Decision Behavior of Business ERP Customization

• Main Authors: SHU-CHEN CHANG, 張書丞
• Other Authors: Su - Hou Liu
• Format: Others
• Language: zh-TW
• Published: 2002
• Online Access: http://ndltd.ncl.edu.tw/handle/79689534765625210534

碩士 === 中原大學 === 資訊管理研究所 === 90 === Enterprise Resource Planning (ERP) systems have gained significant footage in the corporations to help the managements meet the ever changing and diversified business environment. Many prestige companies have developed advanced and complicated systems based on their leading information technology and enterprise integration theory. Their reference models are claimed to be the Best Practice, and are shortcut for the system introduction and enterprise re-engineering. However, it is difficult to generalize the business process and business culture for the unified models. Custom-designed ERP systems are aimed to address the Misfit in many system introduction cases. Should the business entities go for custom ERP system? Many literatures propose many and yet contradicted theories. Some of those papers are experience reports and fall short in the decision-making issues. This study explores the custom ERP issues and focusing on the decision-making stage to the individual case. The result of this research concludes with the following three issues and conclusions: ISSUE 1: How does the custom-designed ERP system aroused? CONCLUSION :It aroused from users compare the original (or heritage) systems with the functionalities of pre-build ERP systems. ISSUE 2:The influence and role of the consultants to the decision-making of the custom-designed ERP system introduction? CONCLUSION : Consultants provide system solutions and configurations and not directly influence the decision-making, but through the cost indirectly. ISSUE 3 : What are the paths lead to the decision-making of custom-designed ERP systems? CONCLUSION : There are two models: (1) CEO’s direct decision and (2) ERP task force’s decision (or call it CEO’s decision indirectly).