依照現今科技技術的演進，結合雲端運算、人工智慧與行動裝置這些新的技術，人類的商業活動將會迎來顛覆性的改變，而傳統ERP也會受到這些新技術的影響漸漸轉為新型態的ERP。個案公司處在上述的時空環境下，卻因為公司拓展業務、購買海外新廠的巨大改變，導致在幾乎毫無準備的狀況下，被迫開始進行ERP的升級專案。在有限的時間必須成功導入的前提下，個案公司選擇了以改變最小的狀況下完成升級，ERP升級專案雖然結束，也成功接納海外廠的新業務，但是這樣的選擇對公司長遠的營運、競爭優勢、ERP系統的維運是否是正確的?本研究詳細記錄了個案公司購買海外廠而啟動ERP升級專案的過程，從要如何轉換新、舊ERP系統的評估、升級過程如何不影響日常營運、客制化系統與企業流程改造的兩難、升級過程遭遇的困難與解決方法、到持續追蹤ERP升級專案結束半年後，整體公司的營運指標、ERP績效，以質性訪談及量化問卷收集個案公司六個ERP使用單位、IT部門、外部ERP顧問群共81人，佐以ERP系統內的客觀效能指標(如庫存、出貨、生產、會計等)，以不同的角度探討此ERP專案，希望能夠藉此提供企業在評估ERP升級的決策參考。

According to the evolution of technology nowadays, human business activities encounter disruptive innovations as for those new technologies such as combining cloud computing, artificial intelligence and mobile devices. Thus, traditional ERP will be also gradually transformed into new one with the influence of these new technologies. The case company, under the above-mentioned circumstance and even without any preliminary preparation, is forced to initiate the ERP upgrade project in order to expand the business and huge changes after purchasing overseas factories. Under the premise, that is, to implement ERP successfully within limited time, the case company had chosen to upgrade with the minimum impact towards the company. Even though the project is eventually closed and welcoming new business of the overseas factory smoothly, is such a choice right for the company when it comes to the ERP system maintenance, the long-term operation and competition strategies? This study is to record in details regarding the ERP update project process throughout of the case company after purchasing an overseas factory, starting from the transition evaluation of system, the upgrade process without impact the daily operations, the dilemma between the customized system and business process transformation, the difficulties and solutions encountered during the upgrade process, the continuous tracking six months after the ERP upgrade project, business indicators of company overall operation, to ERP performance in the end. The qualitative interviews and quantitative questionnaires were collected from 81 ERP users in total out of six ERP departments of IT departments and external ERP consultant groups to discuss this ERP project from different perspectives supported by the objective performance indexes within ERP system (such as inventory, shipping, production, and accounting etc.)This is hoping to conclude a reference of decision-making for enterprises when evaluating ERP upgrades.

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