The Critical Success Factors for Small-medium Enterprise to re-implement ERP – Using S company as example

• Main Authors: Hsin-Yuan Wang, 王新元
• Other Authors: Tien-Hsiang Chang
• Format: Others
• Language: zh-TW
• Published: 2011
• Online Access: http://ndltd.ncl.edu.tw/handle/00650795110972530254

碩士 === 國立高雄應用科技大學 === 資訊管理系碩士在職專班 === 99 === In the environment of fierce global competition with advanced computer and network technology, Enterprise Resource Planning (ERP) systems have become an important investment of many enterprises. It is reinforced by the fact there are a total of 1,230,002 domestic small and medium enterprises, all facing the threat of global (international) competitors. Through the introduction of different types and functions of ERP systems, enterprises can not only effectively integrate internal resources to quickly obtain internal information; they can also have quickly response and increase the competitiveness of their enterprise. However, the cost of implement an ERP system, which may be tens of millions of dollars, is a significant cost for small and medium enterprises. Thus, the efficient implementation of ERP systems and their key success factors is a very important process. This report employs the use of case studies, AHP and additional means through the review of literature to the ERP system, critical success factors hierarchy and the establishment of key success factors. An expert questionnaire is used as part of the research in computing relevant ERP factors. Using the above information, we provide a list of recommendations for implementation of the proposed ERP system. Through the results taken from the expert questionnaire, the three most important factors influencing the study were found to be (i) the business/enterprise itself, with a weighting of 51.5%, followed by (ii) counseling consultant team factors (weighting of 24.7%) and finally (iii) system users with a weighting of 24.3%. In addition, three groups of experts unanimously agreed that an additional six factors played an important role: (i) top management support and involvement, (ii) the controlling and coordination of the project team, (iii) competence of system users in the relevant fields of work, (iv) the system user and attitudes of participants, (v) the consultant team's professional ability, and finally (vi) the coordination and communication between the advisory team. When Small-medium Enterprises reimplement ERP, the senior managers must involve fully and carefully selected project team members. At the same time, they must set the appropriate rule to improve employees’ participation. It will enhance the success probability for this project.