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Case-Based Reasoning Support for ERP Pre-Planning
Suhn Beom Kwon,Kyung-shik Shin 한국지능정보시스템학회 2003 지능정보연구 Vol.9 No.2
A project planning is one of the most important processes that determines success and failure of the project. A pre-project planning is also essential job for information system implementations at the early stage of project planning, especially for management information system like ERP.<br/> However, pre-project planning is very difficult, because lots of factors and their relationships should be considered. Pre-project planning of ERP implementation has been done by project manager's own knowledge and experiences.<br/> In this article, we propose a system that help project manager to make a pre-project plan of ERP project with case-based reasoning(CBR) framework. The proposed CBR system saves previous cases of ERP pre-project planning in the case base. Then, the system finds the most similar case with the current pre-project planning problem. Project manager can make a pre-project plan by adjusting the most similar case.<br/> From the interview with project managers, we collect some field cases of ERP implementation. We organized these cases by using XML(Extensible Markup Language), which is good for representing hierarchical information. XML gives us some flexibilities to correct and maintain cases. We make a prototype system, PPSS(Project Planning Support System) that help project manager to make a pre-project plan of ERP implementations.<br/> The object of the system is to support project manager to make a pre-project plan of ERP. We hope the result of the study can be applied to other information systems. Our research would be extended to cover other stages of project planning.<br/>
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Case-Based Reasoning Support for ERP Pre-Planning
Kwon, Suhn-Beom,Shin, Kyung-shik Korea Intelligent Information System Society 2003 한국지능정보시스템학회 학술대회논문집 Vol.9 No.2
A project planning is one of the most important processes that determines success and failure of the project. A pre-project planning is also essential job for information system implementations at the early stage of project planning, especially for management information system like ERP. However, pre-project planning is very difficult, because lots of factors and their relationships should be considered. Pre-project planning of ERP implementation has been done by project manager's own knowledge and experiences. In this article, we propose a system that help project manager to make a pre-project plan of ERP project with case-based reasoning(CBR) framework. The proposed CBR system saves previous cases of ERP pre-project planning in the case base. Then, the system finds the most similar case with the current pre-project planning problem. Project manager can make a pre-project plan by adjusting the most similar case. From the interview with project managers, we collect some field cases of ERP implementation. We organized these cases by using XML(Extensible Markup Language), which is good for representing hierarchical information. XML gives us some flexibilities to correct and maintain cases. We make a prototype system, PPSS(Project Planning Support System) that help project manager to make a pre-project plan of ERP implementations. The object of the system is to support project manager to make a pre-project plan of ERP. We hope the result of the study can be applied to other information systems. Our research would be extended to cover other stages of project planning.
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권순범(Suhn Beom Kwon),변성수(Seong Soo Byun),배준범(Junbum Bae) 한국IT서비스학회 2005 한국IT서비스학회지 Vol.4 No.1
Many buying and selling companies have participated in B2B electronic commerce in order to boost sales and cut down purchase prices respectively. There are some studies on buying and selling companies performances of using B2B e-marketplaces which provide electronic B2B transaction services such as finding transaction partners, providing on-line transaction process like auctioneering, etc. This study investigates the critical failure factors against B2B e-marketplace in other words B2B market-maker or B2B intermediary. We proposed 4 hypotheses asserting that 4 critical failure factors make reverse effects on B2B intermediary performances. We adopt the Balanced Score Card (BSC) framework to evaluate B2B intermediary performance. Data were collected from 46 respondents of B2B intermediaries in Korea. Analyses showed that traditional off-line B2B practices like refunding to buyer or transactions without legal documents and low quality of product information and catalog are critical failure factors against B2B intermediary performance.
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제품에서 서비스로 전환을 위한 제조기업의 서비스역량과 전략
권순범(Suhn Beom Kwon) 한국IT서비스학회 2012 한국IT서비스학회지 Vol.11 No.1
Manufacturers have started to adopt service as their offering mix in order to overcome slow growth, declining profitability and commoditization in the pure product market. Several companies like IBM and GE have shown that services would be a new source of revenue and a steady growth. Service covers a wide spectrum from a simple add-on service like repair to complex outsourcing service. Service adoption is a challenge for manufacturers who have been accustomed to product making and selling. Making, proposing, delivering and evaluating services needs a different and new capabilities for manufacturers. And service transition is closely related with capabilities which make a transition with a less risk. In this paper, a taxonomy of efforts is developed which build on the service transition literatures and cases. We provide a phased service transition strategy for manufacturers and service capabilities needed at each phases.
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권순범(Suhn Beom Kwon) 한국경영학회 2015 Korea Business Review Vol.19 No.4
에스에너지는 2001년 삼성전자에서 태양광사업 추진부서가 분사하여 창립하였고, 태양광 모듈을 개발하여 국내 최초로 생산하였다. 대기업 계열사가 아닌 모듈 전문 중견회사인 에스에너지가 경쟁이 심한 국내․외 태양광산업에서 괄목할 만한 성과를 거두고 있다는 점에서 주목받고 있다. 본 사례에서는 에스에너지의 발전과정을 비즈니스모델의 진화과정으로 살펴보고자 한다. 에스에너지는 초기의 모듈 제조판매 비즈니스모델에서 프로젝트 중심의 시스템통합 모델로 발전했고, 다시 서비스기반 비즈니스모델로 진화했다. 시장의 부침이 심했던 태양광 산업에서 환경변화에 대응하기 위해서 새로운 역량을 확보하고 이를 기반으로 새로운 비즈니스모델을 추가하는 진화를 이루었다. 특히 서비스기반 비즈니스모델로의 진화는 고객에게 제공하는 가치와 그 전달 프로세스 등이 기존의 비즈니스모델과는 크게 차이가 나는 것이어서 쉽지 않은 변화이었는데, JCPenney 백화점 프로젝트 수행이 이러한 발전의 계기가 되었다. JCPenney 백화점 프로젝트는 미국 캘리포니아 지역의 직영점 2개 점포에 태양광발전시설을 건설하여 태양광 전기를 공급하는 것으로 (i) 발전사업자가 아닌 사용자에게 직접 15년의 장기 전기판매 계약, (ii) 미국정부의 신재생에너지 지원정책을 활용하여 초기 사업성 확보, (iii) 서비스 비즈니스모델에 기반한 프로젝트로 새로운 사업역량 확보라는 세 가지 특징이 있다. 본 사례를 통해서 경쟁이 심한 신산업 환경에서 에스에너지가 어떻게 비즈니스모델 진화를 통한 발전과 그에 필요한 역량을 확보했는가를 알아보고 앞으로의 발전을 위한 향후과제를 제시한다. S-Energy was founded in 2001 as a spin-off from Samsung Electronics. It developed and manufactured photovoltaic modules for the first time in Korea. Though it was a medium-sized company, S-Energy has always been in leading edge in Korea solar energy industry, one of the most fluctuating markets. This case study analyzes S-Energy’s BM(Business Model) evolution process from manufacturing and selling to service providing, which shows how it survived and moved ahead in the market. S-Energy has recently done JCPenney project which built and leased solar energy systems at 2 branches in California, USA. The project gives S-Energy 3 meaningful experiences: i) implementation of electricity providing business not to power producer but to end-user, ii) securement of high project feasibility at initiation phase by using US federal and state government’s new and renewable energy support programs. iii) acquirement of capabilities to design and implement a new business model(BM innovation). This case study shows how S-Energy has tackled solar energy industry’s opportunities and threats and how it has built a service business model through JCPenney project.
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