企业资源计划ERP外文翻译.docx

企业资源计划ERP外文翻译.docx

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企业资源计划ERP外文翻译

文献出处：

HanSW.ERP—EnterpriseResourcePlanning:

Acost‐basedbusinesscaseandimplementationassessment[J].HumanFactorsandErgonomicsinManufacturing&ServiceIndustries,2004,14（3）:

239-256.

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）.

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,theimplementationofERPinKoreahasthebarriersinherentintheprocessoftechnologytransferbecauseERPinKoreacomesprimarilyfromdevelopedcountries.TheliteratureontheimplementationofERPhasbeenwritteninthecontextofdevelopedcountries,primarilytheUnitedStatesandEurope.Thefindingsofthisstudy,togetherwithotherstudiesfromdevelopedcountries,showthathumanandorganizationalfactorsplayacentralroleintheERPimplementation.However,ERPisnolongerrestrictedwithincountries,becauseofglobalization.Therefore,thefindingsofthisstudycanbemorethananindicatorofothercountriesaswell.

6.CONCLUSIONS

ThisstudyexploresandproposesanERPsystemselectionprocessandacost-basedbusinesscaseapproach.BeforeselectinganERPsystem,abusinessmustfirstlookatitselfandunderstanditssubstance,askingtwoveryfundamentalquestions:

“Whatarewe?

”and“Whatdowewanttobe?

”ThetypicalstepsofERPselectioninvolveplanning,analysis,vendorscreening,in-depthevaluation,anddecisionfinalization.Incontrasttoothersoftwareselections,acomprehensiveERPselectionismademorecomplexbythescopeofapplicationfunctionality,changeimpact,size,andintegrationrequirements.Mostorganizationsstruggletocommitacoreteamoffull-timeresourcestotheproject.Ourexperience