由於資訊科技的進步，不管任何產業，各個企業經營已面臨到比以往更激烈、更快速、更大的挑戰，資訊系統的應用更是影響了企業在經營過程中的商業模式。不同於一般機器設備的採購及安裝，資訊系統的引進是深入組織的作業流程，亦結合管理者的規劃與決策。所以，要成功的引進系統，是需要考慮許多複雜的內外部組織以及管理構面，中間也包含了策略的訂定、組織結構的調整、文化的適應、員工的訓練、高階管理團隊的承諾，及各部門間的彼此溝通等。營建業是「火車頭的產業」，牽涉的下游廠商繁多，施工時程冗長，且過程繁瑣。由於下游廠商職種眾多，大到現金流的掌控、財務的規劃與調度、介面的整合及工序的排程，小到材料的採購及置放儲存等，亦須要有系統的安排、整合與運作，才能使整體工程可以如期順利來完成。
本研究是以D營造公司為研究對象，參考過去對ERP及資訊科技的學術研究，以實際個案的企業營運流程面，來探討營造公司在導入ERP系統中，所面臨的流程改變問題與組織變革問題。利用管理領域相關之衡量指標，外部部份針對該個案公司之同業進行問卷調查，內部部份探討營造公司之員工在導入及應用ERP的狀況，進一步評估其使用績效，希望此研究結果可供國內營造廠在推動營建管理資訊化用來參考。
綜合本研究對D營造公司的個案研究，及依平衡計分卡設計的問卷，結果發現在ERP系統的導入過程中，涉及到許多組織與部門間的配合。也就是說，企業在導入ERP 系統時，一定會出現不同程度的變革，所以企業內部要成立專案小組，用以協助系統的建置外，另一方面需負責企業變革的管理，及加強內部專業團隊的訓練；此外，在導入ERP後，儘管公司內部員工之前的基本訓練已經就定位，後續的教育訓練及相關配套措施，不能因導入期的結東而中止。

The development of information technology has progressed and hence, brings to huge conflict and challenges in business operations. However, the implements of information technology not only involve purchase equipment, but also include operation processes and managers’ decisions. In order to introduce a new information system successfully, it is necessary to consider many factories of organization and management, such as a strategic decisions, appropriate organizational structure, training program, commit of TMT and so on. The construction industry is one of important index in a nation economic structure. This industry which can been seen as the head of industry could help the development of national economics. In order to make the all projections on time, employee and boss should take care of cash flow, integration of interface, and many details. Now, they can systematically collect data and analyze information by using ERP system.
Researchers indicated that the company always faced problems when introducing ERP system. This study takes the D construction company as an example to describe the process of reengineering and problem of management when D company introduced 3rd ERP system. This study also referred developed performance indexes to measure how the member of supply chain members feel about the introduction the new ERP system.
The study showed that the introduction of an ERP system involves the cooperation among different departments and different companies when D company introduced 3rd ERP system. While a company is introducing an ERP system, there are many changes of organization structure and managerial process which lead to huge conflict and problems. After analyzing the questionnaire designed by Balance Score Card, case study, and Key Success Factor, the result of the study found two practical solutions. First, the TMT should confirm that the employees in organization are well trained or not. Second, it is appropriate to build a special team which can be responsible to this introduction of new system, and establish employees’ continuing training program.

目錄
摘要 ii
Abstract iii
誌謝 iv
目錄 v
表目錄 vii
圖目錄 vii
第一章 前言 1
第一節 研究背景 1
第二節 研究目的 3
第三節 研究流程 5
第二章 文獻探討 6
第一節 ERP 系統 6
第二節 關鍵成功因素 14
第三節 平衡計分卡 22
第四節 個案說明 29
第三章 研究設計 42
第一節 研究架構 42
第二節 問卷設計 43
第三節 資料收集與分析方式 44
第四章 個案公司簡介 48
第一節 D營造公司的發展沿革 48
第二節 D營造公司導入ERP之過程 52
第三節 D營造公司導入ERP後的績效評估 58
第五章 實證資料分析 63
第一節 平衡計分卡實證分析 63
第二節 D營造公司導入ERP之實際操作過程 66
第三節 D營造公司導入ERP後之主要關鍵成功因素及變革 79
第六章 結論與建議 81
第一節 結論 81
第二節 建議 84
第三節 管理意涵 85
參考文獻 88
一、中文部份 88
二、英文部份 89
附件：問卷 91

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