臺灣博碩士論文加值系統

在最近幾年中，企業面臨全球化的壓力，為保持競爭優勢，相當多的企業均進行企業資源規劃（Enterprise Resource Planning；ERP）的導入。企業資源規劃將公司內所有的部門及企業流程，整合到一個單一的電腦系統，而且這個系統，能夠滿足各部門不同的需求及使用單一的資料庫。導入企業資源規劃必須同時進行企業流程再造（Business Process Reengineering；BPR），才能使企業資源規劃系統達到最大的利益及效能。企業投入巨大的金額及數年的時間導入企業資源規劃，如果導入失敗，將造成企業嚴重的損失，甚致於破產，如FoxMeyer Drugs。導入企業資源規劃是一個非常重要的課題，需要策略的思考、精密的計劃及部門間的協調。一個企業或計劃經理，在導入企業資源規劃之前，事先了解導入的關鍵成功因素（Critical Success Factors；CSFs）及失敗的原因是非常重要的。經由事前的預防，可以避免在導入的過程中產生問題，延誤進度，甚致於影響導入的成敗，因而造成無法彌補的損失。本研究由文獻回顧及導入案例的實證，探討大型組織導入企業資源規劃的關鍵成功因素及導致失敗的原因，提供企業未來導入企業資源規劃之參考。

In recent years, all enterprises are facing the pressure of globalization. In order to achieve competitive advantage, many organizations are trying to introduce ERP. ERP can integrate all the business processes of all departments into one consistent computer system, which is capable of meeting all the functionalities for all departments. Before the introduction of ERP, the enterprise has to process the BPR and the organization will obtain the most effectiveness and efficiency. The introduction of ERP requires huge amount of capital. Consequently, if the failure occurs, there is a high possibility that it will lead the organization to go bankruptcy such as FoxMeyer Drug Inc. Therefore, the introduction of ERP needs the thinking of strategy and the delicate cooperation among departments. For a successful company or project manager, it is extremely important to understand the Critical Success Factors (CSFs) before the action of introducing ERP. Due to the prevention of the above issues, it can avoid the unexpected issues or the delay of the project or even the success of the project. The research is widely explored the cases among many large organizations regarding the CSFs during the implementation of the ERP system. The research concludes the CSFs for other organizations to ponder before they take the action of deploying the ERP system.

第一章 緒論--------------------------------------------------1
第一節 研究背景--------------------------------------------1
第二節 研究動機--------------------------------------------3
第三節 研究目的--------------------------------------------3
第四節 研究範圍與限制--------------------------------------5
第五節 研究方法與步驟--------------------------------------5
第六節 研究架構--------------------------------------------6
第二章 文獻探討----------------------------------------------8
第一節 企業資源規劃的定義----------------------------------8
第二節 企業資源規劃系統的演進-----------------------------10
第三節 企業流程再造（BPR）--------------------------------13
第四節 企業資源規劃系統的架構-----------------------------14
第五節 企業資源規劃應用程式的領域-------------------------17
第六節 ERP是電子商業的骨幹--------------------------------18
2.6.1 電子商務的定義------------------------------------18
2.6.2 電子商業的定義------------------------------------19
2.6.3 ERP與電子商業之關係-------------------------------20
第七節 企業資源規劃的領導供應商---------------------------22
2.7.1 ERP供應商的Top 5----------------------------------23
2.7.2 國內ERP的領導供應商-------------------------------28
第八節 企業資源規劃系統的導入-----------------------------33
2.8.1 ERP導入的策略-------------------------------------33
2.8.2 ERP導入的組織架構---------------------------------33
2.8.3 顧問的重要性及任務--------------------------------34
2.8.3 ERP導入的程序-------------------------------------35
第九節 導入關鍵成功因素之彙整-----------------------------37
第十節 導致失敗原因之彙整---------------------------------42
第三章 導入案例之研究與彙整---------------------------------45
第一節 成功與失敗之標準-----------------------------------45
第二節 導入成功案例---------------------------------------47
3.2.1 Colgate-Palmolive --------------------------------47
3.2.2 Cisco Systems Inc.--------------------------------49
3.2.3 Owens Corning-------------------------------------51
3.2.4 聯華電子------------------------------------------53
第三節 導入失敗案例---------------------------------------56
3.3.1 FoxMeyer Drugs------------------------------------56
3.3.2 Whirlpool ----------------------------------------57
3.3.3 Hershey Foods Corp. ------------------------------58
3.3.4 W. L. Gore & Associates Inc. ---------------------59
第四章 ERP導入的關鍵成功因素--------------------------------62
第一節 關鍵成功因素之彙整---------------------------------62
第二節 關鍵成功因素---------------------------------------62
4.2.1 高階主管的承諾及支持------------------------------62
4.2.2 適當的ERP的顧問-----------------------------------63
4.2.3 企業流程再造--------------------------------------64
4.2.4 適當的軟體----------------------------------------65
4.2.5 選擇適當的員工------------------------------------66
4.2.6 企業願景及目標------------------------------------67
4.2.7 與顧問及供應商建立有效的合作機制------------------68
4.2.8 專案計劃及管理------------------------------------68
4.2.9 員工的訓練----------------------------------------70
4.2.10 ERP導入的策略------------------------------------71
第三節 導致失敗原因之彙整---------------------------------72
第四節 導致失敗的原因-------------------------------------72
4.4.1 軟體的整合不佳------------------------------------72
4.4.2 不良的溝通----------------------------------------73
4.4.3 員工的抗拒----------------------------------------74
4.4.4 專案範圍的改變------------------------------------74
第五節 關鍵成功因素之生命週期-----------------------------76
第五章 結論與建議-------------------------------------------78
第一節 結論-----------------------------------------------78
第二節 建議-----------------------------------------------79
參考文獻-----------------------------------------------------80

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