| 摘要: | 購併已成為企業擴張的潮流，台灣的IC設計業，居於電子產業上游供應鏈的一環，也無法避免這個發展趨勢。併購的目的是實現企業間各自原有優勢的互補與結合，以達到技術、資訊、市場、資金與人力資源的共享，並擴大生產規模，進而降低經營成本，增強企業市場競爭力。
購併後兩家公司源自不同的管理文化、人員，還要面對系統高度複雜度，造成內部混亂。若要發揮購併之成效，兩套異質的ERP系統如何整合各自系統的優點，並改善原有的缺點，進而整成一套彼此適用的資訊系統，是一個重要的課題，也是公司管理制度整合的開始。如何讓兩家公司的採購、生產、銷售、進出口等作業流程一致及財務月結作業時間縮短、提高效率，系統整合至為關鍵且刻不容緩。
本研究以Leavitt(1965)鑽石模型為主架構，透過個案公司的分析與探討從人員、任務、技術與組織結構等四個構面去瞭解企業整合ERP所遭遇的困難，進而探討分析其問題處理的因應策略，從中整理整合ERP所帶來的成效，並歸納其關鍵成功因素，落實企業的目標策略，並促使ERP成為兼備企業核心價值與靈魂的資訊系統，以期增加競爭優勢與提高營運績效。
本研究結果發現，鑽石模型所主張的人員、任務、技術與組織結構這四個構面彼此環環相扣相互影響，企業在擬定整體策略方案時必須綜觀考量鑽石模型四個構面相互間的影響，當其中之一構面產生改變時其他三個構面即會受到影響進而需要配合改變，才能確保ERP系統導入的電子化成效。
關鍵字：企業資源規劃，鑽石模型，關鍵成功因素
;Mergers and acquisitions have become a trend how enterprises expend. Taiwan’s IC design industry, which plays an important role on the upstream of the supply chain of electronics industry, cannot avoid the trend. The purpose of mergers and acquisitions is to combine and amplify the strength of multiple companies. By sharing technology, information, market, capital, and human resources, mergers and acquisitions can increase production capacity, decrease the operating cost, and enhance competitiveness.
After mergers and acquisitions, enterprise often suffers from the chaos caused by the conflict of different management styles, groups of employees, and computer systems from former companies. In order to optimize the effect of mergers and acquisitions, it is an important management task to integrate two different ERP (Enterprise Resource Planning) systems into one new system, which keeps the strength and eliminates the weakness of the former systems. ERP system integration is a key to management after merger because it will also integrate purchasing, production, sales and distribution, import and export, and other operation cycles of the former companies. As the result, it will maximize the efficiency of operation and improve management.
This research is based on Leavitt (1965) diamond model, and then analyzed and discussed by F’s corporation from the task, people, technology and structure dimensions to understand the difficulties encountered in the implementation of ERP and its problem-solving strategies, cognitive and consolidate its benefits, conclude its critical success factors, achieve the corporation′s strategic objectives, and create maximum profit.
The four elements in the diamond model - task, people, technology, and structure – are interdependent. As the result, an enterprise must consider how each element will affect others when management makes overall strategy. When changes occur in one element, it is necessary to consider how to make corresponding changes in other three elements in order to ensure the positive outcomes of ERP system integration.
Keywords: Enterprise Resource Planning, Diamond Model, Key Success Factors |
