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The purpose of this paper is to propose a comprehensive framework for measuring the performance of an enterprise resource planning (ERP) system to survey suitable performance indicators (PIs) according to knowledge of the ERP implementation objectives set up at the implementation phase and build consistent measurement standards for facilitating the complex ERP performance evaluation process.

A seven‐step ERP performance measurement framework based on the objectives of ERP implementation is proposed. A fuzzy ERP performance index is used to account for the ambiguities involved in evaluating the performance of the ERP system. The fuzzy ERP performance index can be translated first into simple scores and then back to linguistic terms. An actual example in Taiwan demonstrates the feasibility of applying the proposed framework.

The findings indicate that the PIs of ERP performance measurement should align with the objectives of ERP implementation. The assessment results can represent the achievement of these objectives and the directions for improving the adopted ERP system.

This study may be interesting to some academic researchers and practical managers. The proposed framework can provide a procedure to link the objectives identified in the ERP system implementation phase and the performance considerations in the ERP use phase.

The purpose of this study is to propose a Six Sigma project to improve the replenishment process in the logistic center of Amway Taiwan Company.

This study elucidates the define, measure, analyze, improve and control (DMAIC) methodology of Six Sigma, using qualitative and quantitative tools. Numerous improvement actions are implemented. A control plan is developed to sustain and enhance the performance of the replenishment process.

The project has substantially benefited the logistic center, including reducing replenishment frequency and urgent shipping rate, decreasing cost of transportation, lowering the inventory of service centers and shortening the replenishment planning time.

The methodology that is employed in this study can be adopted by the logistic centers of other direct companies. However, they can modify the detailed contents and tools according to their organizational conditions.

This study demonstrates a project in which Six Sigma is adopted to improve the replenishment process of the logistic center in Amway Taiwan. It describes how the project was specified, how the tools were employed in the different phases and how the improvement actions were implemented. In conclusion, the key benefits of, and experience gained from this project are emphasized.

This paper will be of interest to academic researchers and practical managers. The structured methodology of Six Sigma integrated logistic techniques was applied in a leading direct sales company. The project in the logistic center of Amway Taiwan provides a good reference for other companies that plan to implement Six Sigma management.