跨國併購物料整合之研究-以S公司為例;A Case Study on Material Master Data Consolidation of Multinational Merger and Acquisition

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题名:	跨國併購物料整合之研究-以S公司為例;A Case Study on Material Master Data Consolidation of Multinational Merger and Acquisition
作者:	劉芷伶;Liu, Chih-Ling
贡献者:	資訊管理學系在職專班
关键词:	系統流程整合;企業流程再造;物料主檔;跨國併購;System Process Integration;Business Process Reengineering;Material Master Data;Multinational Merger and Acquisition.
日期:	2021-06-17
上传时间:	2021-12-07 12:54:56 (UTC+8)
出版者:	國立中央大學
摘要:	S公司是一家大型跨國企業，橫跨生技製藥、生命科學和特用材料專業領域。隨著全球化浪潮席捲，跨國企業併購是企業擴張、強化市場地位和降低風險的重要手段。2014年S公司併購A半導體材料電子公司，集團面臨母公司和各地分公司以及新併購公司使用不同SAP版本問題。過去分散式系統方式使母公司難以管理，遂決定推行導入全球一致化SAP系統，系統大整合也使物料系統由原本各國客製化的系統、作業流程也整合成全球一致性。對集團而言，系統整合能降低整體營運成本、標準的作業模式、一致化KPI工具，讓集團更易於掌控各分公司情況及作為日後改善依據。對關鍵使用者而言，各國文化、背景、客戶模式都大不相同，卻要受限於制式系統和作業流程。上線後4年，使用者的滿意度仍不高。希望藉此論文能分析關鍵用戶滿意度不高的原因，並提出因應之道，給予未來跨國企業在做全球性系統整合導入評估建議。本研究以深度訪談和半結構式問卷收集個案相關資料，受訪者分別為物料整合系統相關單位的關鍵使用者或曾參與此專案導入的用戶。經個案訪談，彙整關鍵使用者對物料整合系統不甚滿意的主要原因為：(1)多重系統導入，各自一套流程，沒有整合，需反覆重工作業；(2)系統流程設計制式、無彈性，無法完全符合各國所需，產生許多人工作業；(3)過多系統串接，操作複雜致人員難適應；(4)時差因素使國外系統支援人員無法及時處理，問題解決延誤，影響當地作業。因應上述問題，提出解決方案：(1)整合其他系統流程在KK平台並直接連接至SAP﹔(2)客製化流程應該被全面檢視並優化流程以縮短時間和減少重工；(3)公司應定期提供系統教育訓練，幫助人員熟悉和接受系統變更；(4)設置IT專職服務亞洲時區，給予當地及時協助。 ;Corporation (Corp.) S is a multi- national with vibrant of specialists in Healthcare, Life Science and Performance materials. Along with highly globalization development, M&A (Merger& Acquisition) is one of the vital strategies of business expansion, market status strengthens and risk reduction. The Corp. had faced the problem of using diverse SAP version for the local branches and newly acquired company after A semiconductor-electronic materials company was acquired in 2014.In the past, the decentralized system was hardly management, so the Corp. was decided to implement a global standard SAP system. The system integration also including material master from original customized system and operation process enable to integrated into globally standard. As far as Corp., system integration not only reduce overall operation cost but also making it easier to control each branches situation with standard operation modes and consistence KPI tools which are serve as a basis for future improvement. In contrast, for key users, the cultures, backgrounds, and customer models are very different each country but have to limit by the standard system and operation process. Although, global system has been launched for 4 years, key users’ un-satisfaction has still continuing. The purpose of this study is to analyze the reasons why has low satisfaction of key users for global system and propose possibility solution and giving advices for future multinational companies on the evaluation of implementing global system. This study is based on in-depth interviews and semi-structured questionnaires methods to collect case-related information. The respondents are key users from relevant departments of material integration system or who have participated this project. Through the content analysis on the interview transcripts, questionnaires, we found four causes key users are dissatisfied with material integration system: (1)Multi-systems usage with each own processes, duplicate operating, task; (2)The system standard design is inflexible and not able to fulfill requirements for various countries result in lots manual work; (3) Multi- systems are connected in series and are too complicated for personnel to adapt; (4) Time zone differences make the global IT system support unable to deal with it in time, delays in problem resolution also affects local operations. To solve these problems, we propose the following solutions: (1) Integrating other systems and processes on the KK platform and directly connect to SAP; (2) The customized process should be fully reviewed and optimized to shorten the time and reduce duplicate tasks; (3) The Crop., should provide regular system education and training to help personnel familiarize with and accept system changes; (4)Set up IT full -time service in Asia time zone to provide timely system support.
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