企業資源規劃(ERP)為一即時資訊之整合系統，隨著國際化的趨勢，大部分企業希望藉由ERP系統，讓企業作業流程的弊病，諸如人力重複的浪費、資訊重複或者傳遞的延遲等，將效率提升至最高，浪費減至最低。然而，以往企業在進行ERP導入專案時，將導入重點放在軟硬體等IT設備是否齊全，卻忽略了導入專案團隊的重要性，以及ERP導入是否與企業發展策略目標所契合，造成ERP在導入完成後，企業內部對ERP出現排斥的問題，以及經營績效不升反降等，往往使得ERP導入專案失敗。本研究針對ERP專案所負責的單位著手，以台灣地區4276家公司為研究母群體，經由郵寄問卷調查，運用ANOVA與迴歸分析，探討不同的ERP導入負責單位在執行導入專案過程中是否會有不同，最後對ERP專案的績效有何差別。;Enterprise Resources Planning (ERP) is the system that provide real-time information by an integrated system. As the trend of international, the majority of enterprise begin to adopt this system in order to minimize operating procedures ills in traditional operating procedures, such as waste of manpower, information duplication or delivery delay. However, in the past, the enterprise implemented ERP system, they often focused on the software and other equipment, but ignored how important the team who charged this project. Therefore, after the implementations were complete, the enterprise drew back because of internal exclusion. As a result, the ERP implementation project was failed. In this way, this research hopes to find out the best project team who can let ERP implementation more successful by analyzing companies’ choices. 4276 questionnaires were sent to Taiwanese enterprises in manufacturing and service industries. The research use ANOVA and regression analysis to find the impact of implementation of ERP systems project and ERP performance.
