在最近幾年企業面臨全球化的壓力,為保持競爭優勢許多的企業均進行企業資源規劃(Enterprise Resource Planning;ERP)的導入。導入ERP需要策略的思考、精密的計劃及部門間的協調。ERP導入的失敗,將導致企業嚴重的損失,甚至於破產。 一個企業或計劃經理,在導入ERP之前應事先了解ERP導入的關鍵成功因素及失敗的原因。經由事前的預防,可以避免在導入的過程中產生問題,延誤進度,甚致於影響導入的成敗,因而造成無法彌補的損失。本研究以個案研究方式從組織的自身能力、外部供應商能力、以及溝通協調能力探討個案公司ERP導入校能。藉由對個案的研究,就目前該個案的ERP系統中問題找出發生的原因並且提供該個案ERP導入程序的經驗以期避免發生相同的窘境。 本研究經由對個案導入效能的探討上發現在組織結構及分權情形上會影響到中小企業ERP系統的導效能,而在企業與供應商雙方的溝通以及認知與瞭解程度更是導入效能密不可分。因此本研究認為組織在導入ERP之前可藉由詳細審視組織結構以及徹底瞭解供應商及產品詳細資料並且建立起暢通的溝通管道,以提升組織的系統導入績效。
In recent years, while industries try to maintain the advantages when facing the pressure of globalization. There are lots of companies adapting ERP system (Enterprise Resource Planning). It needs the coordination between departments on strategy making, therefore it’s an important issue. It might causes serious problems such as losing money, even bankrupt, once the implementation failed. It must be fully understood all the key points and critical success factors of ERP in the beginning. Thus the delaying of schedule and all of problems can be prevented. This research probes into the efficiency of enterprise resource planning implementation from the organization with capability, exterior and vendor contacts, and the functions of coordination and communication, and to moves a step further to studies the ERP problems in I company and provides the experience to prevent other companies from the same troubles.