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    Selection of ERP Software for Small-Medium Enterprises in China Using the Analytic Hierarchy Process

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    https://www.riss.kr/link?id=A60072481

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    다국어 초록 (Multilingual Abstract) kakao i 다국어 번역

    With the development of information technology, Enterprise Resource Planning (ERP) software has become a necessity for an enterprise. Numerous enterprises have gained huge benefits from implementing them. However, there still large amount of enterprises failed in using ERP. The reasons of failure are variable and one of the most significant and frequently appear reason is that the enterprise has not chosen the proper software according to its own condition and features. This paper aims at helping Chinese Small and Medium Enterprises (SMEs) select appropriate ERP software using the Analytic Hierarchy Process (AHP). In the initial stage, eight ERP vendors within and abroad China are selected. But according to the special situation of SMEs in China, only three Chinese ERP vendors are left. Their ERP product designed for SMEs are alternatives of the benefit and cost hierarchies. B/C ratios of the three alternatives are calculated.
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    With the development of information technology, Enterprise Resource Planning (ERP) software has become a necessity for an enterprise. Numerous enterprises have gained huge benefits from implementing them. However, there still large amount of enterpris...

    With the development of information technology, Enterprise Resource Planning (ERP) software has become a necessity for an enterprise. Numerous enterprises have gained huge benefits from implementing them. However, there still large amount of enterprises failed in using ERP. The reasons of failure are variable and one of the most significant and frequently appear reason is that the enterprise has not chosen the proper software according to its own condition and features. This paper aims at helping Chinese Small and Medium Enterprises (SMEs) select appropriate ERP software using the Analytic Hierarchy Process (AHP). In the initial stage, eight ERP vendors within and abroad China are selected. But according to the special situation of SMEs in China, only three Chinese ERP vendors are left. Their ERP product designed for SMEs are alternatives of the benefit and cost hierarchies. B/C ratios of the three alternatives are calculated.

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    목차 (Table of Contents)

    • Abstract
    • Ⅰ. INTRODUCTION
    • Ⅱ. LITERATURE REVIEW
    • Ⅲ. THE AHP MODEL
    • Ⅳ. EMPIRICAL ANALYSIS
    • Abstract
    • Ⅰ. INTRODUCTION
    • Ⅱ. LITERATURE REVIEW
    • Ⅲ. THE AHP MODEL
    • Ⅳ. EMPIRICAL ANALYSIS
    • Ⅴ. CONCLUSIONS
    • REFERENCES
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    참고문헌 (Reference)

    1 Liang, H, "Why Western Vendors Don’t Dominate China’s ERP Market" 47 (47): 69-72, 2004

    2 Peter Kelle, "The role of ERP tools in supply chain information sharing, cooperation, and cost optimization" 93-94 (93-94): 41-52, 2005

    3 Davenport, T. H, "The Return of Enterprise Solutions: The Director’s Cut" Accenture Institute for High Performance Business 2002

    4 Earl, M. J, "The Management Strategies for Information Technology" Prentice-Hall 1989

    5 Markus, L.M, "The Enterprise Systems Experience –From Adoption to Success in Framing the Domains of IT Research: Glimpsing the Future Through the Past" Pinnaflex Educational Resources Inc 1-46, 1999

    6 Verville, J, "So you're thinking of buying an ERP? Ten critical factors for successful acquisitions" 18 (18): 665-677, 2005

    7 Keen, P. G. W, "Shaping the Future: Business Design through Information Technology" Harvard Business School Press 1991

    8 Hawking, P, "Revisiting ERP Systems: BenefitRealisation" 1-8, 2004

    9 Ahlstrom, D, "Learning from successful localprivate firms in China: Establishinglegitimacy" 15 (15): 72-83, 2001

    10 Niedman, F, "Information systems management issues for the 1990s" 86-96, 1991

    1 Liang, H, "Why Western Vendors Don’t Dominate China’s ERP Market" 47 (47): 69-72, 2004

    2 Peter Kelle, "The role of ERP tools in supply chain information sharing, cooperation, and cost optimization" 93-94 (93-94): 41-52, 2005

    3 Davenport, T. H, "The Return of Enterprise Solutions: The Director’s Cut" Accenture Institute for High Performance Business 2002

    4 Earl, M. J, "The Management Strategies for Information Technology" Prentice-Hall 1989

    5 Markus, L.M, "The Enterprise Systems Experience –From Adoption to Success in Framing the Domains of IT Research: Glimpsing the Future Through the Past" Pinnaflex Educational Resources Inc 1-46, 1999

    6 Verville, J, "So you're thinking of buying an ERP? Ten critical factors for successful acquisitions" 18 (18): 665-677, 2005

    7 Keen, P. G. W, "Shaping the Future: Business Design through Information Technology" Harvard Business School Press 1991

    8 Hawking, P, "Revisiting ERP Systems: BenefitRealisation" 1-8, 2004

    9 Ahlstrom, D, "Learning from successful localprivate firms in China: Establishinglegitimacy" 15 (15): 72-83, 2001

    10 Niedman, F, "Information systems management issues for the 1990s" 86-96, 1991

    11 Peter E. D. Love, "Industry-centric benchmarking of information technology benefits, costs and risks for small-to-medium sized enterprises in construction" 507-524, 2004

    12 Peters, T, "In search of Excellence" Harper and Row 1982

    13 Ehie, I. C, "Identifying critical issues in enterprise resource planning (ERP) implementation" 56 (56): 545-557, 2005

    14 Porter, M. E, "How Information gives you Competitive Advantage" 63 (63): 149-160,

    15 Cebeci, U, "Fuzzy AHP-based decision support system for selecting ERP systems in textile industry by using balanced scorecard" 36 : 8900-8909, 2009

    16 Olson, D. L, "Evaluation of ERP outsourcing" 34 (34): 3715-3724, 2007

    17 Davis, L, "Evaluating and selecting simulation software using the analytic hierarchy process" 5 (5): 23-32, 1994

    18 Scheer, A.W, "Enterprise resource planning: makingERP a success" 43 (43): 57-61, 2000

    19 Xue, Y, "ERP implementation failures in China: Case studies with implications for ERP vendors" 97 : 279-295, 2005

    20 Haddara, M, "ERP Adoption Cost Factors in SMEs" 130-141, 2011

    21 Love, P. E. D, "Developing a frame of reference for ex-ante IT/IS investment evaluation" 11 : 74-82, 2002

    22 Kusters, R. J, "Determining the Cost of ERP Implementation" 102-110, 2007

    23 Shakir, M, "Decision Making in the Evaluation, Selection and Implementation of ERP Systems" 1033-1038, 2000

    24 Chattopadhyay, G, "Critical Factors for EnterpriseResources Planning System Selectionand Implementation Projects withinSmall to Medium Enterprises" 2 (2): 851-855, 2004

    25 Liang, H, "Coping with ERP-related contextual issues in SMEs: a vendor’s perspective" 13 (13): 399-415, 2004

    26 China Computer World Research, "Chinese Manufacturing ERPSoftware, In White Paper" 2009

    27 McKay, D. T, "Building I/T infrastructure for the1990's" NolanNorton and Company 9 (9): 1-11, 1989

    28 Shang, S, "Assessing and managing the benefits of enterprise systems: the business manager’s Perspective" 12 : 271-299, 2002

    29 Tam, M. C. Y, "An application of the AHP in vendorselection of a telecommunicationssystem" 29 (29): 171-182, 2001

    30 Ng, C. S. P, "An ERP-client benefit-orientedmaintenance taxonomy" 64 (64): 87-109, 2002

    31 Wei, C.-C, "An AHP-based approach to ERP system selection" 96 : 47-62, 2005

    32 Verville, J, "A six-stage model of the buying process for ERP software" 32 (32): 585-594, 2003

    33 Wu, J.-H, "A methodology for ERP misfit analysis" 44 (44): 666-680, 2007

    34 Wei, C.-C, "A comprehensive framework for selecting an ERP system, International" 22 : 161-169, 2004

    35 Jianhua, H, "A Study on ERP System Software Selecting Evaluation Based on Fuzzy Neural Network Model" 365-368, 2010

    36 Shyur, H.-J, "A Semi-Structured Process for ERP Systems Evaluation: Applying Analytic Network Process" 5 (5): 33-50, 2003

    37 Lien, C.-T, "A Selection Model for ERP System by Applying Fuzzy AHP Approach" 15 (15): 58-72, 2007

    38 Shang, S, "A Comprehensive Framework for Classifying the Benefits of ERP Systems" 2000

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    기준연도 WOS-KCI 통합IF(2년) KCIF(2년) KCIF(3년)
    2016 0.97 0.97 1.03
    KCIF(4년) KCIF(5년) 중심성지수(3년) 즉시성지수
    1.09 1.07 1.073 0.44
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