臺灣博碩士論文加值系統

在21世紀的現今，科技與網路的進步非常的快速，企業面對網路化與國際化的激烈競爭下，如何立於不敗之地，並不斷的創新成長，是一個很大的挑戰。因此，企業電子化已成為企業的主流；例如，企業資源規劃 (Enterprise Resource Planning, ERP) 是企業電子化的一種決策支援系統，其建構在資訊系統的基礎之上，利用電子化網路科技，將企業內部資源與外部環境做有效率的整合，以達企業資源最大的績效。在台灣，過去不少中大型企業利用其大量的資源進行建置 ERP 系統，而近來愈來愈多中小企業也參與投入此系統。儘管如此，企業在進行系統的導入與執行時，除了經驗不足、認知不對、或方法不佳等因素外，常因產業特殊性導致預期績效打折扣。有鑑於此，本研究針對台灣鋁門窗傳統產業之個案公司，以ERP系統導入的方法與過程進行研究，期能尋求企業電子化在傳統中小企業更佳的管理模式。

因此，本研究旨在探討ERP系統在傳統中小企業多次導入才成功的案例，以了解鋁門窗業ERP系統在第一階段導入失敗，第二階段導入成功的過程。由文獻顯示，ERP系統在中小企業方面的學術研究不多。因此，根據中大企業導入的成功模式與失敗的經驗來導入ERP系統就變得格外重要。另外，國內鋁門窗業存在一些困境，例如公司內部資料使用效率低落、外部資訊封閉獨立、與傳統鋁門窗作業方式等原因，加上未能使在地化產業轉為網路國際化，使得不易成功導入ERP系統。本個案研究使用德國SAP (Systems, Applications and Products in Data Processing) 系統的ASAP (Accelerated SAP) 導入方法論為主，在第一階段導入失敗，進行診斷並二階段導入而獲致成功之案例。之後，分別以資訊整合、決策支援、及流程再造等效益績效指標，來預測系統正式上線後所帶來的成效。研究結果顯示，在傳統中小企業，可以利用多次導入法以尋求ERP 系統成功導入模式，並可提供鋁門窗業或其他傳統產業企業電子化導入之參考。

Today in twenty first century, the advancement of technology and networking is very fast. As the enterprise faces Internet networking and international fierce competition, how to remain invincible and to continuously innovate and grow is a big challenge. Thus, e-business has become the enterprise mainstream, e.g., enterprise resource planning (ERP) a kind of decision support system for e-business built on the basis of information systems by using the electronic networking technology to efficiently integrate the enterprise’s internal resources and external environments so that the performance of enterprise resources can be maximized. In Taiwan, in the past not a few medium and large enterprises (MLE) use their huge resources to build ERP system, and recently more and more SMEs also become involved in this system. In spite of this, as enterprises launch and implement the system, except the factors of lack experience, perception not right, or method not good, often due to industries’ specific characteristics, it may discount the expected performance. Because of that, this study attempts to employ ERP system in terms of launch method and process by the traditional industry’s case firm of Taiwan Aluminum Doors to seek the best management model for e-business in traditional SME enterprises.

Therefore, this study aims to explore the multi-launch success case of ERP system in the traditional SMEs, where we attempts to understand the process from the first stage failure of launching ERP system to the second stage success in the aluminum window and door industry. As the literature indicates, there is not much academic research for ERP systems in SMEs. Thus, the way of launching ERP system based on MLEs’ success launch model and failure experience appear obviously important. In addition, there exist several predicaments in our domestic aluminum window and door industry, such as the causes of low use efficiency of firm’s internal data, independently enclosed external information, and the operation styles of traditional aluminum doors and windows industry, plus without transforming the localized industry to the networking internationalized, making the launch of ERP system not easy to succeed. This case study uses German Systems, Applications and Products in Data Processing (SAP) mainly with Accelerated SAP (i.e., ASAP) launch methodology, in the case example that failed in the first stage of launch, and then after conducting the diagnosis became successful in the second stage. After that, it employs the benefits of information integration, decision support, and process reengineering as performance indicators to predict the benefits brought in after the system was formally on line. The results in this study show that for the traditional SMEs it can use multi-launch to seek the ERP system’s launch success models, and provide aluminum doors and windows industry or other traditional industries with a reference to launch e-business.

中文摘要 I
英文摘要 II
誌謝 III
目錄 IV
表目錄 VII
圖目錄 VIII

第一章 緒論
1.1. 介紹 9
1.2. 研究背景 10
1.3. 研究動機與目的 10
1.3.1. 研究動機 10
1.3.2. 研究目的 11
1.4. 研究限制 12
1.5. 論文架構 12


第二章 文獻探討
2.1. 本章介紹 13
2.2. 企業資源規劃 (ERP) 系統 13
2.2.1. 企業資源規劃 (ERP) 系統的定義 13
2.2.2. 企業資源規劃 (ERP) 系統的演進 15
2.2.3. 企業資源規劃 (ERP) 的導入策略 16
2.2.4. 企業資源規劃 (ERP) 的導入方法論 18
2.2.5. 企業資源規劃系統導入成功的案例 19
2.2.6. 企業資源規劃系統導入的關鍵成功因素 23
2.2.7. 企業資源規劃系統導入失敗的案例 24
2.3. 鋁門窗產業發展 27
2.3.1. 發展歷程 27
2.3.2. 產業概況 28
2.3.3. 鋁門窗產業面臨的困境 30
2.4. 本章結論 31




第三章 研究方法
3.1. 本章介紹 32
3.2. 研究流程與設計 32
3.3.1. 選擇研究方法 32
3.3.2. 資料來源 34
3.3. 企業資源規劃系統導入方法論 35
3.3.1. 專案準備階段 (Project Preparation Phase) 36
3.3.2. 企業藍圖階段 (Business Blueprint Phase) 37
3.3.3. 系統導入實作階段 (Realization Phase) 38
3.3.4. 上線準備階段 (Final Preparation Phase) 38
3.3.5. 實際上線與後續支援階段 (Go Live and Support Phase) 39
3.4. 本章結論 39


第四章 實證分析
4.1. 本章介紹 40
4.2. 個案公司介紹 41
4.2.1. 公司簡介 41
4.2.2. 個案公司導入ERP系統的目的 42
4.3. ERP系統導入歷程 43
4.3.1. 第一階段導入 43
4.3.2. 第二階段導入 47
4.3.2.1. 專案準備階段 47
4.3.2.2. 企業藍圖階段 49
4.3.2.3. 系統導入實作階段 53
4.3.2.4. 上線準備階段 56
4.3.2.5. 上線與後續支援階段 56
4.4. ERP個案結果分析 57
4.5. 本章結論 59


第五章 結論與建議
5.1. 介紹 60
5.2. 管理意涵 60
5.3. 管理建議與未來研究 62


附錄 A01 銷售模組－銷貨退貨流程 (第一階段導入) 64
附錄 A02 銷售模組－銷貨退貨流程 (第二階段導入) 65
附錄 A03 生產模組－特採流程 (第二階段導入) 65


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網頁部分
SAP 台灣官方網站，http://www.sap.com/taiwan/index.epx (2013/06/18)
ERP 中國網，http://www.erpchn.com (2013/05/22)