A Case Study of BPR in ERP Environment

• Main Authors: Chao-cheng Cho, 卓昭呈
• Other Authors: Li-chun Hsu
• Format: Others
• Language: zh-TW
• Published: 2007
• Online Access: http://ndltd.ncl.edu.tw/handle/25441946745536415232

碩士 === 國立成功大學 === 會計學系碩博士班 === 95 === With the complexity and variability of the global environment, information technology is always playing a key role. In order to keep high profit and competition, companies always continuously pursue improvement of information technology. In a situation that traditional Management Information System can't be satisfied, the Enterprise Resource Planning (ERP) system let departmental information linked and integrated rapidly, and offer the immediate information for managers to make the most correct decisions. However, with the installation of the ERP system, the process of companies will not be the same as the ERP system that the companies want to install. Thus the companies will do the Business Process Reengineering before installing the ERP system to let the ERP system work more smoothly. With the adjustment of business environment, the changes of the customers and suppliers, the progress of production technology, and keen market competition, the process of enterprise must be adjusted to these changing, and the ERP system will not be accordance with the new process, even if the implementation of ERP system is smoothly. This study is to explain that how to do Business Process Reengineering after the installation of the ERP system through the case company, and offer some suggestions about Process Reengineering. The main suggestions of this study are as follows: 1.When execution of process reengineering, managers should communicate to the staff. Communication is the key factor of success of Business Process Reengineering. 2.Define the role that each of department and each employee should act, and carry out each duty that role should have strictly. When in trouble, we must analyze which role doesn’t finish his work, and find out the question and change it. 3.Installation of the Enterprise Resource Planning system does not represent that company process will certainly be out of question, it is possible to do process reengineering two times, but is not definitely essential. 4.Process reengineering doesn't represent that need to revise Enterprise Resources Planning system. It may need to revise the system only when involving the change of the control point.