1、從ERP到企業E化大綱ERP與企業E化主要延伸式ERP模組ERP未來可能的擴充方向2 企業E化之路高e化萌芽期e化導入期e化整合期全面e化期e化程度（範圍及深度）價值低低高3企業E化四部曲e化萌芽期 eMail 內部網路 網站設置 部份功能電腦化e化導入期 ERP系統導入 內部流程e化 網站提供資訊交換功能 初步導入線上交易 初期建構知識庫 e化整合期 線上交易比重增加並與內部作業流程整合 延伸線上行銷及客戶服務功能 員工portal逐步建構 與供應商線上交換資 訊並導入線上交易與重要電子社群進行整合全面e化期 線上行銷、銷售及客戶服務並與內部流程深度整合 完整的employee portal

2、， 提供員工完整的資訊、 知識管理及全面流程e 化 供應鏈與內部流程進行深度整合與重要電子社群進行深度整合4 ERP目前之延伸功能縱向延伸決策支援系統(DSS)高階主管資訊系統(EIS)TacticalStrategicTPSDSSEISOperation PersonnelMiddle ManagementExecutivesTransaction OrientedOnline, Real TimeSpeedWhat If ?Trend AnalysisStrategic Decision MakingOperational6 ERP目前之延伸功能橫向延伸電子商務系統(EC)顧客關係管理系統

3、(CRM)供應鏈管理系統(SCM)入口網站(Portal)客戶員工/股東供應商E-BusinessCRMSCMPortalEC延伸基礎(內部深化)資料倉儲(DW)7 資料倉儲之定義Inmon的定義一個整合、主題導向、長期累積且內容不需更改的資料集合，藉以提供管理者在進行管理決策過程所需的輔助支援資料倉儲的特性主題導向(subject oriented)整合性(integrated)非揮發性(nonvolatile)時間變動性(time variant)9 資料倉儲之建構10資料庫與資料倉儲之比較特性資料庫資料倉儲處理型態線上交易處理(OLTP)線上分析處理(OLAP)採用資料模式ER Mode

4、lStar Schema/Dimension Model使用者需求明確且已知複雜且模糊資料處理特性更新異動的效能為主大量查詢和計算的效能為主資料存取量單次少量每次大量的資料設計的考量重點資料一致性查詢和計算的效能資料儲存型態目前資料值某一時間點的快照資料數量級供日常運用為主五十年的長期資料分析鍵值特性鍵值可不包含時間元素鍵值擁有時間元素操作特性查詢、新增、修改及刪除查詢及新增11資料倉儲與ERP系統ERP系統及資料庫為資料倉儲的資訊源負責供應DW所需的營運資料DW整合不同資料源支援下列系統DSSEISCRMSCM12資料倉儲之架構13資料倉儲之價值決策支援應用系統重組企業再造14應用系統重組可

5、適度清除OLTP處理系統的歷史資料可改進企業的系統結構讓兩方面的工作負荷彼此不干擾滿足不同的資料需求透過資料倉儲的OLAP功能，提供和ERP或OLTP截然不同的資料取用方式和處理分析方式可在必要時連上ERP或資料庫提供即時資訊16企業再造協助管理者瞭解重大事件的發生原因而不只是發生了多少細微的事件，以避免資料倉儲帶所來的資訊過載問題有助於釐清促使商業活動持續進行之動力或保有企業的競爭優勢以便管理者利用企業再造工程(BPR) 改變企業體質，找尋激烈競爭環境下的企業出路17資料倉儲之重要性過去採用ERP系統即可提昇企業競爭力現在ERP系統只是企業運作的標準平臺DSS、EIS、CRM、SCM才足以提

6、昇競爭力DW是最關鍵的基礎建設19決策支援系統之目的定義利用資訊科技針對組織中的半結構化(semi-structured)或非結構化(unstructured)決策任務，提供擷取相關資料、進行模擬分析、比較可行方案等功能，搜尋最佳方案來幫助決策者提昇其決策績效之系統主要目的利用資訊科技強大的資料處理與運算能力，幫助決策者瞭解、分析決策問題，進而提昇決策品質20企業決策問題類別策略規劃層次企業的整體政策、目標和相關資源分配決策處理有關企業方面、市場策略及產品組合等之長期決策管理控制層次企業為有效取得與使用資源的相關決策考慮資源取得和組織、工作結構及員工招募訓練等中期事務作業控制層次在資源限制下，

7、有效益且有效率地完成企業活動的相關決策處理如定價、生產量、存貨等短期決策策略規劃管理控制作業控制組織學習決策的重要性越增決策發生的頻率越高21DSS CharacteristicsSupports individuals and teamsUsed repeatedly and constantlyTwo major components: data and modelsWeb-basedUses subjective, personal, and objective dataHas a simulation modelUsed in public and private sectorsHas

8、 what-if capabilitiesUses quantitative and qualitative models22DSS versus EDPDimensionDSSEDPUseActivePassiveUserLine & staff managementClericalGoalEffectivenessMechanical efficiencyTime horizonPresent & futurePastObjectiveFlexibilityConsistency23Working Definition of DSSDSSis an interactive, flexibl

9、e, and adaptable CBIS, specially developed for supporting the solution of a unstructured management problem for improved decision makingutilizes data, provides easy user interface, and allows for the decision makers own insightsDSSmay utilize modelsis built by an interactive process (frequently by e

10、nd-users)supports all the phases of the decision makingmay include a knowledge componentCentral Issue in DSSsupport and improvement of decision making24Capabilities of DSSAre adaptiveHave user friendly interfacesGoalimprove effectiveness of decision makingThe decision maker controls the decision-mak

11、ing processEnd-users can build simple systemsUtilizes models for analysisProvides access to a variety of data sources, formats, and typesDecision makers can make better, more consistent decisions in a timely manner26DSS ComponentsData Management SubsystemModel Management SubsystemKnowledge-based (Ma

12、nagement) SubsystemUser Interface SubsystemThe UserUserUser InterfaceDBMSMBMS27高階主管資訊系統結合決策支援系統和人工智慧特色幫助管理者定義和處理問題及機會以不同角度呈現資訊管理者可以針對問題的特性，彈性地選擇觀看資訊的方式，包含內部外部資訊、客觀主觀資訊29Evolution of EISDSS and ODSS1980sExecutive Information Systems1995+sEverybodys Information SystemsEnterprise Information Systems30E

13、xecutive Information System (EIS)A computer-based system that serves the information needs of top executivesProvides rapid access to timely information and direct access to management reportsVery user-friendly, supported by graphicsProvides exceptions reporting and drill-down capabilitiesEasily conn

14、ected to the Internet Drill down31Executives Role and Their Information NeedsDecisional Executive Role (2 Phases)Identification of problems and/or opportunitiesThe decision of what to do about themFlow chart and information flowUse phases to determine executives information needs32Methods for Findin

15、g Information NeedsWetherbes ApproachStructured InterviewsIBMs Business System Planning (BSP)Critical Success Factors (CSF)Ends/Means (E/M) AnalysisPrototypingWatson and Frolicks ApproachAsking (interview approach)Deriving the needs from an existing information systemSynthesis from characteristics o

16、f the systemsDiscovering (Prototyping)Ten methodsOther Methods33Characteristics of EISDrill downCritical success factors (CSF)Status accessAnalysisException reportingColors and audioNavigation of informationCommunication34Critical Success Factors (CSF)Monitored by five types of information Key probl

17、em narrativesHighlight chartsTop-level financialsKey performance indicators (KPI)Detailed KPI responsibility reports35Characteristics and Benefits of EISQuality of informationFlexible, correct, timely, relevant, complete, validatedUser interfaceGUI, user-friendly, secure access, quick response, mobi

18、le accessibility, reliable, easy input, quick retrieval, tailored, self-help menuTechnical capability providedGlobal information, email, external data, written interpretations, hypertext & hypermedia, ad hoc analysis, multidimensional, hierarchical, graphics & text, management-by-exception reports,

19、trends & deviations, historical & current data, critical success factors, forecasting, drill down, tracking of critical dataBenefitsAttainment of organizational objectives, productivity, quality of decision making, competitive advantage, time saving, communication capacity & quality, better organiza

20、tion control, anticipation of problems & opportunities, planning, search for cause of a problem, needs of executives36Comparison of EIS and DSSFocusEIS: Status access, drill downDSS: Analysis, decision supportTypical usersEIS: Senior executivesDSS: Analysts, professionals, managersImpetusEIS: Expedi

21、encyDSS: EffectivenessApplicationEIS: Environmental scanning, performance evaluation, identification of problems and opportunitiesDSS: Diversified areas where managerial decisions are made37Comparison of EIS and DSSDecision supportEIS: Indirect support, mainly high-level and unstructured decisions a

22、nd policiesDSS: Supports semi-structured and unstructured decision making, ad hoc decisions, and some repetitive decisionsType of informationEIS: News items, external information on customers, competitors, and the environment; scheduled and demand reports on internal operationsDSS: Information suppo

23、rting specific situationsPrincipal useEIS: Tracking and control, opportunity identificationDSS: Planning, organizing, staffing, and controlling38Comparison of EIS and DSSAdaptability to individual usersEIS: Tailored to the decision-making style of each individual executive, offers several options of

24、 outputsDSS: Permits individual judgments, what-if capabilities, some choice of dialog styleGraphicsEIS: A mustDSS: Important part of many DSSUser-friendlinessEIS: A mustDSS: A must if no intermediaries are used39Comparison of EIS and DSSProcessing of informationEIS: Filters and compresses informati

25、on, tracks critical data and informationDSS: EIS triggers questions, answers are worked out by DSS and fed back into EISSupporting detailed informationEIS: Instant access to the supporting details of any summary (drill down)DSS: Can be programmed into the DSS but usually is notModel baseEIS: Limited

26、 built-in functionsDSS: The core of the DSS40Comparison of EIS and DSSConstructionEIS: By vendors or IS specialistsDSS: By users, either alone or with specialists from IS departmentHardwareEIS: Mainframe, RISC workstations, LANs, or distributed systemsDSS: Mainframe, RISC workstations, PCs, or distr

27、ibuted systemsNature of software packagesEIS: Interactive, easy access to multiple databases, online access, sophisticated DBMS capabilities, complex linkagesDSS: Large computational capabilities, modeling languages and simulation, application and DSS generatorsNature of informationEIS: Displays pre

28、-generated information about the past & present, creates new information about the past, present & futureDSS: Creates new information about the past, present & future41顧客關係管理系統(CRM)CRM之目標利用資訊科技透過現存管道或開發新的管道整合銷售、產品構型、規劃及設計，使企業可以加強對顧客的關係幫助企業加強銷售、行銷、客服等前端作業為了確保這些功能可以達成，CRM必需被看成是人員、企業流程、系統三位一體的整合，而非只是單純

29、的資訊科技應用實行個人化客戶服務當銷售標準產品時，企業可利用顧客的資訊，來進行個人化的客戶服務CRM之價值CRM之主要功能42CRM之價值使企業能更準確的看待顧客透過強大的資料分析能力，整合行銷、銷售、訂購、服務及支援活動等功能訂單達交43CRM之主要功能創造新客戶識別新的客戶管理潛在顧客行銷發展及管理行銷百科全書分析客戶資料建立、執行並管理多重管道的產品行銷活動銷售及產品構型進行報價，製作計劃案及銷售展示對產品進行構型管理，以滿足顧客特定的需求訂單登記及狀態追蹤接受並處理客戶訂單，提供客戶相關的訂購資訊44CRM之主要功能發票、帳款支付、帳款狀態追蹤產生發票，並管理付款過程提供客戶付款的歷史

30、記錄及目前帳單狀態運送排程及狀態追蹤產生關於運輸產品或服務的計劃提供客戶訂單或需求狀態的相關資訊契約及保證書管理管理契約及保證書的生命週期隨著時間消逝或其他事件的發生，重新進行協議遠距服務管理及繪出對服務的需求透過決策樹和Q&A的方式來診斷問題查閱技術性文件、產品規格、操作手續及案例依需求及服務等級，將電話導向合適的客服代表45CRM之主要功能到府服務管理預防性維修排程、退貨授權、進階零件更換管理服務人員之工具、技能及零件管理案例資料庫客服中心管理查詢客戶的付款記錄、服務記錄、報價等資料可和電話系統加以整合，如自動號碼識別自助服務讓客戶透過網際網路，使用前端的應用程式如開立訂單和追蹤訂單狀態4

31、6供應鏈管理系統(SCM)SCM之目的用來加強B2B間的流程改進速度、靈活度、即時性及客戶滿意度達成SCM的兩個重要因素整個供應鏈上的企業必須要將企業合作視為策略上的資產，並且確實執行，以提高速度與靈活度，降低成本以穿越整體供應鏈的資訊視野來取代存貨SCM之主要功能47SCM之主要功能電子採購(e-Procurement)利用Internet改變傳統ERP系統的採購功能讓需求部門不需經過採購部門透過e-procurement直接向供應商發出訂單包括線上型錄、合約、採購單、送貨通知協同規劃(Collaborative Planning)透過上下游廠商的資訊分享，對市場需求做更精確的預測，並據此做出對應的生產計劃當一協力廠發生訂單與排程上的改變