| 摘要: | 為了因應全球化的競爭與挑戰，許多企業紛紛導入新的資訊系統，例如企業資源規劃系統(ERP)。ERP系統能幫助企業獲得競爭優勢，包括了生產力的改善以及提高顧客需求滿意度等。在ERP系統的導入過程中，企業往往能透過外部顧問來協助設置與導入新的軟體系統，外部顧問亦能利用他們的導入經驗、特定模組的專業知識，以及軟體應用的相關經驗，協助企業導入ERP系統，並解決企業在系統導入階段中可能遭遇的難題。 然而，企業如何選擇適合的顧問卻是一個多準則決策的問題，ERP系統顧問的選擇包括了許多複雜的決策情境，倘若我們未能考慮ERP系統顧問各種相互影響的因素，則此ERP系統顧問的選擇極有可能會導致失敗的ERP導入方案。 為了能充份了解企業對於ERP系統顧問選擇準則之變化情形，本研究於2003年、2006年及2009年，分別針對具ERP系統導入經驗的前5,000大企業發放問卷；並納入服務品質的概念，檢視使用者對於顧問的服務品質滿意度，同時也採用DeLone 與McLean在1992年提出的資訊系統成功模式，以建構出ERP 系統的績效衡量指標，希望能進一步了解，使用者服務品質滿意度、ERP系統績效改善程度與ERP顧問選擇準則之關係為何。本研究同時也以Saaty在1980年提出的層級分析法(Analytical Hierarchy Process；AHP)來舉例說明在選擇顧問時，如何針對多元的準則或標的以決定出方案的優先順位。 本研究結果發現幾個現象，首先，企業於2003年，在顧問選擇時若考慮了顧問的專案管理能力，則使用者將會得到較好的服務品質滿意度以及較佳的ERP系統導入績效。在2006年，我們發現企業若在顧問選擇時考慮了顧問是否具備相關產業的ERP導入經驗，則使用者將會得到較好的服務品質滿意度以及較佳的ERP系統導入績效。到了2009年，企業若在顧問選擇時若考慮了顧問的專業領域知識、顧問於相關產業的ERP導入經驗，以及顧問是否能於系統上線後繼續提供支援，則使用者將會得到較好的服務品質滿意度以及較佳的ERP系統導入績效。其次，我們也發現在2006年時，若企業在顧問選擇時僅考慮顧問的ERP導入經驗以及導入ERP系統的方法與工具時，則使用者會得到較好的服務品質滿意度，但卻未能達到最佳的ERP系統導入績效。最後，我們也發現當企業導入的ERP系統為國外軟體時，則企業在其顧問選擇時應考慮的因素為顧問的專業領域知識，以及顧問是否能於系統上線後繼續提供支援； 當企業導入的ERP系統為國內軟體時，企業在選擇顧問時則應考慮顧問是否能於系統上線後繼續提供支援。 In response to increasing global competition and myriad of challenges, many companies have developed new information systems such as Enterprise Resource Planning (ERP) systems. ERP systems help organizations obtain a competitive advantage which include productivity improvement, satisfying customer demand. In ERP implementation phase, companies use outside consultants to setup, install the new software. Outside consultants can use their experience, detailed knowledge of certain modules and experience with the software application to help companies to set-up, install and customize their software in ERP implementation However, these consultant selection problems are multicriteria decision problems. ERP consultant selection involves complex decision situations. If the variously interdependent factors among the ERP consultants are not considered, the selection of the ERP consultant may result in bad ERP implementation. In this study, we used the aspect of service quality to examine user’s satisfaction of ERP consultant selection, and also used DeLone and McLean’s (1992) information system success model to develop ERP performance measures in order to explore the important factors, in the ERP consultant selection, affecting ERP performance improvement. We also illustrated how to apply Saaty’s (1980) Analytical Hierarchy Process (AHP) to set priorities for multiple criteria or objectives and for consultant alternatives. To understand the change of consultant selections in ERP implementation, this study examined the ERP implementation experiences of the Top 5000 Largest Corporations in Taiwan in 2003, 2006, and 2009. This study identifies several interesting phenomenon, as follows. First, in 2003, companies that consider consultant’s ability of project management have better service quality satisfaction and ERP performance. In 2006, companies that consider consultant’s ERP implementation experience in similar industry achieve higher levels of service quality satisfaction and better ERP performance. In 2009, companies select the consultant that has domain knowledge, ERP implementation experience in similar industry, and consultant’s after-go-live support to achieve higher levels of service quality satisfaction and better ERP performance. Secondly, in 2006, companies that consider consultant’s ERP implementation experience and consultant’s ERP implementation approaches and tools achieve better service quality satisfaction and have insignificant ERP performance. Thirdly, companies that implement international packages should consider consultant’s domain knowledge and consultant’s after-go-live support in consultant selection. Companies that implement domestic packages should consider consultant’s after-go-live support in consultant selection. |
