The Factors for the Introduction of Cross-Strait ERP Systems in Manufacturing Industries

• Main Authors: YANG SUNG-HSING, 楊順興
• Other Authors: 張克章
• Format: Others
• Language: zh-TW
• Published: 2006
• Online Access: http://ndltd.ncl.edu.tw/handle/55707632402655773193

碩士 === 長庚大學 === 企業管理研究所 === 94 === The Factors for the Introduction of Cross-Strait ERP Systems in Manufacturing Industries Abstract Since the Taiwan government liberated indirect investment in Mainland China in Oct, 1990, the number of investors and the amount of investment in China has been on the increased year by year. Mainland China has thus become an important stronghold of foreign investment for Taiwanese industries. And how the horizontal and vertical reorganization of the IT systems across the strait is conducted has become an imperative issue for domestic industries based on Two coasts-Three Regions. Therefore, in the first stage, this study extracted the significant factors through literature review. Based on the demands of the industries and characteristics of internal and external environments, the factors affecting the introduction of ERP systems into manufacturing industries were evaluated and designed into an expert questionnaire for ERP experts’ assessment. Further, an Analytic Hierarchy Process Model that integrated the major constructs was proposed to investigate the weight of each major factor affecting the introduction of ERP systems and the relative importance of each factor in order. The level of impact on the viability of the introduction is the order of prioritized factors, which provides a simple comparison of factors as a reference for manufacturing industries and benefits appropriate resource distribution during the introduction. The relative weights of the viability indexes for introducing ERP systems into manufacturing industries based on Two coasts-Three Regions are listed in descending order and as follows: 1. Range of Consideration: [1] S2 External Environment (0.5195), [2] S 1 Internal Environment (0.4805). 2. Primary Constructs: [1] D1 Organizational Structure (0.1953), [2] D7 Product Characteristics (0.1787), [3] D8 Introduction of Advisors (0.1582), [4] D2 Operation (0.1204), [5] D6 Market Competition (0.1129), [6] D3 Management of Reforms (0.0994), [7] D5 Political and Economic Environments (0.0697), [8] D4 Technique Capability (0.0655). 3. Primary Factors: [1] F1 Selection for Appropriate Project Members (0.1198), [2] F26 Experience of the Professional Service Team (0.0696), [3] F25 Professional Service Team’s Experience of Successful Assistance (0.0628), [4] F2 Stability of Project Members (0.0606), [5] F5 Company’s Perspectives and Definite Goals (0.0595), [6] F21 The Compatibility and Extendibility of ERP Systems (0.0590), [7] F7 Level of High-ranking Supervisors’ Support for Reforms (0.0583), [8] F22 Completeness of the ERP’s Logic of Enterprise Operations (0.0564), [9] The Enterprise’s Status in the Industry (0.0517). As a result, when manufacturing industries evaluate the introduction of ERP systems, the factors of internal and external environments do not differ much in its significance, and the organizational structure is the major construct. The most crucial factors affecting the viability lie in the selection for an appropriate project member, followed by the introduction of advisors—the experience of the professional service team and professional service team’s experience of successful assistance.