隨著經濟越加開放，企業彼此之間越加競爭，為了提升生產效率、營運績效，降低營運成本，企業無不把導入ERP系統視為關鍵重點與重要的資訊科技策略，而研究如何順利導入ERP系統，在過去一、二十年間也一直是很重要的研究焦點，但對於導入ERP系統後的營運績效評估，則一直到西元2000年後，因為Y2K時導入個案大幅增加，才開始受到矚目，而慢慢被研究探討。 本研究所探討的個案公司為一中小型規模之電子公司，藉由個案公司於衛星導航相關產業的實際營運狀況分析，探討此種規模下的台灣代工業、電子製造業，面對全球競爭與中國類似產業的快速崛起的背景，分析個案公司所發展出來的營運策略。 本研究從個案公司建立專案開始，說明其實際導入ERP系統的過程，以及導入後兩年時間內的績效，做為評估導入ERP是否成功的依據，透過個案的實務狀況分析，可以了解到在導入ERP系統的過程中，雖然個案公司以極快速度導入ERP並且正式上線，且仰賴此系統做為內部核心流程的管理工具，但個案公司覆諸闕如的企業流程再造以及軟體重新配置等ERP關鍵成功因素，對其仍然造成了相當的影響。As per economic getting more openness, it increases competition between enterprises, to improve production efficiency, performance and lowering operating cost, enterprises believed to adopt ERP system is a major critical point as a important information technology strategy, the study of how to smoothly adopt ERP has been considered as main focus in the past one or two decade. However, until after year 2000 of Y2K it has collected enough cases for evaluate the performance and efficiency on ERP system. In this research studies, it based on a small to medium size GPS electronic company and to further explain its operational status analysis and core strategy under the fast growth from China related industry competitions. This case study was started from the beginning since when company firstly adopt ERP system, through out the process the research study can fully explain its process while implementing ERP system and after 2 years of adopting what’s the real result to be. To study whether the ERP is successful or not for the case company, this thesis describes the real situation for it’s ERP system implementation and study the operation performance for two years after the ERP system adoption. Although the case shows the company do adopt by the Big Bang strategy in a very short term, however as per studied company its lacked BPR (Business Process Re-engineering)and software figuration has also affected a company’s performance in overall.
