• 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.

• Journal of Information Technology and Architecture
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• v.11 no.3
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• pp.311-320
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• 2014

The purpose of this research is to understand, through a case study, how the flexibility of Headquarter(HQ) and subsidiaries makes an effect on performance of global ERP system implementation in a global firm. The questions of this research are as follows. First, what types of flexibility are there for HQ and Subsidiary, respectively, which are related with global ERP system implementation? Second, how much impact do these types of flexibility have on the performance of global ERP system implementation? This research suggests three types of flexibility for HQ and three types of flexibility for subsidiaries that are related with the global ERP system implementation. In this study, BorgWarner, a global automobile parts manufacturer, was selected and analyzed to find out what kinds of flexibility contributed to enhancing its global ERP system implementation performance.

• 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.

• The Journal of Society for e-Business Studies
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• v.2 no.2
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• pp.137-153
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• 1997

The acceptance of enterprise resource planning (ERP) system in the industries is essential to enhance the enterprise-wide productivity and global competitiveness. In this study, we first describe the needs for the ERP system and the structural backgrounds of the system. Then we suggest our strategies for the implementation of the standard ERP system under the small and medium enterprises (SMEs).

• Journal of Information Technology Services
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• v.16 no.4
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• pp.77-97
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• 2017

ERP is an essential information system (IS) that many companies are operating on the basis of this solution. Since ERP is a very important system that is used in business operation and provides quantified information about the efficiency and productivity of the business activities, difference of competitiveness between companies that have successfully implemented ERP and those that do not have is very large. According to a survey done by a global consulting firm, far less than half of the companies are evaluated as successfully internalizing ERP into their organizations. Therefore, there is a need for an accurate assessment of ERP usage and an improvement of ERP based on it and the need become to increase largely. However, in reality, there is neither the systematic evaluation methods or any research about this topic. This study proposes a framework for evaluating the routinization of ERP throughout the life cycle of the ERP based on both the literature in the enterprise architecture, ERP lifecycle, ERP success areas, and actual experience of the authors in ERP implementation. The proposed framework intends to satisfy the following functional requirements : 1) the entire lifecycle of ERP should be evaluated; 2) evaluation of ERP should be performed from the enterprise-wide perspective; 3) evaluation should focus on the core activities of the organization; and objective evaluation criteria should be used in the evaluation.

• Journal of Information Technology Applications and Management
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• v.10 no.1
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• pp.61-70
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• 2003

Many enterprises have implemented packaged enterprise resource planning (ERP) solutions rather than system development on the promises of feasible strategic benefits. Typical feasible benefits include adoption of global standards and processes through a proven integrated system, continuous version upgrading by vendors, and thus the easiness of system maintenance. The objectives of this research are to identify what makes a post-implementation success of ERP system and to figure out the critical issues and factors for the successful upgrade of packaged ERP systems. This case study was conducted based on five different organizations that have experienced system upgrade implementation. Success factors of ERP system upgrade include (1) clear statement of upgrade goals, (2) good coordination and communication among the implementation partners, (3) thorough management of customization and maintenance history including documentation, (4) Planning of system requirements of higher version, and (5) redefinition of role between business departments and IT department.

• Journal of the Korea Society of Computer and Information
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• v.12 no.6
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• pp.279-286
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• 2007

The competitiveness of a corporate has always been an endeavor factor in the field of Business Management and with introduction of computer, various system; Decision Support System. Executive Information System. Management Information System has dramatically improved the competitiveness. According to the environmental change, organizational complexity. rapid information technology development. it is accelerated to introduce the Enterprise Resource Planning(ERP) System. ERP System is considered as an important tool for management innovation. Korean enterprises have been adopting ERP to reinforce competitive power and to realize global standardization in recent years. This study on the performance of ERP Systems is designed to take a look at the importance, outcome factors of information system, the quality measurement of the information system, and breaking the quality of the information system into system quality, information quality.

• Journal of Korea Society of Industrial Information Systems
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• v.16 no.1
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• pp.49-58
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• 2011

Among the various ERP solutions, SAP R/3 solution has been chosen because SAP system follows global standard processes which include most of business solutions for various industries. The ERP education is limited by learning theory only and they are not sufficient for understanding wide scale of business processes. Real world scenarios with hands on experience approach will be the core aspect of this article. As per real world scenarios, "ChungBuk Motors. Corp." has been created and students are asked to create the organization structure and the procurement process for this virtual enterprise. As a result, students attending this class showed better understanding of overall ERP system comparing to the students attended other ERP classes. The hands-on experience with real-world scenarios proved that it is most practical and efficient solution for educating ERP system.

• Journal of Korea Society of Industrial Information Systems
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• v.21 no.2
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• pp.93-105
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• 2016

Many companies have attempted to strengthen competitiveness by introducing information technology ERP system in a changing and global competitive business environment. However, ERP systems can not meet all the requirements that occur in the enterprise. After the system introduced, When it operates with existing systems or with new systems, the need for strong interface technology along with the appearance of the ERP have been gradually increased. In this paper, we selected SAP R/3 system as a typical ERP system. Among the modules of SAP R/3, MM module was chosen. Interface technologies for SAP R/3 Systems integrate mulltiple R/3 systems and non R/3 systems, and play important roles in expanding the company's business process. 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 in a convenient input and output manner of purchase request data.

• Information Systems Review
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• v.4 no.1
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• pp.19-31
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• 2002

The JTEL's success case of implementing ERP through ASP is studied in this paper. This paper especially presents the detail processes of implementing ERP through ASP and the advantages of that. Critical success factors in this case study are that pre-prepared ERP template and repetitive prototyping methodology was successfully utilized and that end users involved positively and accepted the standard best-practice processes of the ERP template in this project. These factors reduced ERP training periods and also the whole implementation periods, which made the project time quite short and TCO less. Considering these success factors, ASP method provides the advantages of global e-business IT environment, continuous new IT technologies and flexible response to the business changes to the small and medium firms. Finally, the paper suggests the new direction and possibility for small and medium firms focusing on the core competency and utilizing new system infrastructure through ASP method compared with in-house implementation.