A Performance Evaluation of an Enterprise Resource Planning & Business Process Reengineering Implementation

• Main Authors: Wei-kuang Yu, 游偉光
• Other Authors: 范錚強
• Format: Others
• Language: zh-TW
• Published: 2007
• Online Access: http://ndltd.ncl.edu.tw/handle/69578901453605724829

碩士 === 國立中央大學 === 資訊管理學系碩士在職專班 === 95 === Since the term ERP (Enterprise Resource Planning) was coined by the Granter Group in 90''s, it soon became a hot topic. Many international enterprises jumped on the band wagon and implemented ERP. Most Fortune 500 companies in United States have implemented, or in the process of implementing ERP. As a result, ERP solution provider like SAP and Oracle all profited during the surge. After the concept was introduced to Taiwan, many High Tech Enterprises introduced ERP, either coerced by their international customers, or attempted to enhance their competitiveness through improving operational effectiveness. In many cases, companies that adopted ERP has to make substaintial changes to their process, by exploiting the capabilities of modern information technology, and by introducing “best practice” learnt from other organizations. A large portion of benefits from ERP implementation came from BPR (Business Process Reengineering). The target of this study ignored the necessary changes during its ERP implementation. No benefit was gained. Subsequently, it launched a BPR project since the top management realized its importance. This study attempts to evaluate the performance of the ERP/BPR project through an exploratory case study. Managerial implications are presented.