台灣中小企業金屬加工業大多以量產與代工的生產模式，為因應客製化、資金有限、勞工短缺等困境，數位轉型成為重點發展之一。但工業4.0對體質不健全的中小企業而言遙不可及，甚至不少企業錯將工廠自動化與無人化視為就是數位轉型。因此工業3.5探究智慧製造與運營決策的各個環節之間，將彈性決策的能力與流程有效疏理，運用系統化發展決策數位化，但如何導入數位轉型專案是目前中小企業最關注的議題。
再來台灣中小企業約有七成為家族企業，隨著一代交棒退居幕後，二代接班，公司內部的重大決策逐漸由接班候選人共同謀劃。年度經營層會議，是訂立每年公司主要發展方向的目標方針，但因為二代接班人選分別隸屬在不同單位部門，為顯戰功，積極爭取各項可改善該單位的專案，是以專案的遴選成為兵家必爭之地。一代們為秉持「家和萬事興」美德，故專案的選擇成為協調的籌碼，並非針對企業真實需求。
為解決多人共同決策，且發展公平、合理、客觀的中小企業數位專案決策，本研究以 「紫式決策分析架構」 為基礎，在多人決策下，利用分析層級程序法(AHP) 建構一套評選數位專案的決策模型。並以金屬加工業M公司為實證以檢驗效度。藉由公司內部各項指標評比，讓決策者可以遴選心目中專案遴選的排序。
本研究實證結果，專案的排序帶來該公司效益最大化。也提供該公司未來對專案遴選的參考依據，決策者更能找到決策的目標方向，有效縮短冗長的會議討論時間、減少判斷失誤、或強勢方主導專案遴選的主控權，決策非即時需求專案。實證研究已驗證本研究之效度與可行性。

Metal products manufacturing industry of SMEs in Taiwan are usually mass production and OEM. As customization ,limited resources,and labor shortage..etc, digital transformation is the one of main development goals. Many SMEs recognized they become the automatic factory or unmanned factory which is done the industry 4.0. So industry 3.5 is studied between smart manufacture and operational decision ,then sorting out the flexible strategy and process in order to develop digital transformation decision. Importing the digital transformation project is the most important main topic for SMEs.
Family business is stood 70% in small and medium enterprise of Taiwan. As generation 2 entrepreneurs start to get more responsibility for generation 1 entrepreneurs, they have to learn how to cooperate with others successor candidate and make decision on the corporate objective together. Enterprise are established the target policies which are the most important strategy every year. When multi-person decision, the situation will be more complex.
In order to resolve these issues , this research is based on UNISON decision analysis framework of analytic hierarchy process (AHP ) to carry out the digital transformation project decision when multi-person decision. So as to analyze the internal indexes of enterprise to measure the project benefits which integrate the theory and practice , and to derive the weight of each index.
Finally, digital transformation projects decision when multi-person decision is developed for improving the decision making of executives and reduce meeting time. The decision can be more reasonable, fair and objective. This study was validated in a metal-processing industry in Taiwan.

表目錄 vi
圖目錄 1
第一章 緒論 2
1.1研究背景、動機與重要性 2
1.2研究目的 3
1.3論文結構 4
第二章 文獻回顧 5
2.1中小企業數位轉型 5
2.2工業3.5製造策略 7
2.3紫式決策分析架構 10
2.4分析層級程序法（AHP） 11
第三章 研究架構 12
3.1問題定義 13
3.2利基發掘 13
3.3架構影響關係 15
3.4客觀敘述 16
3.5綜合判斷與衡量 18
3.5.1評估尺度收集衡量值 18
3.5.2建立方案間的成對比較矩陣 19
3.5.3計算優先向量和最大特徵值 19
3.5.4檢驗各層級的一致性 20
3.6權衡與決策 21
第四章 實證研究 22
4.1個案公司介紹 22
4.2問題情境說明 23
4.3分析層級程序法權重評估程序 23
4.3.1 目標定義與層級架構 24
4.3.2 專家問卷設計 25
4.4分析層級程序法問卷分析 26
4.4.1 根本目標第二層相對權重分析 26
4.4.2 根本目標第三層相對權重分析 27
4.4.3 整體權重分析 29
4.5個案公司數位專案遴選實證分析方案 31
4.6效度檢驗 32
第五章 結論 33
5.1研究貢獻和限制 33
5.2未來研究方向 33
參考文獻 34
附錄一、數位轉型專案遴選指標問卷。 37

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