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Please use this identifier to cite or link to this item: http://ir.lib.stu.edu.tw:80/ir/handle/310903100/2182

Title: Factors Influencing the Effectiveness of ERP Implementation at Hanoi Department of Information & Communication in Vietnam
Factors Influencing the Effectiveness of ERP Implementation at Hanoi Department of Information & Communication in Vietnam
Authors: 張淮方
Truong Hoai Phuong
Contributors: 溫嘉榮
資訊管理系碩士班
Keywords: Enterprise Resource Planning Systems;Critical Success Factors;Ha Noi Department of Communication and Information
Enterprise Resource Planning Systems;Critical Success Factors;Ha Noi Department of Communication and Information
Date: 2011
Issue Date: 2011-05-26 11:18:00 (UTC+8)
Publisher: 高雄市:[樹德科技大學資訊管理系碩士班]
Abstract: The implementation of enterprise resource planning (ERP) systems supporting business processes across many different departments and partners has been known to be much more difficult than the development of a computer application supporting a single business function. In this article, we present a case study of an ERP system application by a small business. Jinyang Oil Seal Co., Ltd. is a professional oil seal manufacturer for automobiles and electronic equipment in Korea. Jinyang has recently adopted and implemented an ERP system, which has helped the organization to achieve a competitive advantage. This article reports how Jinyang coped with the typical challenges that most small business organizations face when implementing an ERP system
Enterprise Resource Planning (ERP) systems are highly integrated enterprise-wide information systems that automate core business processes. The ERP packages of vendors such as SAP, Baan, J.D. Edwards, Peoplesoft and Intentia represent more than a standard business platform, they prescribe information blueprints of how an organization’s business processes should operate. In this paper the scale and strategic importance of ERP systems are identified and the problem of ERP implementation is defined. A Critical Success Factors (CSFs) framework is proposed to aid managers develop an ERP implementation strategy. The framework is illustrated using two case examples from a research sample of eight companies. The case analysis highlights the critical impact of legacy systems upon the implementation process, the importance of selecting an appropriate ERP strategy and identifies the importance of Business Process Change (BPC) and software configuration in addition to factors already cited in the literature. The implications of the results for managerial practice are described and future research opportunities are outlined.
The implementation of enterprise resource planning (ERP) systems supporting business processes across many different departments and partners has been known to be much more difficult than the development of a computer application supporting a single business function. In this article, we present a case study of an ERP system application by a small business. Jinyang Oil Seal Co., Ltd. is a professional oil seal manufacturer for automobiles and electronic equipment in Korea. Jinyang has recently adopted and implemented an ERP system, which has helped the organization to achieve a competitive advantage. This article reports how Jinyang coped with the typical challenges that most small business organizations face when implementing an ERP system
Enterprise Resource Planning (ERP) systems are highly integrated enterprise-wide information systems that automate core business processes. The ERP packages of vendors such as SAP, Baan, J.D. Edwards, Peoplesoft and Intentia represent more than a standard business platform, they prescribe information blueprints of how an organization’s business processes should operate. In this paper the scale and strategic importance of ERP systems are identified and the problem of ERP implementation is defined. A Critical Success Factors (CSFs) framework is proposed to aid managers develop an ERP implementation strategy. The framework is illustrated using two case examples from a research sample of eight companies. The case analysis highlights the critical impact of legacy systems upon the implementation process, the importance of selecting an appropriate ERP strategy and identifies the importance of Business Process Change (BPC) and software configuration in addition to factors already cited in the literature. The implications of the results for managerial practice are described and future research opportunities are outlined.
Appears in Collections:[資訊管理系(所)] 博碩士論文

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