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題名 傳統餐飲業導入ERP之成效-以L個案連鎖火鍋店為例
An Empirical Examination of ERP Implementation in the Catering Industry: Taking L Hot Pot Restaurant Chain as an Example作者 蔡銘正
Tsai, Ming-Cheng貢獻者 羅明琇
Lo, Sonia
蔡銘正
Tsai, Ming-Cheng關鍵詞 連鎖火鍋店
傳統餐飲業
ERP系統
系統改善
成效
chain hot pot restaurant
catering industry
ERP management system
system optimize
effective advice日期 2021 上傳時間 4-Aug-2021 15:00:25 (UTC+8) 摘要 火鍋業是以作業標準化和經營連鎖化導向的餐飲業，為本研究要著重分析的標的。餐飲業使用ERP管理系統可以有效地利用資訊化帶來的便捷，及時準確地處理各種餐飲資訊，完成各種任務。L個案連鎖火鍋店在使用ERP系統之前，存在管理混亂、漏洞多及資源無法有效地利用及人員效率低落等問題。本研究在ERP資訊技術的基礎上，整合ERP資訊技術和先進的管理論，以L個案連鎖火鍋店的實際需求，提出L個案連鎖火鍋店餐飲ERP系統改善方案。本研究之個案分析涵蓋了個案公司 L火鍋店介紹、L個案公司導入 ERP 前之問題、L個案公司 ERP 導入過程以及L連鎖火鍋店在導入ERP系統之後所產生的經濟效益。本研究提出了L連鎖火鍋店在導入ERP 系統之前所存在的問題分析以及所遇到的困難，L連鎖火鍋店導入ERP之後的挑戰，L個案連鎖火鍋店ERP系統改善之成效，L個案連鎖火鍋店ERP專案之執行成效以及L連鎖火鍋店在導入ERP系統之前及之後之比較。在整個系統的執行過程之中，L個案連鎖火鍋店完成了由單一店面模式向集團管理模式的組織結構轉變，將人力資源、財務及採購由單一店面管理改為集團統一管理。儘管在執行之中遇到了各種阻力，出現了多種專案變更，但是都得到了及時的控制，依據實際的情況來更改專案計畫及提出整體解決方案，專案最後終於得以執行成功，獲致成效。
Food culture and mode in Taiwan has always been a world-renowned and important soft power comparing other industries. The indicator of catering industry and one of major food items in Taiwan is hot pot. Taiwan’s hot pot industry is dominated by the operators using the standardized operations and chain modes to developcatering industrial resources. The development and future evaluation of hot pot industry deserves to study. The L-chain hot pot restaurant would be the representativeenterprise in Taiwan’s catering industry. The research takes the L-chain hot pot restaurant as the case study.The research focuses on analyzing by the use of ERP management system, which facilitating the exchange of information and messages, would be anticipated tobe different changes and further developments. Before using ERP in the L-chain hot pot restaurant, the catering pattern presented chaotic managing mode, flaw supervision, inefficient the use resources and low staff efficiency. And after using the optimized ERP, the research combined technical information with advanced management theory in the context of O2O pattern of catering industry. The analyzing of this research contains introduction of the background, process and final economic profits after importing ERP. The research presents the results of implement, encounte red obstacles, unpredictable conditions and comparison before and after, while citing ERP.The differences and reformed spaces between the actual and anticipated condition results in producing the essential factors after using ERP. During the implementation of the entire system, the L-chain hot pot restaurant exchanged organizational structure from single management mode to unified team group, including human resources, finance and purchasing. Questions and difficulties which existing in the L-chain hot pot restaurant would be presented and reviewed in the study, it help to provide an effective advice to improve better performance and face to the future challenges.In conclusion, the final result shows the real demands and valuable references in the case of the L-chain hot pot restaurant. According to the situation, the research plan provides the best solution and improvements, which assist to deal with different kinds of situations in time and enforce tasks accurately. It also help to enforce the reforms successfully and achieved the targets. The great progress of the research would be the model and valuable reference materials in the industry.參考文獻 一、中文部份1. 王冊，(2015)。基於020的家食樂連鎖餐飲系統資訊化的設計與實現。吉林大學。2. 孔利傑，(2013)。面向中小企業的ERP系統的設計與實現。電子科技大學。3. 張榮齊、田文麗，(2015)。餐飲連鎖企業020商業模式研究。中國市場，(32)。4. 朱宗乾、劉慶，(2015)。ERP實施領域研究熱點國內外比較研究。情報雜誌，(3) 。5. 周佳麗，(2015)。改善餐飲連鎖經營管理的相關對策。商場現代化，16. 劉世睦，(2015)。餐飲 ERP、餐飲 O2O 與雲服務。資訊與電，(1)。7. 于千千、趙京橋、劉慶，(2019)。新時代中國餐飲業的特徵與趨勢。商業經濟研究，(3) : 167-171。8. 馮超穎，(2015)。 創新發展背景下智慧餐飲管理模式架構。現代企業，(4) : 14 -15。9. 周小娟，(2015)。基於餐飲連鎖企業實施ERP系統的瓶頸及建議。消費導刊，2015。10.黃鐵鷹，(2015)。海底撈你學不會。北京：中信出版社，10。11.黃蘇萍、武文靜、馬姍子，(2017)。戰略型領導對企業雙元管理創新的影響:以海底撈餐飲股份有限公司為案例。經濟與管理研究，38（11）：122-133。二、英文部份1. B. Molnar. (1996). Business Systems Research.,(10):3, pp.6-48.2. R. Copper., W. B. Chew,(1996). Control Tomorrow`s Cost through Today`s Design. Harvard Business Review,74(1): pp.88-97.3. D. E.Leary. (2002). Knowledge management across the enterprise resource planning systems life cycle. International Journal of Accounting Information Systems. (3): pp.99-110.4. D. C. Yen, D. C. Chou, and J. Chang. (2002). A Synergic Analysis for Web-based Enterprise Resources Planning System. Computer Standards & Interfaces.(24):pp.337-346.5. D. Maditinos. (2002). Journal of Enterprise Information Management.,pp.10.6. D. A.Almajali, R. Masa`deh, A. Tarhini. (2016). Antecedents of ERP systems implementation success: a study on Jordanian healthcare sector. Journal of Enterprise Information management, Vo1.29 (4), pp.549-565.7. E. Lumble, R. R. Haf, M. Umble. (2002). Enterprise Resource Planning: Implementation Procedures and Critical Success Factors, European Journal of Operational Research, pp.241-257.8. F. Aburub. (2015).Impact of ERP systems usage on organizational agility. Information Technology & People, Vol.28 (3), pp.570-588.9. E. A. Williamson, D. K. Harrison, Jordan. (2004). Information Systems Development within Supply Chain Management. Information Management,24(5): pp.375-385.10. D.Robey, J.W. Ross, M.C. Boudreau. (2002). Learning to implement enterprise systems: An exploratory study of the dialectics of change. Journal of Management Information Systems, 2002， 19(1): pp.17-46.11. M. Granlund, T. Malmi. (2003). Moderate Impact of ERPS on Management Accounting: a lag or Permanent Outcome. Management Accounting Research. ,(12): pp.299-321.12. J. Kraaijenbrink. (2009).Intangible Benefits Valuation in ERP Projects of Information Systems Journal. ,12(4): pp.301-320.13. M. K. Hassan. (2016). International Journal of Organizational Analysis. (10): pp.487-515.14. R. B Lieber. (2001). Here comes SAP. Fortune,132(7): pp.122-124.15. M.B. Teemu. (2003), M. Granlund. , (2003).impact of ERPS on management accounting: a lag or permanent outcome[J]. Management Accounting Research,13(3): pp.299-321.16. M.J . Skibniewski. (2013).assessment for enterprise resource planning (ERP) System implementations: a fault tree analysis approach.Enterprise Information Systems, Vo1.7(3), pp.332-353.17. M. Parhizkar, M. Comuzzi. (2013).Impact analysis of EKY post-Implementation modifications: Design, tool support and evaluation.Computers. pp.24-2518. V. A. Mabert, A . Soni, M. A. Venkataramanan. (2003).The impact of organization size on enterprise resource planning (ERP) implementations in the US manufacturing sector.Omega,31(3): pp.235-246.19. P. Grabski. (2003).Financial impacts of enterprise resource planning implementations.International Journal of Accounting Information Systems,2:pp.271-294.20. J. E.Hunton, B. Lippincott, J. L.Reck. (2003). Enterprise resource planning systems: comparing firm performance of adopters and nonadopters.Account Information System,4: pp.165-184.21. J. L. Nicolau. (2008). Corporate Social Responsibility Worth-Creating activities. Annals of Tourism Research, 35: pp.99-106.22. K. K. Hong, Y. G.Kim. (2002). The critical Success factors for ERP implementation: an organizational fit perspective.Information & Management, 40: pp.25-40.23. P. A. Strassmann. (2010). The Business Value of Computer: An Executive`s Perspective. New Cancan: Information Economics Press. ,40: pp.99-106.24. J. F. Robert. (2007). ERP: A brief history. pp.357-363.25. J .B. Weston. (2007). Enterprise resource planning Journal of Operations Management, (2).pp.108-109.26. J.F.Rockart. (1979). Chief Executives Define Their Own Data Needs. Harvard Business Review:pp.81-93.27. W.H.DeLone and E.R. McLean (1992). Information System Success: The Quest for the Dependent Variables. Information Systems Research,(I): pp.60-95.28. W. H. Delone, E.R. McLean(2003). The Delone and McLean Model of Information Success: A Ten-Year Update.Journal of Management Information systems,19(4): pp.9-30.29. D. Slevin, J. Pinto,(1987). Balancing strategy and tactics in Project implement. Sloan Management Review:pp.33-44.30. C. Holland, B. Light, N. Gibson(1999). A Critical Success Factors Model of Enterprise Resource Planning Implementation. 7th European Conference on Information Systems ECIS，Copenhagen，Denmark.pp.48-49.31. I. Steves, J. Pastor(2000). Towards the unification of critical success factors for ERP implementation. Proceedings of the 1Oth Annual Business Technology(BIT) Conference, Manchester.pp.35-36.32. F. Aburub. (2015). Impact of ERP systems usage on organizational.pp.20-21.33. agility.Information Technology&People, Vo1.28 (3), pp.570-588.34. D. Abdelkarim Almajali,Ra`ed Masa`deh,Ali Tarhini. (2016). Antecedents of ERP systems implementation success: a study on Jordanian healthcare sector.Journal of Enterprise Information Management, Vo1.29 (4), pp.549-565.35. M. Parhizkar, M. Comuzzi. (2016). Impact analysis of ERP post-implementation modifications: Design, tool support and evaluation. Computers in Industry,Vo 1.pp.84. 描述 碩士
國立政治大學
經營管理碩士學程(EMBA)
107932418資料來源 http://thesis.lib.nccu.edu.tw/record/#G0107932418 資料類型 thesis dc.contributor.advisor 羅明琇 zh_TW dc.contributor.advisor Lo, Sonia en_US dc.contributor.author (Authors) 蔡銘正 zh_TW dc.contributor.author (Authors) Tsai, Ming-Cheng en_US dc.creator (作者) 蔡銘正 zh_TW dc.creator (作者) Tsai, Ming-Cheng en_US dc.date (日期) 2021 en_US dc.date.accessioned 4-Aug-2021 15:00:25 (UTC+8) - dc.date.available 4-Aug-2021 15:00:25 (UTC+8) - dc.date.issued (上傳時間) 4-Aug-2021 15:00:25 (UTC+8) - dc.identifier (Other Identifiers) G0107932418 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/136403 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 經營管理碩士學程(EMBA) zh_TW dc.description (描述) 107932418 zh_TW dc.description.abstract (摘要) 火鍋業是以作業標準化和經營連鎖化導向的餐飲業，為本研究要著重分析的標的。餐飲業使用ERP管理系統可以有效地利用資訊化帶來的便捷，及時準確地處理各種餐飲資訊，完成各種任務。L個案連鎖火鍋店在使用ERP系統之前，存在管理混亂、漏洞多及資源無法有效地利用及人員效率低落等問題。本研究在ERP資訊技術的基礎上，整合ERP資訊技術和先進的管理論，以L個案連鎖火鍋店的實際需求，提出L個案連鎖火鍋店餐飲ERP系統改善方案。本研究之個案分析涵蓋了個案公司 L火鍋店介紹、L個案公司導入 ERP 前之問題、L個案公司 ERP 導入過程以及L連鎖火鍋店在導入ERP系統之後所產生的經濟效益。本研究提出了L連鎖火鍋店在導入ERP 系統之前所存在的問題分析以及所遇到的困難，L連鎖火鍋店導入ERP之後的挑戰，L個案連鎖火鍋店ERP系統改善之成效，L個案連鎖火鍋店ERP專案之執行成效以及L連鎖火鍋店在導入ERP系統之前及之後之比較。在整個系統的執行過程之中，L個案連鎖火鍋店完成了由單一店面模式向集團管理模式的組織結構轉變，將人力資源、財務及採購由單一店面管理改為集團統一管理。儘管在執行之中遇到了各種阻力，出現了多種專案變更，但是都得到了及時的控制，依據實際的情況來更改專案計畫及提出整體解決方案，專案最後終於得以執行成功，獲致成效。 zh_TW dc.description.abstract (摘要) Food culture and mode in Taiwan has always been a world-renowned and important soft power comparing other industries. The indicator of catering industry and one of major food items in Taiwan is hot pot. Taiwan’s hot pot industry is dominated by the operators using the standardized operations and chain modes to developcatering industrial resources. The development and future evaluation of hot pot industry deserves to study. The L-chain hot pot restaurant would be the representativeenterprise in Taiwan’s catering industry. The research takes the L-chain hot pot restaurant as the case study.The research focuses on analyzing by the use of ERP management system, which facilitating the exchange of information and messages, would be anticipated tobe different changes and further developments. Before using ERP in the L-chain hot pot restaurant, the catering pattern presented chaotic managing mode, flaw supervision, inefficient the use resources and low staff efficiency. And after using the optimized ERP, the research combined technical information with advanced management theory in the context of O2O pattern of catering industry. The analyzing of this research contains introduction of the background, process and final economic profits after importing ERP. The research presents the results of implement, encounte red obstacles, unpredictable conditions and comparison before and after, while citing ERP.The differences and reformed spaces between the actual and anticipated condition results in producing the essential factors after using ERP. During the implementation of the entire system, the L-chain hot pot restaurant exchanged organizational structure from single management mode to unified team group, including human resources, finance and purchasing. Questions and difficulties which existing in the L-chain hot pot restaurant would be presented and reviewed in the study, it help to provide an effective advice to improve better performance and face to the future challenges.In conclusion, the final result shows the real demands and valuable references in the case of the L-chain hot pot restaurant. According to the situation, the research plan provides the best solution and improvements, which assist to deal with different kinds of situations in time and enforce tasks accurately. It also help to enforce the reforms successfully and achieved the targets. The great progress of the research would be the model and valuable reference materials in the industry. en_US dc.description.tableofcontents 第一章 緒論 …………………………………………………………………………9第一節、研究背景…………………………………………………………………9第二節、研究目的 ………………………………………………………………11第三節、研究方法 ………………………………………………………………12第四節、研究問題 ………………………………………………………………13第五節、研究架構 ………………………………………………………………14第二章 文獻探討第一節、ERP系統 ………………………………………………………………15第二節、ERP導入步驟 …………………………………………………………19第三節、ERP執行關鍵要素 ……………………………………………………20第三章 產業分析 …………………………………………………………………21第一節、台灣餐飲產業介紹 ……………………………………………………21第二節、海底撈及Shabu Shabu成功先進經驗之借鏡…………………………24第三節、台灣餐飲產業資訊化過程 ……………………………………………29第四章 個案分析……………………………………………………………………35第一節、L個案公司火鍋店介紹…………………………………………………35第二節、L個案公司在導入ERP系統之前所存在的問題分析 …………………42第三節、L個案公司火鍋店之ERP導入過程 ……………………………………46第四節、導入ERP系統之後所產生的經濟效益…………………………………54第五節、L個案公司導入ERP之後的問題 ………………………………………58第六節、L個案公司導入 ERP 前後之比較 ……………………………………60第七節、L個案公司在導入ERP系統之前及之後財務數據之比較 ……………64第五章 結論與建議…………………………………………………………………71第一節、結論 ……………………………………………………………………71第二節、建議 ……………………………………………………………………74第三節、研究發現 ………………………………………………………………75第四節、研究限制 ………………………………………………………………76參考文獻 ……………………………………………………………………………77 zh_TW dc.format.extent 1259033 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0107932418 en_US dc.subject (關鍵詞) 連鎖火鍋店 zh_TW dc.subject (關鍵詞) 傳統餐飲業 zh_TW dc.subject (關鍵詞) ERP系統 zh_TW dc.subject (關鍵詞) 系統改善 zh_TW dc.subject (關鍵詞) 成效 zh_TW dc.subject (關鍵詞) chain hot pot restaurant en_US dc.subject (關鍵詞) catering industry en_US dc.subject (關鍵詞) ERP management system en_US dc.subject (關鍵詞) system optimize en_US dc.subject (關鍵詞) effective advice en_US dc.title (題名) 傳統餐飲業導入ERP之成效-以L個案連鎖火鍋店為例 zh_TW dc.title (題名) An Empirical Examination of ERP Implementation in the Catering Industry: Taking L Hot Pot Restaurant Chain as an Example en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) 一、中文部份1. 王冊，(2015)。基於020的家食樂連鎖餐飲系統資訊化的設計與實現。吉林大學。2. 孔利傑，(2013)。面向中小企業的ERP系統的設計與實現。電子科技大學。3. 張榮齊、田文麗，(2015)。餐飲連鎖企業020商業模式研究。中國市場，(32)。4. 朱宗乾、劉慶，(2015)。ERP實施領域研究熱點國內外比較研究。情報雜誌，(3) 。5. 周佳麗，(2015)。改善餐飲連鎖經營管理的相關對策。商場現代化，16. 劉世睦，(2015)。餐飲 ERP、餐飲 O2O 與雲服務。資訊與電，(1)。7. 于千千、趙京橋、劉慶，(2019)。新時代中國餐飲業的特徵與趨勢。商業經濟研究，(3) : 167-171。8. 馮超穎，(2015)。 創新發展背景下智慧餐飲管理模式架構。現代企業，(4) : 14 -15。9. 周小娟，(2015)。基於餐飲連鎖企業實施ERP系統的瓶頸及建議。消費導刊，2015。10.黃鐵鷹，(2015)。海底撈你學不會。北京：中信出版社，10。11.黃蘇萍、武文靜、馬姍子，(2017)。戰略型領導對企業雙元管理創新的影響:以海底撈餐飲股份有限公司為案例。經濟與管理研究，38（11）：122-133。二、英文部份1. B. Molnar. (1996). Business Systems Research.,(10):3, pp.6-48.2. R. Copper., W. B. Chew,(1996). Control Tomorrow`s Cost through Today`s Design. Harvard Business Review,74(1): pp.88-97.3. D. E.Leary. (2002). Knowledge management across the enterprise resource planning systems life cycle. International Journal of Accounting Information Systems. (3): pp.99-110.4. D. C. Yen, D. C. Chou, and J. Chang. (2002). A Synergic Analysis for Web-based Enterprise Resources Planning System. Computer Standards & Interfaces.(24):pp.337-346.5. D. Maditinos. (2002). Journal of Enterprise Information Management.,pp.10.6. D. A.Almajali, R. Masa`deh, A. Tarhini. (2016). Antecedents of ERP systems implementation success: a study on Jordanian healthcare sector. Journal of Enterprise Information management, Vo1.29 (4), pp.549-565.7. E. Lumble, R. R. Haf, M. Umble. (2002). 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