汽車售後服務廠導入企業資源規劃系統之實證研究

台灣社會經濟起飛多年，社會型態已從製造業為主轉向服務業為大宗；汽車售後服務廠，亦跟隨此社會脈動，由技術掛帥轉向以服務為優先，未來的企業，將是以知識與資訊為基礎的數位化、網路化組織；追求即時性，將成為企業營運成功的關鍵因素，企業必須隨時掌握組織內、外部資訊，維持企業進步的動能。企業資源規劃系統是一個企業內部運作整合系統，可讓企業檢視組織內各單位的效能，檢驗其功能劃分是否有衝突，並可檢測出各工作流程盲點的工具。在現今競爭激烈的汽車售後服務市場中，如何立於不敗之地，是各廠家努力的方向，本研究思考透過企業資源規劃系統進行資源整合的功能，可以達到營運效能最佳化的目的；首先透過文獻探討蒐集彙整資料，瞭解企業資源規劃系統的定義、導入之方法、關鍵成功因素及企業流程再造的構面與方法；其次，以一家歐洲進口汽車經銷商售後服務廠進行個案研究。研究過程中，藉由實際觀察、參與個案公司系統的導入與實作過程，深入訪談個案公司的資訊人員、專案人員與配合廠商。另外，在實證分析方面，係利用美商甲骨文公司所提出之導入方法與關鍵成功因素為基礎，比對個案公司實際導入過程中的差異點。藉由上述的研究過程，歸納分析出個案公司在導入過程中因內部組織、配合廠商等諸多因素牽絆，造成事未竟成，望能提供業界及學術界在相關實務與研究上之參考。

關鍵字

汽車售後服務廠；企業資源規劃

並列摘要

Taiwan’s social economy has been in booming state for many years and the social form has been changed from manufacturing-oriented to service-oriented base; similarly, the automobile after-sale factory also changes from technology-oriented into service-oriented spirit along with the social form change; the future enterprise will be a digitalized and network-oriented organization that has its base relies on knowledge and information; the pursuit of real-time is going to be the key successful factor for an enterprise and the enterprise must seize the internal and external information of an organization so as to keep the momentum for an enterprise to keep progressive. Enterprise resource planning system is an internal operation integration system for an enterprise and it can let an enterprise inspect the effectiveness of each unit in an organization; furthermore, it is a tool used to inspect if the functional division of an organization is in conflict and it can be used to find out the blind spot of the work process flow. In the ever competitive automobile after service market, how to stand at a superior position is the goal of every supplier; in this study, it is found that, through the resource integration function by enterprise resource planning system, one can achieve the goal of optimization of business operation efficiency; first, through literature study and data collection and summation, we try to understand the definition and method of introduction of enterprise resource planning system, the key success factors and the perspective and method of business process reengineering; next, the after-sale factory of one European automobile import and distribution agent will be used for the case study. In the research process, real observation method and the participation of the system introduction and real operation of the case study company are adopted; furthermore, the information personnel and project personnel of the case study company and the cooperated suppliers are interviewed in depth. In addition, in the empirical analysis aspect, it is based on the introduction method and key success factor as proposed by the American company, Oracle, to compare the difference in the real introduction process of the case study company. From the above research process, the effects, which lead to the introduction failure, such as the internal organization of the case study company and the cooperated company during the introduction process are studied and pointed out; finally, we hope that the research result can be used as reference in related practices and research for the industry and the academy.

並列關鍵字

Automobile After Service Workshop ； Enterprise Resource Planning

參考文獻

[6] Wildemann H. ,The Implementation of Computer Integrated Manufacturing System, Munchen, 1990.

[12] Leslie, W., and S. Richard, “The role of the CIO and IT function in ERP”, Vol.43, Communications Of the ACM, Apr, 2000, pp.32-38.

[14] Hammer , M. and Champy , J, “Reengineering the Corporation ,A Manifesto for Business Revolution”, New York, Harper Business, 1993.

[16] Davenport, T. H., Process Innovation - Reengineering Work Through Information Technology, Boston, Massachusetts, Harvard Business School Press, 1993.

[19] Earl, M.J., “Viewpoint: The New and Old of Business Process Redesign ” Journal of Strategic Information Systems, Vol. 3, No. 1 ,1994, pp.5-22.

國際替代計量

汽車售後服務廠導入企業資源規劃系統之實證研究

未授權

主題瀏覽