| Abstract: | 近年來由於電子商務的興起，與資訊科技的發達，改變了市場競爭的環境，過去傳統的經營模式已無法應付快速變遷的環境。因此，企業在面對全新的挑戰時，必須思考如何提升企業整體競爭力，以保持競爭優勢；同時，在另一方面，資訊科技的進步使得資訊系統不再只是被當成單純的工具使用，已進一步做為提升企業競爭力的利器。在企業全球化佈局策略考量之下，資源的整合有賴一套有效的整體解決方案(Total Solution)機制，才能確保企業的永續經營。 在整合是成功的關鍵因素下，企業必須釋放資訊並且讓使用者跨越時間與空間的限制下使用，如此有充分的資訊才能在不同的環境下及時做出正確的判斷。雖然電子商務的發展已成為趨勢，但如果沒有依賴ERP系統作為基礎，則企業很可能面臨潛在的資源整合問題，而無法提升整體效率。因此，在電子商業環境中，ERP系統著實為企業的骨幹。故在目前的環境與未來的趨勢下，企業資源規劃(ERP)系統的導入對企業的發展刻不容緩，而建置ERP系統的成本與軟體本身的複雜度，也遠超過一般軟體系統。故探討與瞭解企業如何順利導入ERP系統有其必要性。 本研究採用個案研究法(case study method)，以「企業本身條件」、「軟體系統內涵」及「顧問群服務及能力」等三項構面為重點，探討企業於導入ERP系統時，各項變數對於專案成功導入的影響。因考量ERP系統的複雜度、建置成本與後續維護所需的人力與財力等重要因素，非一般企業所能負荷，故個案研究的對象選取則以國內中、大型企業或股票上市、上櫃公司等較具規模且導入一年半至二年以上為主，包括：漢翔航空、友訊科技、環隆電氣、誠洲電子與榮成紙業等五家知名企業。藉由對已實施ERP公司的研究，來瞭解初期評估階段所考慮的因素，及在系統導入的過程中，其導入策略的擬定、相關變數的掌握、風險因子的控管，與專案導入效果的效果影響程度。 從所蒐集的文獻資料、透過對個案公司的問卷調查與實際訪問的過程，經過整理、比較後，本研究發現，公司規模、全球佈局、導入動機等三項因素為個案公司導入ERP系統的重要考量點，因為這反應了企業當時各項條件配合的狀況、負荷能力與未來的需求規劃，而非盲目地陷入ERP浪潮的迷思。 最後，本研究綜合上述提出的結論如下，作為企業界與學術界的參考： 1. 提供國內在企業導入ERP系統前期之評估作業時，應考慮的各項變數，使得專案計畫更週延，降低潛藏的風險。 2. 找出國內企業導入ERP系統時應掌握的關鍵成功因素，及相關的負面因素，作為其他企業欲導入時之參考，提高成功的機率。
With the advent of e-commerce and the development of information technology in recent years, the environment of market competition has been changed so rapidly that the traditional business model can’t be dealing with. Therefore, in facing the whole new challenge, the enterprise has to think about how to enhance its overall competence to maintain its sustainable competitive advantages. Meantime, on the other hand, the progress of information technology makes the use of information system nothing more than pure tool but upgraded to a sharp weapon for promoting the enterprise competence. Under the global strategy, an effectively total solution is needed to ensure the on-going business. Due to the integration is the main factor of success, the enterprise must release information for users without any limitation on time and space so that they can make right decision in time under different situations. Even though the development of e-commerce has become a trend, without the base of an ERP system to rely on, the enterprise may face the potential problem for resource integration, which might be unable to promote its overall efficiency. As a result, the ERP system is the backbone of enterprise in the environment of e-commerce. Furthermore, owing to its set-up cost and complexity for ERP is considered to be far more than regular software. It is necessary to study how it is implemented by enterprise. This paper is applied with case study method by taking three major points including company conditions, software system and consultant group service and capability to study how those variables affect the project. Considering the complexity, set-up cost, maintenance cost and required manpower for an ERP system to be much higher than the other software system, it is supposed far beyond the capability of small size firms to carry out. So, the selection for case study will be either middle size or large size firms, and the implementation for ERP should exceed one and half years at least. By focusing on these five chosen cases inclusive of Aerospace Industrial Development Corp., D-Link Corp., USI Corp., ADI Corp., and Zong-Cheng Paper Corp., this paper will present which factors should be considered in the initial stage of evaluation, what strategy should be taken for implementation, what relative variables should be mastered and what kind of risk factors should be controlled, and how they affect the project. Through out the collecting data and questionnaire, after comparing among these cases this paper discovers three factors, firm size, global strategy and introduction motive, are the main considerations for enterprise to introduce the ERP system. These had been truly reflected to enterprise conditions, capabilities and future planning at that time, rather than sunk into the wave of ERP blindly. Finally, on the basis of above this paper raises two conclusions for reference. 1. Provide the related variables that should be taken into account during the initial evaluation so as to make the project more smoothly and to reduce the potential risks as well. 2. Find out the critical success factors and the negative factors that enterprises should know well during the introduction of ERP system for those enterprises which would like to carry it our in the future so that the successful possibility might be increasing. |
