在全球化競爭中，企業接受了來自全球各地之公司挑戰，面對市場快速變化之過程中，快速掌握資訊即能快速進行適當之決策，而這其中最基本資訊快速傳遞即為公司內部之營運資訊，尤其對全球化企業之營運上更為重要。企業資源規劃系統 (Enterprise Resource Planning, ERP) 為公司應用最多且最基本之軟體系統，它提供了公司營運上之資訊，包含資材、生產、配銷及財務成本，透過它即可透視公司目前之營運狀態。廠房及營運據點座落在全球各地之全球化企業若是無法適時提供相關營運資訊回總公司時，則決策者無法在最短時間做出正確之決策，如此則會嚴重影響到公司之未來前景。
案例公司之台灣總部併購美國公司，因急需接手併購公司之各項資訊，卻苦於對方無法快速提供且只能提供excel或PDF格式資料，因此為了使得集團內之資訊流能順暢且正確溝通，因此著手推行ERP以期能達到整合資訊到高階主管使用之執行資訊系統 (Executive Information Systems, EIS) 系統中之目的。然而其雙方語言溝通及時差上的配合確實有其難度，惟最後終究仍能把ERP推行成功。因此對於此一眾人並不期待能成功之成功案例，著實值得研究，以做為未來推行ERP之參考。
本研究使用紮根理論 (Grounded Theory) 來做為研究方法，透過專案經理及實際進行導入專案成員等參與者觀點來探討此ERP導入專案各階段之關鍵成功因素 (Critical Successful Factors, CSFs)。藉由此案例經驗之研究結果提供給未來有意進行跨國導入ERP計劃者參考，在未來的導入過程中能事先掌握好各種關鍵因素及需特別注意的地方，以便更有效率地成功導入ERP。

In global competition, the enterprise encounters the challenge from all over the world. Respect to the process of fast market change, grasping information promptly will namely contribute to suitable and rapid decision-marking. The most basic and fast information transmission is company interior business data, especially important to the globalized enterprise. ERP (Enterprise Resource Planning) is the most widely and basic software system applied in the enterprise. It provides business data, including the materials and equipment, the production, the distribution and the financial cost to see through present operating condition. Without instantaneous business information transmitting, the policy-marker of the globalized enterprise with factories and business units in worldwide can`t make correct decision shortly, will influence company prospect seriously.
Take a Taiwan company as an example, which suffered from getting all the information only in excel and PDF formats, while merging an US corporation. In order to get information smoothly and communicate correctly, this company determinedly inducted ERP to integrate EIS (Executive Information Systems) for senior manager levels. Even confronting with the difficulties in bilateral language and time difference’s coordination, ERP was eventually carried out successfully. As an example once not to be anticipated to succeed initially, this case is really worth to study for future reference of ERP establishment.
This research uses Grounded Theory as the research technique, and actually carries on by the project managers and the participants’ viewpoints to discuss the CSFs (Critical Successful Factors) of this ERP in every stage. Referring to this research, the schemer who intends to induct the ERP for the multi-national corporation, can grasp every critical factor beforehand and induct ERP successfully and efficiently in the process.

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