本論文係針對個案公司ERP導入經驗做探索性研究。市場因素趨動著企業變革，要追求利潤的成長，企業必需在流程及系統上予以改變。個案公司企圖尋找一個最佳方案解決其因舊系統所衍生之種種問題。因此經銷商營運系統(DBS, Dealer Business System) 被高階主管視為改變的契機，因其可改善與製造廠溝通與連繫。此系統在公司中被定位為ERP系統。 個案公司ERP導入共分五個階段：專案準備(Project Preparation)，作業程序檢視(Procedure Review)，上線前準備(Pre-production)，正式上線(Go Live)及上線後的審查(Post Implementation) 階段。本研究將五個導入階段執行的工作、時間投入及人力資源運用作了清楚介紹，並加以分析導入小組所投入時間對使用者滿意度及績效改善之影響。本研究採用過去學者如 Pearson, Ive et al 及DeLon & McLean等人所提出架構做為績效分析問卷理論基礎。將使用者問卷共分成四個構面，分別為系統品質、資訊品質、教育訓練及個人績效，詢問使用者對此四個構面的滿意程度；針對導入小組問卷設計以詢問其對績效改善同意程度。 分析結果發現導入小組投入時間對使用者滿意度在個人工作品質改善及工作需求有顯著的影響，對導入小組在績效改善則以資訊整合最被認同。管理上建議分別從高階主管支持、導入計畫、使用者參與和影響、導入小組、顧問支持、使用者訓練、定期會議及避免導入後之併行測試等幾個方面做經驗上的分享。 要確保ERP導入成功不是一項容易的工作，本研究並非產生一個通用結果而是對ERP導入問題提供有價值觀點在重型機具產業上。 This research is an exploratory study of a study company’s ERP implementation experiences. Market factors are driving the change. The business processes and system must be changed for the profit growth. The study company was also facing numerous problems with the legacy system thus tried to find a best solution to solve these problems they faced. Top management viewed the Dealer Business System (DBS) as an opportunity to do things in a better way and differently. The other benefit was to improve the communications link with manufacture. This study revealed the tasks performed, time input and human resources devotion through the five stages of project preparation, procedure review, pre-production, go live and post implementation. Time devotion of implementation team was the major factor to be discussed the relationship with end user satisfaction and project performance improvement. The critical success factors instruments of Bailey Pearson, Ive et al and the study of DeLon & McLean were adopted to develop the questionnaires for end users and project team members. End users were asked to describe their satisfaction with four constructions of system quality, information quality, user training and individual performance. The project team members were asked to provide their opinion for the implementation performances. The analysis result from user satisfaction showed that the time devotion was positively related to the individual performance on job quality improvement and satisfy job requirement. For the performance aspects, time devotion was positively related to the information integration that was recognized by all team members. A number of managerial suggestions were identified in the implementation activities from the aspects of top management support, implementation plan, user involvement and influence, project team, consultant support, user training, regular meeting and avoid parallel run after implementation. . Ensure successful implementation of ERP project is not an easy task. This research does not produce the general results but provide the valuable insight into ERP implementation issues in this business.
