傳統產業企業實施ERP之關鍵成功因素研究：以N藥廠為例

The Key Success Factors of ERP Implementation for Enterprises in Traditional Industry：A Case of N Pharmaceutical Company

呂明鳳(MING-FENG LU)

指導教授 ： 程永明

朝陽科技大學/管理學院/企業管理系/碩士(2016年)

摘要

面臨快速變遷的經濟市場，企業為了永續經營，不斷精進提升企業競爭力。除了將使用已久的設備更新，更試著透過整合內部資訊、調整作業流程等方式，增加企業的價值。「企業資源規劃(ERP)系統」便是一套協助企業進行上述作業的系統，透過ERP系統，有些企業成功地達到提升競爭力進而永續經營的目的，有些企業則失敗，不僅浪費了許多的人力物力，更因而導致企業內部作業紊亂及人員流失。
本研究以個案研究法探討台灣屬於傳統產的中藥藥品製造廠導入企業資源規劃(ERP)系統的過程及其關鍵成功因素，藉由文獻探討彙整其他企業導入ERP系統的關鍵成功因素，並參考個案藥廠之企業文化訂出六個關鍵成功因素進行問卷調查。透過問卷調查之結果了解個案藥廠在實際導入企業資源規劃(ERP)系統的過程中，其關鍵成功因素的落實程度。
研究結果顯示，個案公司實際在導入企業資源規劃(ERP)系統的關鍵成功因素與本研究問卷調查中所訂出之關鍵成功因素相似:(1)員工態度；(2)公司的專案準備作業；(3)主管的支持；(4)系統導入顧問；(5)教育訓練；(6)ERP系統。惟，就落實程度而言，個案藥廠在實際導入系統時，受其企業文化之影響，關鍵成功因素未能全數落實：(1)多數員工抗拒新的觀念與新的系統，事先的溝通與宣導不足；(2)主管的支持不應只是口頭上支持，更需要從行動上支持；(3)與系統顧問的語文溝通有些障礙,易造成理解錯誤進而影響系統導入專案的進行；(4)訓練不足，使得作業流程不順暢及操作人員更抗拒使用新系統。雖然個案公司規模較小，但研究結果顯示，其實際導入企業資源規劃(ERP)系統的關鍵成功因素與過程，可以提供規模相似之企業欲導入企業資源規劃(ERP)系統之參考。

關鍵字

企業資源規劃系統 ； 藥廠

並列摘要

In the face of a rapid economic change, an enterprise endeavors to enforce in corporate competiveness for sustainability. Besides renewing long-used equipment, an enterprise may attempt to add corporate value by integrating its internal corporate information and adjusting its operational procedures. Enterprise Resource Planning (ERP) is a management system to assist an enterprise to achieve these goals. Some enterprises successfully achieve competiveness advantage and sustainability while others fail. The failure may cause not only waste in manpower and material resources, but also internal corporate confusion and human loss.

Case study methodology was used to explore the process of a traditional Chinese medicine manufacturer implementing the ERP system and the key success factors (KSF) that determined the outcome. Through literature review, the KSFs behind other enterprises with successful results were explored. Six KSFs were generalized, and referred to design a survey questionnaire to study the pharmaceutical company with its corporate culture considered. The questionnaire assessed the factors influencing the level of implementation when the company introduced the ERP system.

The research study showed that the factors that determined the pharmaceutical company’s outcome of introduction of the ERP system were similar to those industries in the questionnaire: (1) Employees’ attitude; (2) Corporates project-based preparation; (3) Management’s support; (4) System consultants; (5) Coach and training; (6) ERP system. Nevertheless, the survey found that the pharmaceutical company did not fully use each factor due to its corporate culture:(1) Most employees resisted new concepts and systems because of inadequate advance communications; (2) Besides verbal support, management should have provided practical support; (3) The language barrier with the system consultant might cause misunderstanding, affecting the progress of the introduction; (4) Insufficient training might hinder the operating procedure, which made system users even resist to use the new system. Although the pharmaceutical company was relatively small in scale, the factors that contributed to its outcome and the process it went through may serve as a good reference for other companies of a similar scale planning to introduce the ERP system.

並列關鍵字

Enterprise Resources Planning ； Pharmaceutical Company

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