臺灣博碩士論文加值系統

ERP（Enterprise Resource Planning）最早起源於製造業，但是隨著時代的演進，他已經不再是製造業的專利，轉變成各家產業都應必備之基本資訊系統，而過去學界所研究之相關主題都環繞在軟體供應商選擇和ERP關鍵成功因素上，對於ERP顧問公司和顧問的相關性研究及該如何評選甚少探討。由於近幾年學界和業界開始明白顧問的重要性，顧問對於ERP的導入是有成敗性的地位。基於此，引發本研究對「ERP顧問公司及顧問之評選」這一主題做適當探討。
本研究的目的主要是想藉由文獻收集、專家訪談以及問卷方式來整理分析企業選擇ERP顧問和顧問公司時所需考慮的評估準則。並以個案方式，透過ELECTRE I多準則決策方法來進行分析，期許能協助該個案企業正確選擇最適合其企業之ERP導入顧問，並進而提供欲導入ERP的公司在導入ERP時一個合理的決策架構及基礎。最後個案企業從Oracle、JDE和普揚三家顧問公司中選出JDE為其最適合的顧問公司。
本研究結果主要是提供一可行的評估模式。因此企業可參考本研究所篩選出來的指標及其重要性進行在評選顧問和顧問公司時的參考，也可按照本研究在個案處理上的方法與步驟，來對所欲選擇的顧問和顧問公司進行評選，以從其中找出最適合自身企業的顧問公司。

ERP（Enterprise Resource Planning）comes from manufacturing industry at first. When the times develope, it hasn’t the only patent in manufacturing industry. It changes the basic IS for all kinds of industries.In the past, the related topics for the researches of the the academic circle surrounded with the topics of ERP selecting and CSF. There are very fewer related researches for how to understand and how to select ERP consultant and Consultant Company.Because the academic and the industry circle recently understand the importance of consultant, consultant for ERP implementing is the success and failure role. Base on these reasons, those cause this research to discuss the topic of ERP consultant and Consultant Company.
The purpose of this research is arranging and analysising the crieteria of selecting consultant and Consutant Company by collecting records、expert interviews and questionnaire. The research uses case studey to help for the case enterprise to select the most suitable ERP consultant by ELECTRE I and provides the rational decision structure and basis for the companies that want to implement ERP. At last , the case has selected JDE from the three consultant companies of Oracle、JDE and Proyoung.
The result of this research mainly provides feasibility evaluation model. When company considers which consultant and Consultant Company to select, he can refer this crieteria and importance from this research. The company also finds the most suitable Consultant Company by using the methods and procedures from this research.

第一章 緒論 1
1.1研究背景 1
1.2研究動機 3
1.3研究目的 5
第二章 文獻探討 6
2.1企業資源規劃系統 6
2.1.1企業資源規劃的定義 6
2.1.2企業資源規劃的沿革 7
2.2導入企業資源規劃系統之關鍵成功因素探討 9
2.3顧問及顧問公司 12
2.3.1顧問產業 12
2.3.2 ERP顧問 14
2.4顧問和顧問公司之評選準則 22
2.4.1顧問公司之評選準則 23
2.4.2顧問之評選準則 32
2.5多準則決策分析方法 37
2.5.1多準則決策分析簡介與發展 37
2.5.2多準則決策分析方法及優缺點 39
2.5.3ELECTRE方法概論 42
第三章 研究方法與流程 44
3.1多準則決策方法之選擇 44
3.2準則權重之決定 46
3.3研究方法 47
3.4研究流程 48
3.5準則的確立與問卷的設計 50
3.6問卷調查與回收 53
第四章 資料分析 54
第四章 資料分析 54
4.1樣本基本資料分析 54
4.2權重計算 59
4.2.1顧問公司的公司結構與財務 61
4.2.2顧問公司的企業形象 62
4.2.3顧問公司的收費標準 63
4.2.4顧問公司的專案管理能力 64
4.2.5顧問個人的輔導能力 65
4.2.6顧問個人的溝通能力 67
4.3 個案研究 69
4.3.1 個案研究綜合比較 75
4.3.2 個案研究顧問公司構面比較 83
4.3.3 個案研究顧問構面比較 88
第五章 結論 92
5.1研究結論 92
5.2研究限制 94
5.3研究建議 96
參考文獻 97
一、英文部份 97
二、中文部份 102
三、網路資源 104
附錄一：本研究問卷 105

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二、中文部份
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三、網路資源
1.IDC - Analyze the Future網站，http://www.idc.com/。
2.MIC 資訊市場情報中心，「2000-2003 年企業應用軟體市場趨勢分析」，資策會，http://mic.iii.org.tw/soft/default.asp。
3.美國生產及存貨管理協會（APICS），http://www.apics.com。