| 摘要: | 本研究主要以台灣中型製造業在推動數位化建設投入之成本，對公司整體營運績效是否有提升?及在推動專案上之決策過程、實踐過程及專案成果做一整理及探討，希望藉由此探討提供中型製造業未來推動數位化建設之標竿參考。
個案公司基於風險考量及業務成長所需啟動了數位化建設，2019年10月完成最重要數位化建設之企業資源規劃系統(Enterprise Resource Planning, ERP)及企業流程管理(Business Process Management, BPM)上線，隨後便搭配精實管理專案之推動，陸續完成機器人流程自動化(Robotic Process Automation, RPA)、商業智慧(Business Intelligence, BI)、供應鏈管理(Supply Chain Management, SCM)、砂輪規格智慧推薦系統及人力資源發展系統之學習管理系統等相關重大數位化建設。期望透過ERP系統及其他相關系統的導入，可讓資訊在不同的系統之間快速且準確的傳遞，並提供完整且一致的數據供決策參考，以確保資訊系統能有效地支援公司業務發展需求並整合各個流程和資訊以提升營運效率。
研究結果顯示，個案公司因在決策過程中果斷決定更換新ERP系統；且先選ERP軟體，再選輔導顧問公司；實踐過程中很紮實地完成企業藍圖規劃；且在SAP上線後除持續優化系統外，並以其為骨幹，透過精實管理帶動數位化的推動，而數位化的建設也幫忙精實管理的實現，使資訊建設與管理機制二者同軌進行。因此，在財務績效及作業效率上獲得數位化帶來的經濟效益。;This study mainly focuses on the cost of promoting digital construction in Taiwan’s medium-sized manufacturing industry, and whether it has improved the overall operational performance of the company? And to organize and discuss the decision-making process, implementation process, and project results in promoting the project, hoping to provide a benchmark reference for the future promotion of digital construction in medium-sized manufacturing industries through this discussion.
The case company initiated digital construction based on risk considerations and the need for business growth. In October 2019, it completed the most important digital construction of the Enterprise Resource Planning (ERP) system and Business Process Management (BPM) online. Subsequently, it was promoted with the Lean Management project and successively completed major digital constructions related to Robotic Process Automation (RPA), Business Intelligence (BI), Supply Chain Management (SCM), Grinding Wheel Specification Intelligent Recommendation System, and the Learning Management System of the Human Resource Development System. It is expected that through the introduction of the ERP system and other related systems, information can be quickly and accurately transmitted between different systems, and provide complete and consistent data for decision-making reference, to ensure that the information system can effectively support the company’s business development needs and integrate various processes and information to improve operational efficiency.
The research results show that the case company decisively decided to replace the new ERP system during the decision-making process; and chose the ERP software first, then the consulting company; during the implementation process, the enterprise blueprint planning was solidly completed; and after SAP went live, in addition to continuously optimizing the system, it also used it as the backbone to drive the promotion of digitalization through lean management, and the construction of digitalization also helped the realization of lean management, making the information construction and management mechanism proceed in parallel. Therefore, it has obtained the economic benefits brought by digitalization in financial performance and operational efficiency. |
