企业资源计划ERP外文文献翻译译文3200字Word格式.docx
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企业资源计划ERP外文文献翻译译文3200字Word格式.docx
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Planning:
A
cost-based
business
case
and
implementation
assessment."
Human
Factors
Ergonomics
in
Manufacturing
&
Service
Industries
14.3
(2014):
239-256.
(声明:
本译文归XX文库所有,完整译文请到XX文库。
)
原文
ERP—EnterpriseResourcePlanning:
Acost-basedbusinesscaseandimplementationassessment
S.W.Han
Hi-TechConsultingCenter,LGCNSCo.,Ltd.,8F,PrimeTower
#10–1,Hoehyun-dong,2-ga,Jung-gu,Seoul,100–630,Korea
Abstract
Thisarticleprovidesthekeyfactorsthatarecriticaltothesuccessfulimplementationofenterpriseresourceplanning(ERP).ItreportstheresultsofastudycarriedouttoassessanumberofdifferentERPimplementationsindifferentorganizations.Acasestudymethodofinvestigationwasused,andtheexperiencesoffivemanufacturingcompaniesweredocumented.Also,thisstudyexploresandproposesanERPsystemselectionprocessandacost-basedbusinesscaseapproach.ThecriticalfactorsintheadoptionofERPareidentifiedaslearningfromtheexperiencesofothers,appointingaprocessinnovator,establishingcommitteesandprojectteams,trainingandprovidingtechnicalsupportfortheusers,andimplementingappropriatechangestotheorganizationalstructureandmanagerialresponsibilities.FormoreeffectiveERPimplementations,weadvisebuildingasupportivecultureandenvironmentwithastrongemphasisonhumanandorganizationalaspects.
1.INTRODUCTION
Throughoutthe1990s,mostlargeindustrialcompaniesinstalledenterpriseresourceplanning(ERP)systems;
thatis,massivecomputerapplicationsallowingabusinesstomanageallofitsoperations(finance,requirementsplanning,humanresources,andorderfulfillment)onthebasisofasingle,integratedsetofcorporatedata.ERPpromisedhugeimprovementsinefficiency;
forexample,shorterintervalsbetweenorderandpayments,lowerback-officestaffrequirements,reducedinventory,andimprovedcustomerservice.Encouragedbythesepossibilities,businessesaroundtheworldinvestedsome$300billioninERPduringthedecade(Dorien&
Malcolm,2000).
Whatmostattractedmanyachiefinformationofficerwastheopportunitytoreplaceatangleofcomplex,disparate,andobsolescentapplicationswithasingleY2K-compliantsystemfromareputableandstablevendor;
oneKoreanmajoroilcompany,forexample,managedtoswitchoff70oldsystemswhenERPwentlive.ByenteringcustomerandsalesdatainanERPsystem,amanufacturercangeneratethenextcycle’sdemandforecast,whichinturngeneratesordersforrawmaterials,productionschedules,timetablesforshifts,andfinancialprojectionswhilekeepingclosetrackofinventory.
AstheadoptionofERPhasincreasedbymanufacturingfirms,sohastheresearchbyacademicsandresearchersintoallaspectsofusingtheseinformationtechnologies,coveringplanning,implementation,integration,management,andexploitation(Lee&
Lee,2000;
Parr&
Shanks,2000;
Sumner,2000).Someexamplesofthesestudiesinclude:
astudyofERPin20BritishcompaniesbyCurrie(1996),astudyof95informationsystemsbyJaikumar(1997)inNorthAmerica,andastudyofERPandotherinformationsystemsintheUnitedKingdombyBessantandHaywood(1999).
PreviousfieldstudiesexaminingERPimplementationshavefoundthatexpectationsofERPwillnotbebroughttofruitionunlessaholisticapproachistakeninplanning,acquiring,implementing,andexploiting.Oneofthecriticalissuestobeconsideredinthedecisionmakingprocessisthatthelinkbetweentheinformationsystemandbusinessstrategymustrelatetothecompetitiveprioritiesandthepositioningoftheorganization.Thechoiceofinformationsystem,forwhichmanyoptionsexist,mustbedrivenby,andcloselyalignedwith,thebroaderframeworkofcompetitivepositioningdecisions.Thebasicquestion“Howdowecompete?
”mustbeansweredbeforeinformationsysteminvestmentdecisionsaremade.Therefore,thisarticlehasthreedistinctiveparts.ThefirstdescribesERPsystemselectionprocessinimplementation,thesecondaddressesacost-basedapproachtothebusinesscase,andthelastprovidesthekeyfactorsthatarecriticaltothesuccessfulimplementationofERP.Inthelastpart,theexperiencesoffiveKoreanorganizationsthataredoptedERPinrecentyearsareanalyzed.AcasestudyapproachwasusedtoexplorehereasonsforadoptingtheERP,planningandimplementationissues,benefitsachieved,andthelimitationsanddifficultiesassociatedwiththeERP.
2.ERPSYSTEMSELECTIONPROCESS
ERPsystemsofferpervasivebusinessfunctionality.Becauseofthispervasiveness,implementationshaverangedfromgreatsuccessestocompletefailures.Therefore,adviceisfrequentlysoughtinselectingsystems.However,wehaveconcludedthatthereisnosystemthatisbestforallcompanies,butratherthereisaprocessyoucangothroughtofindtherightsystemforyourcompany.Theprocessstartswithassemblingacompetentprojectteam,addressingbusinessneeds,exploringalternatives,developingcriteria,andmakinginformedjudgmentsthatleadtoasuccessfulsystem.
3.ACOST-BASEDBUSINESSCASEAPPROACH
ManycompaniesfindERPsystemshelpthemmakebetter-informeddecisions.Othersdiscovertoolatethattheirpurchasehasbeenbasedmoreonfaiththangoodjudgment,andrunuptensorevenhundredsofmillionsofdollarsinextracostsandscheduledelays(Sethi&
King,1994).How,then,canseniormanagersensurethattheircompaniesbuildasoundbusinesscasefordeployingERPsystems?
Andwhatcantheydotoguaranteethatthepromisedbenefitsarenoteclipsedbythecostsofintegration,processredesign,andtraining?
Oneansweristotakeacost-basedapproachtothebusinesscase.
Hardreturns,suchasreducedheadcountresultingfromstreamlinedoperations,aresimpletopredictandcontrolbutareonlypartofthepicture.Softreturns,suchasrevenueoremployeeproductivitygains,areneithereasytopredictnorunderacompany’sdirectcontrol(Gorry&
Morton,1971).TheproblemisacommononeinevaluatingITinvestments(Dempsey,Dvorak,Holen,Mark,&
Meehan,1998).
InthecaseofERPsystems,thelengthofthepaybackperiodandthesizeoftheinvestmentneeded—intermsofbothcashandhumanresources—makeitunwisetoassessaprojectonanythingbutahard-returnsbasis.ThisisnottosuggestthatanERPsystemcannothelpacompanyboostrevenue,orthatemployeescannotlearntobecomemoreproductivewiththeaidofasuperiormanagementinformationsystem.ButthedifficultyandexpenseofdeployingERPmeanthatmostcompaniesshouldappraisesuchaninvestmentpurelyintermsofitspotentialtocutcosts.
4.THEKEYFACTORSFORSUCCESSFULERPIMPLEMENTATION
4.1.OverviewofCaseStudy
Thefiveorganizationsinvolvedinthisstudywerechosenafterpreliminarydiscussionwiththecompanycontactconcerningtheaimsandobjectivesoftheresearchproject.Potentialcompaniesforparticipationinthestudywereinitiallyidentifiedthroughvarioussources;
thatis,suggestionsbyfacultyandstaffmembers,existingongoingpersonalcontactswithlocalcompaniesmanagers,newcontactsmadewithcompanyrepresentativesparticipatinginconferencesandseminars,andpublicityofthecompany’snewlyacquiredinformationsysteminthemedia.
4.2.FieldInterviews
Basedontheauthor’spreviousresearchinERP(Park&
Han,2002;
Sohaletal.,2000)andtheliterature,aninterviewquestionnairewasdevelopedandusedinfieldinterviews.Theinterviewguide(questionnaire)focusestheinquiryproceduresandensuresreasonablyconsistentinquiryproceduresatallsites(Gosse,1993).Severalvisitsweremadetoeachcompany.Duringtheinitialmeetingwithseniormanagement(typicallythemanagingdirector,generalmanager,orplanmanager),theaimsandobjectivesoftheresearchprojectweredescribedanddiscussedinsomedetail.Discussionwithseniormanagementfocusedonissuessuchastheoverallstrategyoftheorganization,thebasisofcompetitiveadvantage,competition,thecompany’sperformanceinrelationtothedimensionsofcompetitiveness,reasonsforimplementingtheparticularinformationsystem,theirroleinplanningandimplementationoftheinformationsystem,andthebenefitoftheinformationsystemtotheorganization.
4.3.ResultandSummary
Thetapedinterviewsweretranscribedandwrittenupintheformofcasestudies.Thisprocesstookaconsiderableamountoftimeaseachcasestudywentthroughanumberofdrafts,sometimesgoingbacktothecompaniesforfurtherdetailsorreplayingthetapedinterviews.Thecasestudieswerethensenttothecompanycontactforverificationandpermissionforgeneraluseinpublications.
Thewrittencasestudieswerethenusedtounderstandthefollowing:
Competitiveprioritiesandcompanygoals;
Reasonsforadoptingthenewinformationsystem;
Planningandimplementationprocedures/issues;
BenefitsachievedfromtheERPinvestment;
ThedifficultiesandlimitationsassociatedwithadoptingtheERP.
Theresultsofthisanalysisarepresentedbelowundereachoftheaboveheadings.
5.LIMITATIONSOFTHESTUDY
ThisstudyisthefirstattempttodiscussanddescribeexperiencesofERPimplementationinKorea.ThefindingsandresultsarepracticalratherthantheoreticalbecausetheparticipantsofthesurveyareactuallyERPusers.Inspiteofthisstrength,thestudyhasweaknesses.Somelimitationsoriginatedfromtheapproachofourresearch.First,wehadtorelyontheretrospectiveexperiencesoftherespondents.Itmaybearguedthatrespondentviewsmightbebiased.Second,oursamplesarelimitedtoKorea.Therefore,generalconclusionsmustbemadewithcaution.Additionally,theimplementationo
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