| Summary: | 碩士 === 國立東華大學 === 企業管理學系 === 98 === After joining the World Trade Organization in Jan. 1, 2002, business competition in Taiwan has crossed border and entered into the era of globalized competition. In June 29, 2010, Taiwan signed the Economic Cooperation Framework Agreement with China, establishing closer economic ties. For sustainable management under such context, Taiwan corporations must gather all resources to strengthen external competitiveness and focus on internal improvements.
Enterprise Resource Planning (ERP) is an automated system that incorporates and utilizes internal resources with efficiency. It increases corporate competitive advantage and brings larger benefits. That is why Taiwan corporations have invested time and money into ERP in recent years. However, employing ERP is too expensive for small and medium sized enterprises— a big part of Taiwan corporations—which leads to failures. Failures could also be attributed to the difficulty to adapt to the specific work flow of some companies, even with the standardized ERP modules. In addition, roughly 90% of companies reported schedule delay after using ERP systems.
The case company in this study is a typical SME, specialized in international trade. The company has had three experiences in introducing ERP implementation strategies within ten years of establishment, including what scholars called the big bang, phased rollout, and parallel adoption. This study compiled related literature and analyzes the key factors in successful ERP systems. Then, it delves into the case study of three ERP implementations, analyzing the advantages and disadvantages. Finally, concrete suggestions are provided for future references in business management.
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