ERP導入策略之比較研究

A Comparison Study of ERP Implement Strategies

彭淑瑤(Shu-Yao Peng)

指導教授 ： 林耀欽

元智大學/資訊學院/資訊管理學系/碩士(2006年)

摘要

企業經營模式改變，逐漸走向全球運籌化管理，因此e化已成為提升企業競爭力的必備條件，也是潛在競爭者進入市場區隔要項。根據資策會市場情報中心(MIC)的資料顯示出，Y2K危機促使國內大型企業建置ERP系統，而ERP的下一波主流，除了大型少數尚未導入的傳統型企業外，將轉向中小企業。國際級ERP廠商為了搶食這個市場也紛紛推出中小企業解決方案。然而EERP產業透視指出中小企業所提供的資源有限，很難從事嚴謹分析及評選工作，這也影響了他們導入的決心與時程，進而影響了他們利用ERP系統來改善企業經營管理效率的機會。
過去探討ERP系統導入關鍵因素相關議題文獻眾多，但大多針對大型企業或國外大型套裝軟體為主要探討主題，或以單一個案關鍵因素或多個成功關鍵因素做比較，對於利用成功經驗及模式之建置方法，關於策略比較成功關鍵因素較缺乏，因此策略與關鍵影響因素是值得去探討的議題。本研究主要經由個案深入訪談方式討論全面性導入及階段性導入、全面轉階段導入之企業導入過程，藉由導入國內套裝軟體的實施過程中，發現影響導入策略關鍵因素以及實施中共同關鍵影響因素。研究結果發現舊有資訊系統、軟體適用度、流程變革為影響導入策略之關鍵因素，專案小組之遴選及配合、專案主導人能力、完整之教育訓練、高階主管之支持、外部顧問經驗及配合、軟體廠商之專業及服務為實施中共同關鍵影響因素，依此發展出可供中小型企業參考之導入策略成功關鍵影響因素模型。以供實務界及後續研究之參考。

關鍵字

ERP ； 導入策略 ； 關鍵成功因素(CSFs)

並列摘要

Enterprise operation is moving gradually towards global planning and management as it is changed. As a result, electronic management becomes one of the requisitions of enterprise competitiveness promotion. It’s also an important discrimination condition for potential competitors to enter the market. According to the data revealed by Market Intelligence Center (MIC) of Institute for Information Industry (III), Y2K crisis pushed domestic large-enterprise to set up Enterprise Resource Planning (ERP) system. Besides few large conventional industries which have not implemented ERP system yet, the medium and small enterprises will turn to be the coming mainstream. In order to share the market, international ERP suppliers are delivering numerous and confused solutions for those enterprises. However, it was pointed-out in an EERP industrial annual report that the resource of medium and small enterprises is so limited that it is difficult for them to do careful analysis and evaluation. It affected their implement determination and schedule, thus in advance affecting their opportunities of improving enterprise operation and management efficiency through the utilization of ERP system.
There are many published literatures which discussed the ERP system implement critical factors related topics. But most focused on the discussion of large-enterprise or overseas packaged software sets or the comparison between single-case critical factors and multiple critical success factors (CSFs). It lacks the organized methodology to use success experience and mode, strategy comparison and CSFs. Therefore, strategy and critical factors are worth topics for us to study. This study discussed the big-bang, step-by-step and transition from the former to the later implement processes mainly through the way of by-case deep interview. Through the process of domestic packaged software implement, we found the critical factors of implement strategy and the common critical factors in implement process. The results show that the fitness of existing information system and software and procedure changes are the critical factors of implement strategy. The task force member composition and cooperation, leader’s capability, complete training program, support from high-level managers, experience and cooperation of external consultants and task force service of software supplier are the common critical factors in ERP implement process.Finally, a model of CSFs in implement strategy was developed which can be referred by medium and small enterprises as well as by follow-up study.

並列關鍵字

Enterprise Resource Planning (ERP) ； Implement Strategies ； Critical Success Factors (CSFs)

參考文獻

3、蔡坤佑，限制理論下建置企業資源規劃系統(ERP)之關鍵成功因素與導入架構，國立台灣大學，2000年6月。

6、陳聖心，會計人員於ERP導入各階段之角色的探討，中原大學，2001年9月。

27、王文強，導入QAD ERP的關鍵成功因素之探討，靜宜大學，2005年6月。

4、張素碧，ERP系統在電子業導入成功關鍵因素之研究－個案導入探討，元智大學，2000年。

5、許文科，企業導入ERP的成功關鍵因素探討，台灣科技大學，2000年。