Enterprise resource planning survey of Korean manufacturing firms

Katerattanakul, Pairin; Hong, Soon-Goo; Lee, Jinyoul

doi:10.1108/01409170610717835

Cited by 91 publications

(35 citation statements)

References 30 publications

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“…To a great extent, the success of ERP system depends on the careful planning and successful management of the ERP project, refinement of the reengineering of the organization, and the post-implementation alignment of the ERP system with the organization's strategic direction (Katerattanakul et al, 2006).…”

Section: Business Process Reengineeringmentioning

confidence: 99%

Critical Success Factors across the Stages of ERP System Implementation in Sohar University: A Case Study

Shatat¹,

Dana²

2016

IJMAR

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Abstract:Enterprise Resource Planning (ERP) system is a great solution to many cutting-edge businesses if implemented successfully and if not will cause a gigantic destruction in the organization. This research paper describes the Critical Success Factors (CSFs) in ERP system implementation across the three implementation stages in Sohar University which are pre-implementation stage, implementation stage, and postimplementation stage. A case study approach was used to investigate the perceptions of the key stakeholders in the university to pinpoint the CSFs of the ERP project. Based on a review of the ERP literature and in-depth interviews with the key stakeholders, 10 CSFs for ERP implementation have been identified. These findings extend our understanding of the CSFs that are perceived as critical for the key stakeholders involved in introducing, installing, and updating ERP system I higher education setting.

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Section: Business Process Reengineeringmentioning

confidence: 99%

Critical Success Factors across the Stages of ERP System Implementation in Sohar University: A Case Study

Shatat¹,

Dana²

2016

IJMAR

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“…He 2003, Olhager and Selldin 2003, Ramirez and Garcia 2005, Katerattanakul et al 2006. It is based on a questionnaire developed for surveying targeted organisations to formulate a collective opinion on issues related to the objective of the study.…”

Section: Methodsmentioning

confidence: 99%

“…The major issues were found to be language, culture and currency. Katerattanakul et al (2006) presented the issues related to ERP implementation in Korean manufacturing firms, including pre-implementation activities implementation experiences, ERP system configuration, benefits and future directions. Ramirez and Garcia (2005) conducted an empirical study on the success of ERP systems in Chile.…”

Section: Literature Reviewmentioning

confidence: 99%

An exploratory study of ERP implementation in Saudi Arabia

Al‐Turki

2011

Production Planning & Control

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Enterprise resource planning (ERP) is being implemented by many organisations as a potential solution to their businesses. In spite of its appeal, ERP has challenges and difficulties in its realisation, especially in developing countries. In this article, existing trends and success factors for ERP implementation in Saudi Arabia is investigated. The results of this study apply, to a large extent, to other developing countries in the Middle East and other oil producing countries. The study captures the best implementation practices, difficulties encountered, critical success factors and benefits realised. Most organisations suffer serious time and/or cost overruns in ERP implementation. Management commitment and the existence of a clear strategic objective were found to be critical for the success of the ERP implementation. Change management programmes and extensive training were found to be essential for smooth implementation process.

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“…Mabert, Soni, and Venkataraman (2000), Olhager and Selldin (2003), and Katerattanakul, Hong, and Lee (2006) concerning the implementation of ERP systems in the US, Sweden, and Korea, respectively. However, a parallel progression is seen in that specific supply chain planning systems were being developed and have been gaining recognition, see e.g.…”

Section: Planning and Control Systems For The Supply Chainmentioning

confidence: 99%

Evolution of operations planning and control: from production to supply chains

Olhager

2013

International Journal of Production Research

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The focus of operations planning and control for manufacturing firms has expanded successively over the last 50 years. New principles, techniques, and systems have emerged that have allowed for new approaches. The perspective for planning and control has expanded from internal production operations to supply chain operations linking suppliers, manufacturers, and customers. In this paper, we take a historical perspective identifying the key trends and focus shifts in the evolution of planning and control, from shop floor control through material requirements planning (MRP), master production scheduling (MPS), and sales and operations planning (S&OP) to supply chain planning (SCP).Keywords: manufacturing; master production scheduling; material requirements planning; operations management; production activity control; sales and operations planning; shop floor control; supply chain planning IntroductionManufacturing firms have always sought ways to improve their competitiveness. During the first half of the twentieth century, internal manufacturing efficiency on the shop floor was largely sufficient for successful operations. However with increasing competition, companies have been forced to find new ways to improve their operations and to look beyond the walls of the factory. Today, firms need to be competitive in many areas, such as quality, delivery, cost efficiency, and flexibility, and must therefore plan and control their operations accordingly. The planning and control task has become more complex -lead times are shorter, product life cycles are shorter, bottlenecks must be utilised more efficiently, etc.There are many contributing factors to the evolution of operations planning and control. Over the last 50 years we have witnessed how new concepts and approaches have emerged and been implemented in manufacturing firms, some more successfully than others. The developments in information and communication technologies (ICT) have facilitated the gradual improvement of computer-based systems for operations planning and control. Rondeau and Litteral (2001) and Jacobs and Weston (2007) provide historical perspectives focusing on the software systems for manufacturing planning and control, discussing reorder point (ROP) systems, material requirements planning (MRP) systems, manufacturing resource planning (MRP II) systems, and enterprise resource planning (ERP) systems. However, neither sales and operations planning (S&OP) nor supply chains are discussed in these two reviews. Here, we provide an updated and broader perspective on the evolution of operations planning and control.In this paper, we take a historical perspective and review the evolution of operations planning control over the last 50 years. This time period can be, in principle, divided into five decades with different characteristics. We first review each decade and then discuss the evolutionary pattern over the last 50 years with respect to planning and control focus, planning concepts, systems design, and improvement focus. In particular, we highlig...

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Enterprise resource planning survey of Korean manufacturing firms

Cited by 91 publications

References 30 publications

Critical Success Factors across the Stages of ERP System Implementation in Sohar University: A Case Study

Critical Success Factors across the Stages of ERP System Implementation in Sohar University: A Case Study

An exploratory study of ERP implementation in Saudi Arabia

Evolution of operations planning and control: from production to supply chains

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