一個ERP不適合的案例:挑戰與解決方案

A case on ERP misfit: Challenges and Solutions

賴皇志(Huang-Chih Lai)

指導教授 ： 吳思佩

元智大學/資訊學院/資訊管理學系/碩士(2007年)

https://doi.org/10.6838/YZU.2007.00288

摘要

企業資源規劃系統（ERP, Enterprise Resource Planning）早已成為近來企業間競相設置之資訊工具。ERP是經由許多國內外著名公司基於自身的資訊技術並整合企業實際業務發展出完整且複雜之資訊系統，由他們所發展出來的企業參考模型均宣稱是企業的最佳典範（Best Practice）流程，可做為系統導入及企業再工程的捷徑。但是企業的實際運作流程與企業文化特質是無法有通則規範的，因此在導入ERP的過程中經常會產生 ERP無法滿足企業本身需求或與企業產生不合適（Misfit）的狀況，並且必須進行軟體的客製化來解決ERP Misfit的問題。 目前有各種的方式來解決ERP Misfit的問題。問題是我們如何才能知道客製化的系統是可以達成”適合（Fit）”而且解決”不合適（Misfit）”的問題。很多的研究對各別特定的項目有不同的觀點而且都是針對ERP客製化的相關經驗的研究。
因此在這份研究中，注重在台灣一個業務單位是全球化的企業的客製化資訊系統。這個案例研究中提供：(1)處理程序和任務在開發導入對於不合適（Misfit）解決方案的相關性。(2)對於不合適（Misfit）的開發解決方案的重要成功要素。(3)相關量身訂製(add-on/bolt-on)是使用以下的衡量方法而來：(i)工作任務－資訊技術配適度，(ii)科技接受模型，和(iii)隨之而來的維護和升級費用。在這個研究中使用案例研究的方式來探討這三個問題。我們也採取了問卷調查的方式來找出工作任務－資訊技術配適度和科技接受模型對這個客製化資訊系統進行測量。
　　這個研究的結果顯示基於全組識的觀點來看(由平衡記分卡測量)，顯示出序號追蹤系統(Serial Tracking System)表現出微小的成功，這也符合了由工作任務－資訊技術配適度和科技接受模型的測量結果，序號追蹤系統還有很多可以改進的地方，當不把序號追蹤系統的機會成本考慮進去時，序號追蹤系統的維護成本是不需要的計算的。取而代之的是，特有風格的系統的的系統對企業而言確實會帶來大量的利益。

關鍵字

企業資源規劃系統 ； 不合適 ； 工作任務－資訊技術配適度 ； 科技接受模型 ； 客製化 ； 資訊平衡記分卡

並列摘要

ERP (Enterprise Resource Planning) system has long been used as an information tool which creates competitive advantage by organizations. ERP is a complete and complex information system that developed by well-known oversea company based on their information technology expertise with integration of firms’ business practices. The developed models for firm are say to be the best practice process within the business field which can be used as a path for system implementation and business reengineering. However the actual processes and organization cultures in real practice does not necessarily equal to the standard model provided by the supplier. Therefore, differences exist between what the ERP system can provide and what a company actually requires and expects from the system; and this can lead to misfits. There are a variety of ways to resolve ERP misfit problem. The question is how we know if the tailored system achieves “Fit” and resolves the “Misfit” problem. Many researches have different views towards the particular subject and many have only present experiences in the ERP tailoring related research.
This research, therefore, focuses on a tailored information system (an ERP system) of an organization which situated in Taiwan, while having a globalize business units around the world. This case study serves to discover: (1) the processes and tasks involved in implementing solution to misfits; (2) the critical success factors in developing solution to misfit; (3) the implications of the tailoring (add-on/bolt-on) from the (i) task-technology fit perspective, (ii) technology acceptance perspective, and (iii) to subsequent maintenance and upgrade costs. This study uses the case study method to explore these three problems. We also adopt the survey method to find how the tailored system performed from TTF (Task-Technology fit) and TAM (Technology acceptance model) perspectives.
The results of the study show that based on the overall organizational point of view (measured by the IS Balanced Scorecard), the performance of the STS is marginal. This matches the survey results from the TTF and TAM measures. These are a lot of improvements for the STS system. The additional maintenance costs for STS (the add-on) do not necessarily more than the one without the add-on, when the opportunity costs of not having STS are taken into consideration. Instead, the benefits of having an idiosyncrasy system may actually bring a lot of benefits to the company.

並列關鍵字

ERP ； Misfit ； TTF ； Task-Technology fit ； TAM ； Technology acceptance model ； IS Balanced Scorecard

參考文獻

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