Applying Balance Scorecard to evaluate efficiency of enterprise lead up to ERP：A Case Study of the listed domestic steel companies

• Main Authors: Chi-Kao Chang, 張繼高
• Other Authors: Jim Tsai
• Format: Others
• Language: zh-TW
• Published: 2008
• Online Access: http://ndltd.ncl.edu.tw/handle/37232814039275973249

碩士 === 明道大學 === 管理研究所 === 96 === Recently, business face a lot of challenges, including threaten of competitors, increasing market share, higher and higher customer expected value, etc. These pressures force business to take more powerful reactions, like to cost down the supply chain, slash stock, shorten manufacturing time, increase product category, promise the lead-time, provide better customer service, continue improving product quality, and coordinate globalize service efficiently. Hence, how to integrate EPR systems inner business has become the essential tool for business to face the variable world. Because the lead-in process of ERP system is very complicated, has high risk, and has unobvious benefits; how to manage it and do justice to it after lead-in is the most important job for business. However, “no measure is no managed”. Before lead-in and manage ERP system, business’s front burner is to measure the benefits. This research is based on four dimensions (finance, customer, company internal process, and learn-growth) of balanced scorecard (Kaplan, R.S, and Norton, D. P.) to make “performance indicators” evaluation by doing questionnaire analysis against company vision, blueprint, and mission. And the result of analysis will become concrete conclusions and suggestions to specific company performance indicators by carefully studying dimensional differences and impacts. Potential factors of 4 dimensions are extracted from factor analysis ; adopting individual variables against dimensional factors with MANOVA to testify levels differences in case company ; in probing into dimensional interaction, ANOVA will be employed progressively as examining dimensional interaction. The result of analysis shows consistency of emphasis and fulfillment to overall performance indicators.35 indicators is positively-interrelated, and this shows research framework has reasonable adaptability in illustrating indicators. Finally, the result is hereby presented with concrete conclusion and remarks to formulate performance evaluation indicators ageist case company.