企業數位轉型選擇ERP導入廠商及顧問之重要評估準則

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題名:	企業數位轉型選擇ERP導入廠商及顧問之重要評估準則
作者:	洪雅芬;HUNG, YA-FEN
貢獻者:	資訊管理學系在職專班
關鍵詞:	ERP;數位轉型;顧問服務;個案研究;ERP;Digital Transformation;Consultant Service;Case study
日期:	2019-06-28
上傳時間:	2019-09-03 15:40:14 (UTC+8)
出版者:	國立中央大學
摘要:	中美貿易已形成長期持久戰，造成國際間商業環境不確定因素高，也衝擊影響台灣企業開始向外尋求跨國佈局的新機會，並且建立起新的跨國管理模式，因此，資訊系統對於企業因應新的管理模式需求日益重要;然而ERP早已演變成為企業營運效率不可或缺的核心系統，現在新一代的ERP能夠加速助力於企業數位轉型。根據2003年美國Peerstone Research調查結果發現:(1)63%的大型ERP客戶認為從ERP系統投資中取得了某種形式的業務利益;其中只有39%的公司表示從ERP中獲得了可以用金錢數據計算的ROI。(2)ERP專案沒有達到預期目標的最普遍原因是不合適的領導26%。 ERP導入成敗的關鍵在於導入顧問人員及顧問公司;本研究有鑑於過去許多文獻均以單一個案公司角度，探討其ERP上線之後的成效影響，亦或是從ERP的軟體功能面向探討影響ERP上線成功的因素有那些;較少研究是以多重個案研究法探討，當企業在導入ERP之前，應該先關注顧問服務的評估準則。本研究採個案研究法進行，挑選三間產業性質與導入顧問公司均相異的中小型企業作為個案研究對象，與個案公司的高階主管、承辦人員、資訊部門進行深入訪談，進而歸納分析的研究結論為:(1)企業必須釐清導入ERP系統的目的。(2)評估決策程序會影響最終選商結果。(3)關鍵的評估準則會因企業需求而異。希望透過本研究對於個案公司探討，將不同類型的企業在遴選ERP輔導廠商與顧問人員時的常見評估準則、決策流程等重要因素，以專案(Project)、人員(People)、和科技(Technology)層面，結構化相關的邏輯，作為日後其他同樣有評估ERP系統需求的中小企業在選擇顧問服務時的參考依據，或者是對於已經從事顧問諮詢行業的從業人員在專案規劃時有所幫助。 ;Abstract China–United States trade war has become a long-lasting war, which has caused high uncertainty in the international business environment. In order to avoid the impact, Taiwanese companies began to move their operation and production base to the countries that are not affected by the trade war and establish new transnational management models. As a result, Information systems have played a critical role in adapting these changes. Enterprise Resource Planning (ERP) system is a core information system for the operational efficiency because it can accurately mastery and integrate information which helps to improve business processes management and to promote digital transformation. The results of the 2003 Peerstone Research survey in the United States are as the following: (1) 63% of enterprise who applied ERP believe that they obtain some benefit from ERP system investment; However, they are not able to measure the benefit by numbers. Only 39% of them are able to calculate Return Of Interest (ROI) The consultant company and consultant are a key factor influencing the success or failure of ERP implementation. The paper in the past mostly discussed the how the software functions affects the effectiveness of ERP implementation. However, this paper illustrates the importance of advisory evaluation criteria for ERP implementation projects by analyzing multiple case studies. This study selected three small and medium-sized enterprises in various industries which partners with different consulting companies as case study objective. After interviewing with the senior executives, contractors, and information departments of the companies, the finding are is follows: (1) The company must clarify the purpose of introducing the ERP system. (2) The assessment procedure will affect the final vender selection results. (3) Key assessment criteria will vary based on business needs. I hope that through this research, we will discuss the key factors such as the common evaluation criteria and decision-making process of ERP counseling vendors and consultants for different types of companies, such as Project, People, and Technology. Level, structure-related logic, as a reference for other SMEs that also have the need to evaluate ERP systems in the future, when selecting consultant services, or for those who have already engaged in the consulting industry to help in project planning.
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