| 摘要: | 企業資訊科技發展一直以來是企業營運極為重要的一項重點工作。資訊科技發展的優越良窳直接影響到企業創新的原動力與維運所需的續航力，故資訊系統的建置與企業營運之關係在現今高科技時代猶如唇齒相依缺一不可。在企業主花下大筆經費建置資訊系統後，如何有效確保投資下去的成本是花在刀口上對企業營運的確發揮相輔相成助力以達到預期效果，並且如何隨著外在環境變化與內部流程組織變動能與時俱進同步成長應變，這是每家企業都會關心的問題也是值得研究的好題材，這是構成我的研究動機之一。以在全球市場經營多種節能創新產品的某台商製造業A公司為例，近年來逐漸發展B2B品牌策略企圖從傳統代工營收之餘拉大品牌營收之比重使整體營收逐步成長，逢此營運策略之改變，原本亦步亦趨建置之資訊作業頓時倍感吃力，因掌握不了企業快速變化的律動也無法發揮有效的連結，在不得要領之下與企業主管們的期望逐步拉大距離漸行漸遠，因此遭遇責難批評之聲隨之在後續的年度策略會議上此起彼落，想找一個解答誰該投入，做那些事，這是構成我的研究動機之二。本研究藉由個案研究方法，將A公司營運上改變的蛛絲馬跡以資訊部門的觀點陳述，例如從單一產品之ERP 建置發展到多產品組合交叉銷售的新營運模式；由Key Account 接單對象增加到經銷商接單對象改變；由代工達交單純特性衍生為標案工程服務特性；由純製造銷售改變為兼顧售後服務需要；由單純銷售單價估價演變為標案與經銷商報價成本剖析透明化的方式改變，凡此種種以資訊部門感受到的改變，再列舉近年來在海外實際推展CRM 系統遭遇的經歷為輔，驗證資訊策略與企業品牌化策略之校準方法與組織布局、人力發展應注意事項。最後，本研究的結果指出，實施資訊化與企業策略有效連結的觀念其實不在於資訊部門單方面的配合演出，尚需要管理高層的通情達理與各產品事業部的戮力親為，畢竟CEO有高瞻遠矚的企業經營願景下，旗下營運組織也需要有實際的最佳演練流程與劇本，資訊部門才能聚焦在作業執行層面亦步亦趨完美演出。期望能將此研究成果傳達給敝公司經營決策層做為擬定日後的經營策略之參考。Enterprise information technology development is always a critical task for the enterprise business. The superior or worse of information technology is directly subject to enterprise innovation motive and retaining persistence. Therefore, the relationship between information system buildup and business running is similar to the influence of lips versus teeth which could not exist for any single without each other.After company owner spent much cost to build up its information system, how to guarantee efficiently the invested cost is effect enough and successfully exert the benefit as expected, and furthermore, align to the external environment impact and internal organization changes, how to respond the impact it occurred and co-work moving towards the same steps, this is the question all the companies care and also is a topic worth to study, which is one of my studying motive. As example of certain Taiwan manufacturing company which manages several energy-saving products in the global market, gradually develop B2B branding strategy in the recent years who attempt to enrich the holistic sales revenue by means of breaking out the branding revenue in addition to OEM/ODM revenue. Encountering such business strategy impact, the used IT processes suddenly suffer the insufficient pains, since lack of the control for the business rapid growth and failed to exert the efficient alignment, which are beyond the reach with enterprise owner’s expectation step by step. Therefore, suffering the criticize blame in the later strategy meeting is definitely no doubt, trying to find out a solution and whom should be involved this is another studying motive of my own.The study is by means of individual research methodology to state the tiny and slice changes at the perspective of IT department, for instance, change from single product EPR build-up to multiple product folio sales business; change from Key Account order to additional channel order; change from OEM/ODM business to project construction biz; change from simply produce sales to additional after-sales service ; change from simply direct sales price to channel /tender quotation price structure analysis, for such mention above at IT department point of view, I raise one more example as CRM system implementing experience in the past few years, I try to note the fact verifying the IT strategy aligned with enterprise branding strategy and the notice of organization spread out and human resource developing.In the end, the study outcome indicates that realizing IT well alignment with business strategy is not only counting on sole IT department, it needs further top management level awareness and every business unit realistic action, after all, it’s not enough for having CEO spectacular enterprise vision, the below business organization also must have best practice operations and scenarios, so that IT department could be concentrate on execution adequately. I expect to deliver this dissertation to my company top managers as the accordance to amend the business strategy. |
