| 題目(中) |
大型企業導入企業資源規劃系統之策略過程 --兩種不同導入策略的個案比較 |
| 題目(英) |
The Process of Implementation Strategy of
Enterprise Resource Planning in Large Companies --The Comparison of
Two Implementation Strategies |
| 研究生 |
李介民（碩士學位） |
| 指導教授 |
林芬慧 |
| 摘要(中) |
『企業資源規劃 (Enterprise Resource Planning,
ERP) 』主要是將企業內跨部門作業：財務成本、銷售運送、生產製造、物料管理等資訊資源整合起來，並能隨著產業環境、競爭者情勢、客戶需要等變化隨時調整系統的營運流程進行最佳配置，藉以達到降低成本、提昇作業效率並能及時提供有用的資訊以供管理者作決策等之目的。
本研究採個案研究，分別訪談中冠資訊股份有限公司及國巨股份有限公司。前者成立於2000年四月由中國鋼鐵股份有限公司轉投資，中鋼企業資源規劃作業，主要是傳統資訊系統於1994年第三階段擴廠作業後經由電腦與資訊應用整合而成。後者國巨公司由於購併飛利浦被動元件廠後，全球化運籌作業無法推動，故引進SAP之ERP套裝系統，藉此整合全球資源。中鋼公司ERP系統的建置由早期的管理資訊系統，漸次的整合、擴充而來，其手段是溫和的其著重於作業的延續性。而國巨採取的則將舊有的包袱拋棄，採取一次導入所有系統，再分階段建置於全球研發、生產、行銷各據點，雖然手段較為激進，但是企業綜效立即顯現。
經由訪談及文件資料整理分析，本研究發現：
1.導入ERP系統時，企業應該考慮在不同環境或限制的情況下採取的不同的策略模式因應，本研究發現全球化的企業在資訊整合上的困難度較高，且營運綜效要求程度較高，故較易採取套裝軟體一次導入策略。而傳統系統本土化的企業則依訴求的目標，其策略採取較有彈性。
2.高階主管的承諾上，兩企業皆強調專案必須要有明確的導入目標與範圍，且對專案主管絕對的授權。
3.透過傳統系統整合的企業資源規劃系統，系統功能模組化的程度不夠，其較難在短時間因應外在環境變化所導致的需求；同時由於階段性開發作業透過介面與舊系統整合，其維護成本上也將是一項負擔。
4.影響ERP導入的專案控管上，兩企業皆強調專案控管機制建立的重要性，且高階主管擔任專案負責人，藉以強調專案的重要性與必定成功的決心。
5.與協力廠商合約訂立，強調溝通能力的重要性。議約的內容強調專案採固定成本與保證成功。
6.在流程改造上，強調企業資源規劃必須要作到業務實際流程與資訊流程的同步化作業。
7.強調以組織結構扁平化，彈性的配合組織流程改造。
根據以上七點的發現，本文認為ERP導入策略思維模式，必須依據企業本身的環境與限制條件，首先需透過不斷溝通達成雙方議約，選擇合宜的導入策略，並透過專案控管的機制，配合扁平的組織結構，提供誘因塑造能夠接受變革的企業文化，與業務流程與資訊流程同步化作業，則ERP的導入較易成功。 |
| 摘要(英) |
『Enterprise Resource Planning』(ERP) is an
integrated information system consists of different business functions
including Financial/Cost, Sales/Distribution, Material Management,
Production Planning, etc. It facilitates the business flexibility
to adjust for environmental changes such as industries, customer needs,
and the status of competitor. The purposes are to reduce the cost,
enhance work efficiency, and generate sufficient information for the
business decisions.
Two enterprises are studied for their ERP implementation in this thesis;
they are the InfoChamp Systems Corporation (ICSC) and the Yageo Company
(YC). ICSC which started in 2000 A.D. is a spinout company of the
China Steel Company after it successfully constructed the ERP system.
The strategy of the China Steel Company was to gradually extend the
application function from the original management information system.
On the other hand, the Yageo Company adopts the SAP package and discards
the whole traditional information system. In order to discover how
these two enterprises implement the ERP systems, the author interviewed
their representatives several times. Besides, the company documents,
publish papers and data from their web sites were collected and analyzed.
The main conclusions are summarized as the following.
1. The enterprise needs to carefully consider the organization structure
associated with possible constraints before the implementation of
ERP system. Whether to extend the traditional management information
system or to adopt a certain industrial package, the information integration
among new systems and old systems is a very complicated issue.
2. The goal of the implementation project should be clarified and
specified to all members in the enterprise. In addition, the project
manager should be fully authorized to take charge of the whole implementation
process.
3. As the enterprise expend their business functions, the information
system also needs extra modules. It is not an enduring decision to
simply adopt an available package. However, using interface development
to integrate the informational system will result in high maintenance
cost.
4. The two enterprises emphasis the importance by establishing the
project control mechanism. The executive managers serve as the project
leader in order to proclaim the ambition of the project success.
5. The contract negotiation with the consulting company requires careful
communication. The cost, durations, customization, and the commitment
of a successful project should be included.
6. The consistency of the business and information process may enhance
business performance.
7. The bureaucratic organization and workflow need a reformation. |
| 論文下載 |
本篇論文開放權限為校內公開 校外不公開
為顧及論文版權 故不提供下載連結 |
|