在過往的商業競爭持續升級下，資訊系統的採用，通過有效的資料收集、累積和正確的分析數據，協助運營管理決策，已成為許多企業的基本需求。然而，多數公司常面臨資訊系統升級的挑戰。如何順利的轉換到新系統，並實現預期的整合成效變成是一大難題。 本文研究對象是K集團，是一家多國生產及經營的公司。在各國的子公司中，由於受制於不同的法律規範、擁有不同文化背景員工、運作於不同的社會經濟環境下，它面臨了將資訊系統升級到SAP ERP的問題，並希望所有子公司能在單一系統上運行。因此系統的轉換變成為一個重點問題。本研究從之前的系統升級實施項目中吸取到的經驗教訓為出發點，包括第一階段將SAP引入總部，在此一過程中，導出可以將該系統推廣到所有子公司的程序。並考慮到各種內部和外部因素，以降低失敗的風險。本研究主要目的是建制一套可推行至各子公司的系統導入範本。;As business competition escalates over the years, adoption of information systems, efficiently collect, accumulate and analyze accurate data, to assist operations managerial decisions, have become the basic needs of many companies. However, many companies often faced with the challenges of upgrading their information systems. Smooth transition to a new system, achieving intended integrations becomes a real problem. This study focuses on Conglomerate K, which is multi-national company with production operations in many countries. It has several subsidiaries in different countries, regulated by different set of laws and regulations, with employees from different cultural backgrounds, and operates in areas with different socio-economical settings. It is facing the problem of upgrading its information system to SAP ERP system, and hopes to operate on a single system. Thus, system transition becomes an important problem. Based on the lessons learnt from previous system implementation projects, including the first stage introduction of SAP to its headquarters, this study attempts to derive at a procedure by which the system can be rollout to all subsidiaries. Various internal and external factors are considered, and the objective is to reduce the risk of failure. A set of rollout guidelines is proposed.
