Production research in China

Chaudhry, Sohail S.; Shan, Feng; Li, H.; Li, Ling; Sui, Haoyue; Zhang, J. L.; Zhang, Zhijun; Xu, Li Da

doi:10.1080/00207540500046715

Cited by 11 publications

(3 citation statements)

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“…MRP/MRPII/ERP systems have been introduced into China and adopted for almost 20 years (Li, 2000b;Li et al, 2001;Chaudhry et al, 2005;Dan et al, 2005;Wang et al, 2005). In early 1980s, most Chinese enterprises have limited knowledge on MRP II and ERP.…”

Section: Erp Implementation In Chinese Enterprisementioning

confidence: 99%

Theory and practice of systems methodology in ERP implementation

Zhang

2006

Syst. Res.

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The application and evolution of MRP II/ERP can be roughly divided into three stages: the introduction stage, the growth stage, and the maturity stage. A successful ERP implementation requires knowledge on both ERP systems and business management. In implementing ERP, the business processes of those enterprises adopted ERP systems need to be examined. It is important to understand the ERP system itself and the business processes involved with the ERP systems and the enterprises-adopted ERP systems. In order to resolve issues that may appear in the process of implementing ERP system, this paper proposes that a systematic analysis of those significant factors involved with implementing ERP systems is a necessity, especially if such analysis is conducted in the framework of systems science.

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Section: Erp Implementation In Chinese Enterprisementioning

confidence: 99%

Theory and practice of systems methodology in ERP implementation

Zhang

2006

Syst. Res.

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“…The sales of the ERP packaged software are estimated to be around $20 billion by the year 2000 and the eventual market size is predicted to be around $1 trillion by the year 2010 (Rajagopal, 2002). Even in China, a developing country, ERP has also become a main product in the software market and the sales have approached six hundreds million RMB in the first half of 2002 (Li, 2000b;Li et al, 2001;Chaudhry et al, 2005;Dan et al, 2005;Wang et al, 2005;Xu et al, 2005). Surprisingly, given the significant investment in resources and time, many companies did not achieve success in ERP implementation.…”

Section: Introductionmentioning

confidence: 99%

A knowledge management system for ERP implementation

Liao

Lei

2006

Syst. Res.

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An enterprise resource planning (ERP) is an enterprise-wide application software package that integrates all necessary business functions into a single system with a common database. Its implementation is a complex process in terms of technology preparation and organizational change management. Although the importance of knowledge management (KM) in ERP implementation has been recognized, how to conduct knowledge management has not received deserved attention till now. The main objective of this paper is to develop a KM system to manage the knowledge of ERP implementation process. To accomplish this, the article first identifies the types of knowledge in ERP implementation. It then summarizes various KM activities based on a six-stage model. At last, it proposes a KM system that consists of cooperative working platform, consulting platform, individual KM platform, organizational KM platform, and knowledge transfer platform. This system can effectively manage knowledge and provide support for the successful implementation of an ERP system.

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“…MRP/MRPII/ERP systems have been mtroduced into Chma and adopted for ahnost 20 years (Li, 2000b;Li et al, 2001;Chaudhry et al, 2005;Dan et al, 2005;Wang et al, 2005). In early 1980s, most Chinese enterprises have limited knowledge on MRP II and ERP.…”

Section: Erp Implementation In Chinese Enterprisementioning

confidence: 99%

Study of Systems Methodology in ERP Implementation in China

Zhang

Guo

Liu

et al.

IFIP International Federation for Information Processing

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The application and evolution of MRP II/ERP can be roughly divided into three stages: the introduction stage, the growth stage, and the maturity stage in Chinese enterprise. A successful ERP implementation requires know^ledge on both ERP systems and business management. In implementing ERP, the business processes of those enterprises adopted ERP systems need to be examined. It is important to understand the ERP system itself and the business processes involved with the ERP systems and the enterprises adopted ERP systems. In order to resolve issues that may appear in the process of implementing ERP system, this paper proposes that a systematic analysis of those significant factors involved with implementing ERP systems is a necessity, especially if such analysis is conducted in the framework of systems science.

show abstract

Production research in China

Cited by 11 publications

References 0 publications

Theory and practice of systems methodology in ERP implementation

Theory and practice of systems methodology in ERP implementation

A knowledge management system for ERP implementation

Study of Systems Methodology in ERP Implementation in China

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