隨著數位產品的蓬勃發展，電子製造產業已成為高度成熟且競爭激烈的產業。 廠商如果企圖在競爭激烈的市場佔有一席之地，甚至脫穎而出，除了產品規格和價格要有競爭力外，良好的售後服務提供，也是經銷商或使用者採用產品的考量之一。
本研究取樣之個案公司成立以來，致力於自有品牌經營，注重公司的產品研發，因此其主力產品實物攝影機已有全球數一數二的市占率。近年來因業務拓展，除了前端銷售作業，也逐漸重視產品銷售後的服務作業。個案公司的整體產品作業流程為，自供應鏈上游的原物料供應商採購、進貨、組裝製造，再配銷到子公司或客戶手上，每個作業環節都需要有效掌控成本及品質，以降低作業成本並提高作業效率。若產品銷售後有產品瑕疵問題發生時，則由售後服務系統來管理後續的退/換貨作業流程。
本研究採用行動研究法對個案公司進行研究，探討售後服務系統導入過程中所面臨的困境。研究重點為如何以整體架構思維進行系統導入策略，並透過變革管理，將系統建置流程合理化。依各階段發展順序，系統建置區分為四個階段，依序為共識建構階段、合作團隊成立與跨部門溝通階段、系統融合階段及系統上線驗證階段。本研究對每個階段進行問題分析、擬定方案、執行、評估、學習之循環模式，探討個案公司如何與使用者溝通協調，使系統順利上線。
本研究發現導入策略若採用全面性導入的專案管理，則困難度會大於階段性導入，專案經理最好對於公司內部營運流程有深入了解；因時程壓力大，必項有高度的資源整合能力。而階段性導入在專案末期需激勵成員信心，最好能有顯見的成效產生，否則要邁入下一個階段時，因無立竿見影的成效，專案可能無法再獲得資源，以致功虧一簣。

With the rapid development of high-tech products, electronics manufacturing industry has become highly competitive industry. To be excellent, not only good product specifications and good product’s price, but also good after-sales service, impacts customer thinking & buying decisions.
Since it was established, the company's been dedicated to its own brand management and product development, and therefore the main products-physical camera has the highest market share. In recent years, more attention to after-sales service operations. Each process, including raw materials procurement, purchasing, assembly manufacturing, product sales and distribution, should effectively control cost and good quality, to reduce operating costs and improve operational efficiency. And provide after-sales services, through after-sales service system to manage the process of return or replacement.
In this study, explore the plight of import after-sales service system processes by action research. Through change management to build the system, its development consists of four phases: consensus construction, teamwork and inter-departmental communication, system integration, and on-line system verification. Through action research, execution and loops of five stages- problem analysis, program development, implementation, evaluation, and learning, to analyze how companies communicate and coordinate with customers, so that the system can successfully on-line.
The study found that the difficulty of project management by big bang implementation is greater than by step-by-step implementation. Project managers should be the company’s staff, understand the company business processes, and has a good ability to integrate resources. The confidence of the members should be inspired and have a good performance at the end of the project. Otherwise, at the time of the next phase, the project may not be able to get the resources and then lead to failure.

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網站資料
1. 天心資訊
http://fiti.force.com/web/page?pageid=a0n20000000x1kwAAA
2. SAP
http://www.sap.accessus.biz/taiwan/company/index.asp
http://www.sap.com.tw