaction. and performance of ERP implementation. The empirical findings of this paper will allow SMEs to identify the importance of relationships with vendors and software itself for the successful implementation of ERP systems. The results provide a useful basis for the SMEs which have limited information capability to focus their attention on the software quality and vendor support in overcoming difficulties and obstacles facing the ERP implementation.

• The Journal of Information Systems
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• v.13 no.1
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• pp.77-95
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• 2004

According to the increase of organizational complexity and the change of rapid information technology environment, many firms have shifted their information technology(IT) strategy from developing information systems in-house to purchasing application software such as Enterprise Resource Planning(ERP) Systems. Marketing and Sales functions within a Korean automotive part company include developing new assembly products, determining pricing, taking customer's orders, and shipping assembly products to customers. Marketing and Sales Information System(MSIS) in ERP system plays an important role in next Production Planning process. MSIS also makes management reporting and decision making faster and more uniform throughout an organization. MSIS promotes thinking about corporate goals, as opposed to thinking only about the goals of a single department or functional area. This paper intends to design and implement a MSIS in ERP systems for Korean automotive part company using object-oriented methodology In order to accomplish the implementation of MSIS in ERP system, we employed UML as its standard modeling language. In this study, four diagramming techniques such as use case diagram, sequence diagram, class diagram, component diagram among eight modeling techniques are used for analyzing hierarchical business process. In traditional marketing and sales function, a company with an unintegrated information system can have marketing and sales data that is data redundant or inaccurate. MSIS integrated in ERP system can solve the sales forecast problem, which minimizes the total costs of production, inventory, and transportation under constraints of production capacity. Also, the use of UML methodology makes S/W programmers shorten the phase of analysis and design in the implementation of MSIS system, and increase the reuse of software and the interoperability with corporate internal Information system.

• Information Systems Review
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• v.10 no.1
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• pp.193-211
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• 2008

Effective Training has been recognized as one of the most important success factors for enterprise resource planning (ERP) system operations. However, both ERP system vendors and user companies have failed to provide an effective training method for users because practical business process cases cannot be formalized. Also, incomplete testing by ERP system vendors results in insufficient and ineffective user training. This paper suggests a scenario framework for ERP testing and training (SF-ETT). SF-ETT is constructed by expanding the practice-based ERP testing scenario construction framework designed for unERPII. SF-ETT contains concrete business process entities that users understand actually and provides practice definition, notation, and architecture.

• 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.

• International Journal of Computer Science & Network Security
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• v.24 no.4
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• pp.35-43
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• 2024

The development and integration of Enterprise Resource Planning (ERP) systems have consistently attracted attention from software engineering researchers. Many studies have examined the factors that influence successful ERP integration, while others have focused on introducing integration models that address issues and challenges that affect the successful integration of ERP. However, it is crucial to recognize that the key player in successful integration is the individual involved. This paper aims to investigate how individuals based on departmental attachments and experiences have viewed the factors that affected the success of ERP integration. A case study was conducted at one large organization namely Umm Al Qura University, Saudi Arabia. Five departments were involved namely: Financial management, purchasing management, warehouse management, human resources management, and the Deanship of Information Technology. The results of 78 participants were collected and analyzed. Furthermore, it was different how individuals from different departments involved in the ERP integration viewed the factors that affected the success of integration. In addition, it was noticed that individuals with different experiences have various views on the factors. Moreover, it was evident that departmental attachments and individual experience might play a role in the successful integration of ERP.

• Management & Information Systems Review
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• v.3
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• pp.1-14
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• 1999

Recently, information resource management(IRM) has a considerable interest among researchers and practitioners because the information resource have been found critical influence on organizational performance. The IRM construct has been defined a comprehensive approach to planning, organizing, controlling the resources, and activities associated with acquiring and distributing data to meet a business need. This study have several objectives: 1) to operationalize the measurement instrument of IRM, 2) to identify the factors influencing organizational performance, and 3) to suggest the research model between IRM and organizational performance and then 4) to provide reference for managers to assess the IRM implementation in their organization. By reviewing the literature, past experience, others' use, encouragement by others, and anxiety are selected as the factors influencing IRM. The IRM construct has been classified with eight dimensions : chief information officer, planning, security, technology integration, advisory committees, enterprise model, information integration, and data administration. Eight hypotheses concerning the relationship between each of the IRM and organizational performance are suggested in this study.

• Journal of applied mathematics & informatics
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• v.12 no.1_2
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• pp.233-241
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• 2003

The rolling schedule procedure has been an important part of the Enterprise Resource Planning (ERP) systems. The performance of production planning in an ERP system depends on the selection of the three parameters in rolling schedule procedure: frozen interval, replanning interval, and planning horizon (forecast window). This research investigated, in a theoretical approach, the combined impact of selections of those three parameters. The proven mathematical theorems provided guidance to re-duction of instability (nervousness) and to seek the optimal balance between stability and responsiveness of ERP systems. Further the theorems are extended to incorporate the cost structure.