臺灣博碩士論文加值系統

於全球競爭激烈的環境下，企業益發重視策略與決策的制訂，以快速取得競爭優勢。因此組織建立主管資訊系統（Executive Information System, EIS）以立即從企業資源規劃（Enterprise Resource Planning, ERP）系統中取得相關內部資料報表，供企業進行決策。近年來，企業資源規劃系統相關的研究早已發展成熟，更廣泛運用於實務層面；然而，在規劃導入主管資訊系統時，其與主管資訊系統間之關鍵活動整合關係，企業實務上與學術研究還存有落差，故本研究建立主管資訊系統的系統規劃建置概念，將其建構於企業資源規劃系統上，並水平延伸將顧客關係管理（Customer Relationship Management, CRM）系統與供應鏈管理（Supply Chain Management, SCM）系統之關鍵活動納入考量，整合於主管資訊系統中。除此之外，本研究將另從實務角度進行關鍵活動的評估，以確保主管資訊系統在規劃、導入系統時的成功性。

Critical activity of an executive information system (EIS) could be considered as the significant indexes that are related to attaining organization’s goal and firm’s operation performance. In practical, an EIS is highly focused both on the integration of decision-making from the enterprise resource planning (ERP) system vertically and the position within external environment horizontally. The needs for integrated information systems and increased competiveness in the enterprise have pushed the organizations to develop and enhance additional modules of ERP such as Customer Relationship Management (CRM) system and Supply Chain Management (SCM) system. Hence, this study aims to explore the critical activities of ERP, CRM and SCM systems and then attempt to integrate them as the holistic vital activities for EIS.

中文摘要 I
Abstract II
致謝 III
Content IV
List of Table VI
List of Figures VII
Chapter 1 Introduction 1
1.1 Research background 1
1.2 Research motivation 2
1.3 Research purpose 3
1.4 Research structure 4
Chapter 2 Literature review 6
2.1 Executive information systems 8
2.2 Customer relationship management system 9
2.3 Supply chain management system 10
2.4 Critical activity 10
2.4.1 Vertical 15
2.4.2 Horizontal 19
Chapter 3 Research methodology 24
3.1 Delphi method 24
3.1.1 Characteristics 25
3.1.2 Procedures 25
3.1.3 Instrument 27
3.1.4 Data collection 29
3.2 System analysis and design 29
3.2.1 Systems development life cycle 31
Chapter 4 Research analysis 33
4.1 Discussion of findings 33
4.1.1 Relationship of the importance of EIS 34
4.1.2 Self-judgment from the practical parties 37
4.1.3 Additional critical success factors 38
4.2 Additional findings 41
Chapter 5 Conclusions and limitations 43
5.1 Conclusions 43
5.2 Practical implications 43
5.3 Limitations and future works 44
References 46
Appendix A Interview instrument 54

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