Study on the Implementation, Operation and Maintenance of Enterprise Resource Planning Computer Systems by Taiwanese Enterprises

• Main Authors: YANG, JIAN-DONG, 楊建東
• Other Authors: JHAO, CHONG-GUANG
• Format: Others
• Language: zh-TW
• Published: 2006
• Online Access: http://ndltd.ncl.edu.tw/handle/09435801972056450551

碩士 === 國立臺北大學 === 企業管理學系 === 94 === The impact of globalization in the 1980’s led to a fundamental change in the global supply chain for Taiwanese companies, pushing them to expand outwards in search of better investment locations. The rise of the Internet and e-commerce technologies in the mid 1990’s then created massive interest in the remodeling of corporate processes. At the same time, the rise of China’s economy became a magnet for foreign investment drawing businesses west in search of business opportunities. This study looks at the implementation, operation and maintenance of ERP computer systems on a basic level. Using an individual case study approach, three companies (must have factories in Taiwan and China) were selected from the electronics & information sector of the Taiwan Stock Exchange (TSEC) and Gre Tai Securities Market (OTC) as research subjects. These were chosen for ease of approach for investigation into the key factors involved in the success of their ERP computer system’s implementation, operation and maintenance. The objectives of this study were: (1) From documents and case studies, identify the key factors involved in the successful implementation, operation and maintenance of ERP computer systems. (2) From on-site visits, collect supporting evidence from the user’s perspective to verify what the enterprises considered to be the key factors to success and their actual approach. In this study, we discovered that the following factors were key to the success of ERP implementation: support of high-level executives, careful selection of consultants, a clearly defined project goal, a clearly defined project organization, appropriate schedule control, quality project members, mutual trust and good communication. The value of the implemented project was in optimizing the allocation of business resources and strengthening the competitiveness of supply chain management. The choice of project implementation should be determined strategically according to the business size and level of internationalization. The company’s own information technology capability must be assessed, then an objective evaluation carried out to choose the appropriate solution vendor and package software; in terms of approach, the principle of “overall planning, phased implementation” should be followed to minimize risk. If possible, adopt a system similar to the one used domestically to avoid mismatches due to conversions between systems.