| dc.description.abstract | 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.
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