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研究生:劉鳳如
研究生(外文):Feng-Ru Liu
論文名稱:企業導入企業資源規劃(ERP)套裝軟體的策略性目標與重要關鍵因素關係之研究
論文名稱(外文):An Empirical Study of The Relationship between Strategic Objectives and Key Successful Factors on the Implementation of Enterprise Resources Planning Software Packages
指導教授:蔣明晃蔣明晃引用關係
指導教授(外文):Ming-Huang Chiang
學位類別:碩士
校院名稱:國立臺灣大學
系所名稱:商學研究所
學門:商業及管理學門
學類:一般商業學類
論文種類:學術論文
論文出版年:1999
畢業學年度:87
語文別:中文
論文頁數:116
中文關鍵詞:Enterprise Resources Planning(ERP)Information SystemBusiness Process Oriented(BPO)Business Process Re-engineering(BPR)IT Service Outsourcing
外文關鍵詞:企業資源規劃資訊系統企業作業過程導向企業程序再造資訊委外服務
相關次數:
  • 被引用被引用:203
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企業經營環境邁向國際化及專業分工的同時,使得企業供應鍊的作業程序顯得格外複雜,傳統專屬系統上開發之資訊系統已經無法滿足企業對於跨國作業整合及網際網路應用的需求,近年來興起的企業資源規劃(Enterprise Resource Planning, ERP)套裝軟體即透過資訊技術中主從架構及網路運算的採用,佐以世界級企業實務精華,以期有效地改善並整合企業內部作業流程,提供企業資源的最佳規劃與及時決策資源工具。
然而企業在導入企業資源規劃系統的過程中,由於系統牽涉作業層面廣泛且應用程式複雜不易瞭解,使得企業在導入企業資源規劃套裝軟體時,除了使用者企業與軟體供應商外,常需藉助第三者提供必要的諮詢顧問服務,三者在導入過程中扮演著不同的角色,若不能充分掌握導入過程中的重要關鍵因素,會使導入過程面臨諸多的困擾,乃至於拖延時間、提高成本,甚至失敗而停止。
本研究係運用企業程序導向(Business Process Oriented, BPO)以導入標準化套裝軟體的觀點,佐以使用者企業、軟體供應商和諮詢顧問公司三角合作關係作為研究架構,以問卷的方式進行研究。研究結果發現若企業之策略性目標為提昇效率與競爭優勢,對於導入執行過程的導入配合度及軟體授權較為重視,若企業著重的目標在流程再造與系統更新,對於需求分析與流程再造及軟體授權的重要性認知較高,需求分析與流程再造、導入配合度、專案管理、導入前置作業、小組授權、軟體授權和軟體支援這七項導入執行要素構面對於實際成效構面呈現顯著性相關;企業規模的大小並不會對於導入執行要素的重要性產生差異,資深企業較強調需求分析與流程再造、導入前置作業與成效分析的重要性,資訊半導體產業則在導入配合度、成效分析與軟體授權與其他產業有顯著的認知差異;諮詢顧問在資訊需求分析、流程設計規劃、專案規劃、專案目標設定及品質管理、內部流程修正、高階主管支持、員工變革管理及對專案小組的授權項目上的重視程度較使用者企業明顯的要來的高,軟體供應商相當強調提供其產品及說明文件授權的重要性。
企業在導入軟體供應商所提供的企業資源規劃套裝軟體時,唯有透過諮詢顧問協助的系統化導入程序及專案管理,再加上企業內部高階主管的承諾和支持、內部員工的配合以及流程再造的有效執行,才能確保企業資源規劃套裝軟體的導入和執行達成企業所預期的目標。
In an environment of rapid business and technology change, the challenge for each individual company is to determine how to utilize information systems to solve its specific supply chain requirements and allocate its resources properly. In the absence of a total packaged solution, companies are looking to link their supply chain support systems, particularly enterprise resources planning system with "best of breed" supply chain planning, seamless integration of the information flow through value chain and real-time decision tools.
Unfortunately, the ERP system is quite large and the software package is so complicated and difficult to learn, such that the third party as consulting firms need to be involved in addition to implementing companies and software vendors. Since the three parties play different roles in the process of implementation, it is necessary to identify and control all the possible important key factors in order to avoid all kinds of difficulties coming from implementing process.
This research entails mainly to identify these important key factors based on the concept of business process oriented implementation of standard software and the triangle relationship between users, software vendors and consulting firms. The study focuses on three aspects : linkage between the strategic objectives, important key factors and final results in the ERP project; the influence of a company''s size, age and belonging industry upon the emphasis on the important key factors; the possible different emphasis on the factors among three parties. Finally, the implementation model for ERP will be constructed to provide useful suggestions.
The result show that if the company''s strategic objectives of implementing ERP is improving efficiency and building competitive advantage, she will emphasize on the importance of implementing cooperation and software licensing. Else if the companies focus on the business process reengineering and old system replacement, she will emphasize on feasibility analysis, business process reengineering and software licensing. Feasibility analysis, business process reengineering, implementing cooperation, project management, implementing preparation, empowering project team, software licensing and software customization have obvious relationships with project''s final outcomes.
The size of the company doesn''t matter with the emphasis on factors, the older companies play strong emphasis on feasibility analysis, business process reengineering, implementing preparation and cost-benefit analysis than the younger ones. The companies in PC or semi-conductor industries lay obviously different emphasis on implementing cooperation, cost-benefit analysis and software licensing than other industries.
According to their implementation experience, consulting firms especially highlight the importance of IT requirement analysis, processing designing and planning, project planning, objectives setting, project quality management, process reengineering, high-level managers'' commitment and support, change management and empowering project team in the implementing process. Software vendors stress on the importance of their core functions : software and documents licensing.
When a company implements ERP software packages, she would relies on the systematic implementation methodology and project management assistant which consulting firms deliver to enhance project capabilities and reduce the failure risk. On the same time, only the ERP project get high-level''s commitment and support, employees'' cooperation, and effective process reengineering, the company would ensure the implementation of ERP software would help them achieve their strategic objectives.
第一章 緒論..........................1
第一節研究背景及研究動機.................1
第二節研究目的......................5
第三節研究範圍......................6
第四節研究限制......................6
第五節研究流程......................7
第二章 文獻探討........................8
第一節企業資源規劃套裝軟體與市場概況...........8
第二節資訊科技與流程再造 ................20
第三節ERP 套裝軟體導入方法 ...............28
第四節系統投資效益及成敗因素 ..............30
第五節軟體供應商與諮詢顧問公司的角色 ..........33
第三章 研究方法.......................39
第一節研究架構 .....................40
第二節問卷設計 .....................41
第三節抽樣及回收 ....................44
第四節問卷信度與效度 ..................45
第五節研究分析方法 ...................47
第四章 研究結果 .......................55
第一節敘述性統計....................55
第二節企業導入ERP之策略性目標、導入執行要素重要性與實際成效滿意度評等..57
第三節企業導入ERP之策略性目標與導入執行要素因素分析..62
第四節策略性目標構面、導入執行要素構面與實際成效之路徑分析....69
第五節企業規模、成立年資以及產業別對導入執行要素構面重視度的差異性分析..72
第六節使用者企業、軟體供應商及諮詢顧問公司認知差異檢定.75
第五章 結論.........................78
第一節企業導入企業資源規畫套裝軟體之策略性目標.....78
第二節企業導入企業資源規畫套裝軟體之導入執行要素....79
第三節策略性目標、導入執行要素與實際成效的路徑關係...81
第四節企業規模、成立年資、產業別對導入執行要素構面重要性的影響..87
第五節使用者企業、諮詢顧問公司及軟體供應商認知差異檢定..88
第六章 建議.........................90
第一節企業導入資源規劃套裝軟體之建議..........90
第二節後續之研究建議..................97
參考文獻...........................98
附錄一 問卷 .........................101
附錄二 個案.........................105
個案一:A電腦公司導入Baan Triton系統 .........105
個案二:T半導體公司導入SAP R/3 ............109
中文參考資料
1. ?年北美ERP前四大業者之用戶佔有率將達61%",資策會MIC IT IS計畫,1998年4月
2. 周文賢,多變量統計分析:SAS/STAT使用方法,待出版書稿
3. 陳順宇,多變量分析,華泰書局,民國87年7月
4. 黃俊英,多變量分析,華泰書局,民國84年
5. 黃俊英、林震岩博士,SAS精析與實例,華泰書局,民國83年
6. 楊浩二,多變量統計方法,華泰書局,民國84年
7. 顏月珠,實用統計方法:圖解與實例,陳昭明發行,六版,民國83年3月。
英文參考資料
1. "ERP Applications in Asia/Pacific: The Software Market''s New Star, According to IDC", FRAMINGHAM, Mass., Sept. 2, 1998
2. "Oracle Application TM : Enabling Rapid Continuous Improvement", Oracle Catalog, R980602.2000, 1998
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5. A.W. Scheer, "Business Process Engineering : Reference Models for Industrial Enterprises", Springer-Verlag, 1994
6. Amponsem, H. and Markhoff, H., " Marktorientierte Organisationslosungen : Process Strukturen." In : Booz, Allen & Hamilton Inc., 1994, p128-154
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10. Benjamin R.I. and E. Levinson, "A Framework for Managing IT-Enabled Change", Sloan Management Review 33(4), 1993, pp7-19
11. Bobby Cameron, "Is ERP in Trouble? : Of course it is", Computerworld, 1998
12. Bruce Richardson, "Five (Not So) Easy Pieces", Manufacturing Systems, January, 1996, pp12
13. Bruce Richmond, Ann Burns, Jay Mabe, Linda Nuthall and Rick Toole, "Supply Chain Management Tools : Minimizing the risks : maximizing the benefits", Strategic Supply Chain Alignment, 1998
14. Cate T. Corcoran, "Staffing Solution : ERP implementations raise tricky personnel issues", Infoworld, May 11, 1998
15. Colleen Frye, "Outsiders Clear Client/Server Migration Path", Software Magazine, September, 1995
16. Craig Stedman, "Calculating ROI", Computerworld, January 18, 1999
17. Davenport T.H. and J.E. Short, "The New Industrial Engineering : Information Technology and Business Process Redesign", Sloan Management Review 31(4), pp11-27
18. Enzweiler and Al, "Software Giant : Get the big picture", CMA Magazine, Vol:77, Iss:2, Mar 1997, pp 23-28
19. Eryn Brown, "The best software business Bill Gates doesn''t have", Fortune, December 29, 1997, pp242-246
20. Hair, Anderson, Tatham, Black, "Multivariate Data Analysis with Readings", Fourth Edition, Prentice Hall, 1995
21. Hammer M. and J.Champy, "Reengineering the Corporation: A Manifesto for Business Revolution", New York : Harper Business, 1993
22. Heinrich J., "System PlanningⅠ:Planning and realizing of information project", Munchen, Wien, 1994
23. James Chalmers, "Managing Projects : How to plan, implement and achieve specific objectives", Deer Park Productions,1997
24. Julia King, "Consulting conundrum", Computerworld, May 27, 1996, pp45-46
25. Kolle, J., "The Project Management on Implementation of Standard Software", Hallbergmoos, 1990
26. Mathias Kirchmer, "Business Process Oriented Implementation of Standard Software : How to achieve competitive advantage quickly and efficiently", Spriinger, 1998
27. McKinsey Quarterly, "The case for ERP Systems", McKinsey&Company
28. Michael Hammer, "Reengineering Work : Don''t Automate, Obliterate", Harvard Business Review 68(4), pp104-112
29. Nancy H. Bancroft, Henning Seip and Andrea Sprengel, "Implementing SAP R/3 : How to introduce a large system into a large organization", 2nd Edition, Manning Publications Co., 1998, pp6-11
30. Norbert Welti, "Successful SAP R/3 Implementation : Practical Management of ERP Projects", Addison-Wesley, 1999
31. Sergio Lozinsky, "Enterprise-wide Software Solutions : Integration Strategies and Practices", Addison-wesley, 1998
32. Stephen P. Laughlin, "An ERP Game Plan", Journal of Business Strategy, January/February, 1999, pp 36
33. Thomas H. Davenport, "Putting the Enterprise into the Enterprise System", Harvard Business Review, July-August, 1998, p121-130
34. Tim Minahan, "Enterprise Resource Planning: Strategies not included", Prechasing, July 16, 1998
35. Tom Nickles, James Mueller and Timothy Takacs, "Strategy, information technology and the supply chain : managing information technology for success, not just for survival", Strategic Supply Chain Alignment, pp494-508
36. Wildemann H. "The implementation of computer integrated manufacturing system", Munchen, 1990
37. Wildemann, H., "Lean Management, Der Weg zur schlanken Fabrik", Munchen, 1992
38. Wildmann, H., "Strategic Investment Planning", Wiesbaden, 1987
網站參考資料
1. Baan網站, http://www.baan.com
2. Joshua Greenbaum, "Origin ERP : The Origin and Future of ERP Outsourcing", http://www.erp-outsouring.com/main.htm, 1999
3. Oracle網站, http://www.oracle.com
4. SAP AG網站, http://www.sap.com
5. Peoplesoft 網站, http://www.peoplesoft.com
6. 中華徵信所贊助學術研究計畫,中華徵信所廠商資料庫,http://www.credit.com.tw
7. 隆傑全球工商資訊網,http://www.ivnet.com.tw/twyp.htm
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