Critical success factors of enterprise resource planning implementation in construction: Case of Taiwan

Abstract

Over the past years, firms around the world have implemented enterprise resource planning (ERP) systems to have a standardized information system in their respective organizations and to re-engineer their business processes. Based on the business pressures force to take more powerful reactions, like as 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. Enterprise resource planning (ERP) systems have been used in integrating information and accelerating its distribution across functions and departments with the aim to increase organizations operational performance. Based on the view of BSC (Balanced Scorecard), this study mainly attempts to build and to construct the electronic performance management system(finance, customer, company internal process, and learn-growth) to make “performance indicators” evaluation by doing questionnaire analysis against company vision, blueprint, and mission. The case study is based on implementation of an ERP system on the steel industry in Taiwan. By the case, investigate into the key successful factors and the performances to implement the ERP system, the conclusion that discuss to gain according to the case, with provide the reference to the domestic enterprise in implementation of ERP system, hope it will make the enterprise more competitive and to create the biggest value for the customers.