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Enterprise Resource Planning



Productioncharacteristics

Itcombinesthecharacteristicsofdiscreteproductionandprocessproduction,facestheglobalmarket,includesalltheleadingandsupportingcapabilitiesinthesupplychain,andcoordinatesthevariousmanagementdepartmentsofthecompanyaroundMarket-oriented,conductbusinessactivitiesmoreflexiblyor"flexibly"andrespondtomarketdemandsinrealtime.Tothisend,redefinethebusinessrelationshipbetweensuppliers,distributorsandmanufacturers,rebuildthebusinessandinformationprocessesandorganizationalstructureoftheenterprise,sothattheenterprisehasgreaterinitiativeinmarketcompetition.

ERPisanenterpriseinformationmanagementsystemmainlyfortheintegratedmanagementofmaterialresources,financialresourcesandinformationresourcesforthemanufacturingindustry.ERPisanenterprisemanagementsoftwarewithmanagementaccountingasitscorethatcanprovidecross-regional,cross-departmental,andevencross-companyintegrationofreal-timeinformation.Integratedenterprisemanagementsoftwareformaterialresourcemanagement(logistics),humanresourcemanagement(peopleflow),financialresourcemanagement(financialflow),andinformationresourcemanagement(informationflow).

TheproposalofERPisinseparablefromthehighdevelopmentofcomputertechnology.Usershavegreaterinitiativeinthesystem,andthefunctionsinvolvedincomputer-assistedmanagementhavefarexceededthescopeofMRPII.ThefunctionsofERPincludeinadditiontoMRPII(manufacturing,supplyandmarketing,finance),butalsomulti-factorymanagement,qualitymanagement,laboratorymanagement,equipmentmaintenancemanagement,warehousemanagement,transportationmanagement,processcontrolinterface,dataacquisitioninterface,electroniccommunication,E-mail,regulationsandstandards,projectmanagement,financialinvestmentmanagement,marketinformationmanagement,etc.Itwillredefinevariousbusinessesandtheirinterrelationships,adoptamoreflexibleapproachinmanagementandorganization,andrespondtochangesinthesupplychain(includingchangescausedbyregulations,standards,andtechnologicaldevelopments)inasynchronized,agile,andreal-timemanner.Respond;onthebasisofgraspingaccurate,timelyandcompleteinformation,makecorrectdecisionsandactivelytakemeasures.ComparedwithMRPII,ERPnotonlyexpandsmanagementfunctions,butalsoadoptsthelatestachievementsofcomputertechnology,suchasexpandinguser-definedscope,object-orientedtechnology,client/serverarchitecture,multipledatabaseplatforms,SQLstructuredqueryLanguage,graphicaluserinterface,4GL/CASE,windowtechnology,artificialintelligence,simulationtechnology,etc.

Developmentstage

Theapplicationofinformationtechnologyinbusinessmanagementcanbedividedintothefollowingdevelopmentstages:

A.MISsystemstage(ManagementInformationSystem)

Theenterprise'sinformationmanagementsystemismainlytorecordalargeamountoforiginaldata,supportinquiries,summary,andotheraspects.

B,MRPstage(MaterialRequirePlanning)

Theenterprise'sinformationmanagementsystemmanagestheproductcomposition,andusesthecomputingpowerofthecomputerandthesystemtodealwithcustomerorders,inventorymaterials,andproducts.Themanagementcapabilityofthestructurecanberealizedbasedoncustomerordersandtheproductstructurelisttoexpandandcalculatethematerialrequirementplan.Realizethemanagementgoalofreducinginventoryandoptimizinginventory.

C,MRPIIstage(ManufactureResourcePlanning)

OnthebasisoftheMRPmanagementsystem,thesystemhasincreasedthemanagementofthecompany’sproductioncenter,processinghours,productioncapacity,etc.,Inordertorealizethefunctionsofcomputerforproductionandscheduling,andatthesametimeincludefinancialfunctions,aclosed-loopmanagementsystemwithcomputersasthecoreisformedintheenterprise.Thismanagementsystemhasbeenabletodynamicallymonitorallproduction,supply,andsales.process.

D,ERPstage(EnterpriseResourcePlanning)

AfterenteringtheERPstage,thecomputer-centricenterprise-levelmanagementsystemismoremature,andthesystemincludesfinancialforecasting,productionCapability,adjustmentofresourceschedulingandotherfunctions.CooperatewithenterprisestorealizethefunctionsofcomprehensiveJITmanagement,qualitymanagement,productionresourceschedulingmanagementanddecision-makingassistance.Becomeaplatformtoolforenterprisestocarryoutproductionmanagementanddecision-making.

E.ERPinthee-commerceera

ThematurityofInternettechnologyincreasestheabilityofenterpriseinformationmanagementsystemstorealizeinformationsharinganddirectdataexchangewithcustomersorsuppliers,therebystrengtheningThelinksbetweenenterprisesformasurvivalchainofcommondevelopment,whichembodiesthesupplychainmanagementideasofenterprisestoachievesurvivalandcompetition.TheERPsystemimplementsthisfunctionaccordingly,enablingdecisionmakersandbusinessdepartmentstoachievecross-enterprisejointoperations.

Functionalmodules

TheERPsystemincludesthefollowingmainfunctions:supplychainmanagement(SCM),salesandmarketing,distribution,customerservice,financialmanagement,manufacturingmanagement,inventorymanagement,factoryandEquipmentmaintenance,humanresources,reporting,manufacturingexecutionsystem(ManufacturingExecutiveSystem,MES),workflowserviceandenterpriseinformationsystemWait.Inaddition,italsoincludessupplementaryfunctionssuchasfinancialinvestmentmanagement,qualitymanagement,transportationmanagement,projectmanagement,regulationsandstandards,andprocesscontrol.

ERPisamanagementinformationsystemthatintegratesalltheresourcesofanenterprise.Simplyput,itisamanagementinformationsystemthatintegratesthethreemajorstreamsoftheenterprise:logistics,capitalflow,andinformationflow.ItsfunctionalmodulesaredifferentfromthepreviousMRPorMRPIImodules.Itcannotonlybeusedforthemanagementofproductionenterprises,butalsoinmanyothertypesofenterprises,suchassomenon-productionandpublicwelfareenterprises,itcanalsoimporttheERPsystemforresourceplanningandmanagement..

Inenterprises,generalmanagementmainlyincludesthreeaspects:productioncontrol(planning,manufacturing),logisticsmanagement(distribution,purchasing,inventorymanagement)andfinancialmanagement(accounting,financialmanagement).Thesethreesystemsthemselvesareintegratedbodies,andtheyhavecorrespondinginterfaceswitheachother,whichcanbewellintegratedtomanagetheenterprise.Inaddition,itisworthmentioningthat,ascompaniespaymoreattentiontohumanresourcemanagement,moreandmoreERPvendorshaveincorporatedhumanresourcemanagementintoanimportantpartoftheERPsystem.

SupplyChainManagement

isthemanagementoftheenterprisesupplychain,thatis,themanagementofthemarket,demand,orders,rawmaterialprocurement,production,inventory,supply,distributionanddelivery,includingItcoverseverylinkfromproductiontodelivery,fromsupplierstocustomers.Thesupplychainisthebusinesscyclesystemonwhichanenterprisedepends,anditisthemostimportantsubjectinthemanagementofenterprisee-commerce.Statisticsshowthatacompany'ssupplychaincancostupto25%ofthecompany'soperatingcosts.SCMcanbringthefollowingbenefitstoenterprises:(1)Increasetheaccuracyofforecasting.(2)Reduceinventoryandimprovedeliveryandsupplycapacity.(3)Reduceworkflowcycles,increaseproductivity,andreducesupplychaincosts.(4)Reduceoverallprocurementcosts,shortenproductioncycles,andspeedupmarketresponse.

WiththerapiddevelopmentoftheInternet,moreandmorecompaniesarebeginningtousetheInternettoimplementSCM.Thatis,theInternetisusedtointegratetheupstreamanddownstreamenterprisesoftheenterprise,withthecentralmanufacturerasthecore,theupstreamrawmaterialandsparepartssuppliers,thedownstreamdistributorsoftheindustry,thelogisticstransportersandtheproductserviceproviders,andthecorrespondentbanksareintegratedtoformawholeCompletee-commercesupplychainforendcustomers.Thepurposeistoreduceprocurementcostsandlogisticscosts,improvetheresponsespeedoftheenterprisetothemarketandfinalcustomerneeds,therebyimprovingthemarketcompetitivenessofthecompany'sproducts.

SalesandMarket

Themarketistheproductofthecommodityeconomy,anditdevelopsalongwiththedevelopmentofthecommodityeconomy.Aslongasthereiscommodityproductionandcommodityexchange,theremustbeamarket.Therefore,thereisanobjectiveandnecessaryconnectionbetweencommoditysalesandthemarket.Commodityproductionandcommodityexchangebyindividualandprivateenterprisesarenotrestrictedbynationalplans.Theyareproducedanddevelopedentirelyinamarketenvironment.Tothisend,individualandprivateenterprisesmustestablishacorrectmarketconcept,especiallyfocusingonmarketresearch.Thisisaprerequisiteforgoodproductionandsalesofcommoditiesandaguaranteeforanenterprisetoremaininvincibleinthefiercemarketcompetition.

Themarketconceptisthebusinessguidingideologythatalltheproductionandoperationactivitiesofanenterprisearebasedontomeettheneedsofusers.Thespecificcontentofthemodernmarketconceptmainlyincludes:(1)Theuseristhecenterofcorporateactivities,andthecompanydeterminesitsownproductionandoperationdirectionaccordingtotheneedsofusers;(2)Themarketingactivitiesofthecompanyshouldbeformedasawhole,coordinatedandcarriedoutactivitiesaroundmeetingtheneedsofusers;(3)Whilemeetingtheneedsofusers,realizetheprofitsoftheenterprise.Intheprofitstrategy,itdoesnotfocusonthesizeoftheprofitofeachtransaction,butconsidersthelong-termdevelopmentofthecompany.profit.

Marketresearch,alsoknownasmarketingresearch,istheuseofcertainmethodsandprocedurestocollect,sortandanalyzethemarketingmaterialsofgoodsandservicesrelatedtoconsumerneeds,andconductmarketanalysisandplanningtodeterminethemarketMarketingstrategy.Todoagoodjobincorporatefinancialmanagement,wemustalsofocusonthemarketandstrengthenmarketingresearch.Thisisbecause:First,themarketisanintermediarythatlinksproductionandconsumption.Itcansensitivelyreflectchangesinsocialneedsandtheirconditions.Ifcompanieswanttobeinafavorablepositionincompetition,theyshouldkeepabreastofmarkettrends;second,companiesmustToobtainthegreatestfinancialbenefitswiththeleastcost,itisnecessarytoconductmarketresearchtoproduceandoperateproductsthataresuitableformarketneedsandmarketable.Third,thepurchaseandsaleofenterprisesmustrelyentirelyonmarketingmechanisms.Determinedbythecharacteristicsoftheproductionandoperationofindividualprivateenterprises.Themaincontentofmarketresearchincludesmarketresearch,marketforecastingandsalesstrategyformulation.

FinancialManagementModule

Inenterprises,clearanddistinctfinancialmanagementisextremelyimportant.Therefore,itisanindispensablepartoftheentireERPprogram.ThefinancialmoduleinERPisdifferentfromgeneralfinancialsoftware.AsapartoftheERPsystem,ithascorrespondinginterfaceswithothermodulesofthesystemandcanbeintegratedwitheachother.Forexample,itcanautomaticallyincludetheinformationenteredbyproductionactivitiesandpurchasingactivities.Thefinancialmodulegeneratesgeneralledgerandaccountingstatements,eliminatingthetediousprocessofenteringvouchers,andalmostcompletelyreplacingthetraditionalmanualoperationsinthepast.ThefinancialpartofgeneralERPsoftwareisdividedintotwoparts:accountingandfinancialmanagement.

1.Accounting

Accountingismainlytorecord,calculate,reflectandanalyzetheprocessandresultsofchangesincapitalintheeconomicactivitiesofenterprises.Itconsistsofgeneralledger,accountsreceivable,accountspayable,cash,fixedassets,multi-currencyandotherparts.

1.Generalledgermodule:Itsfunctionistoprocesstheentryandregistrationofaccountingvouchers,outputjournals,generalsubsidiaryledgersandgeneralledger,andpreparemainaccountingstatements.Itisthecoreoftheentireaccounting,accountsreceivable,accountspayable,fixedassetaccounting,cashmanagement,salaryaccounting,multi-currencyandothermodulesareallcenteredonittotransferinformationtoeachother.

2.Accountsreceivablemodule:referstothenormalcustomerarrearsaccountsreceivablebytheenterpriseduetocommoditycredit.Itincludesfunctionssuchasinvoicemanagement,customermanagement,paymentmanagement,andaginganalysis.Itisconnectedwithcustomerorderandinvoiceprocessingbusiness,andatthesametime,itautomaticallygeneratesaccountingvouchersforvariouseventsandimportsthemintothegeneralledger.

3.Accountspayablemodule:Accountspayableinaccountingreferstotheaccountspayablebyenterprisesforpurchases,includinginvoicemanagement,suppliermanagement,checkmanagement,aginganalysis,etc.Itcanbefullyintegratedwiththepurchasingmoduleandinventorymoduletoreplacethetediousmanualoperationinthepast.

4.Cashmanagementmodule:Itmainlycontrolstheinflowandoutflowofcash,aswellastheaccountingofpettycashandbankdeposits.Itincludesthemanagementofcoins,banknotes,checks,moneyordersandbankdeposits.ERPprovidesfunctionsrelatedtocashsuchasbillmaintenance,billprinting,paymentmaintenance,banklistprinting,paymentinquiry,bankinquiryandcheckinquiry.Inaddition,itisalsointegratedwithaccountsreceivable,accountspayable,generalledgerandothermodulestoautomaticallygeneratevouchersandpostthemtothegeneralledger.

5.Fixedassetaccountingmodule:itcompletestheaccountingoftheincreaseanddecreaseoffixedassetsandthedepreciationrelatedfundprovisionanddistribution.Itcanhelpmanagersunderstandthestatusquooffixedassets,andcanmanageassetsthroughvariousmethodsprovidedbythismodule,andperformcorrespondingaccountingtreatments.Itsspecificfunctionsare:loginfixedassetcardsandsubsidiaryaccounts,calculatedepreciation,preparestatements,andautomaticallypreparetransfervouchers,andtransferthemtothegeneralledger.Itisintegratedwithaccountspayable,cost,andgeneralledgermodules.

6.Multi-currencymodule:Thisistoadapttotheinternationaloperationoftoday'senterprises,andthedemandforforeigncurrencysettlementbusinessincreases.Themulti-currencysystemexpressesandsettlesthefunctionsoftheentirefinancialsystemoftheenterpriseinvariouscurrencies,andcustomerorders,inventorymanagement,andprocurementmanagementcanalsousemulti-currencyfortransactionmanagement.Multi-currencyandaccountsreceivable,accountspayable,generalledger,customerorders,purchasesandothermoduleshaveinterfaces,whichcanautomaticallygeneraterequireddata.

7.Salaryaccountingmodule:automaticallycarryoutthesalarysettlement,distribution,accountingandvariousrelatedexpensesofenterpriseemployees.Itcanloginsalary,printsalarylistsandvarioussummaryreports,calculateandwithdrawvarioussalary-relatedexpenses,automaticallygeneratevouchers,andimportthemintothegeneralledger.Thismoduleisintegratedwithgeneralledgerandcostmodule.

8.Costmodule:Itwillcalculatethevariouscostsoftheproductbasedontheproductstructure,workcenter,process,purchaseandotherinformationforcostanalysisandplanning.Youcanalsousestandardcostoraveragecostmethodtomaintaincostsbylocation.

Second,financialmanagement

Thefunctionoffinancialmanagementismainlybasedonaccountingdataandthenanalyzedtocarryoutcorrespondingforecasting,managementandcontrolactivities.Itfocusesonfinancialplanning,control,analysisandforecasting:

Financialplanning:Makethenextfinancialplan,budget,etc.basedonthepreviousfinancialanalysis.

Financialanalysis:Providequeryfunctionandgraphicaldisplayofuser-defineddifferencedataforfinancialperformanceevaluation,accountanalysis,etc.

Financialdecision-making:Thecorepartoffinancialmanagement,thecentralcontentistomakedecisionsaboutfunds,includingfundraising,investmentandfundmanagement.Productioncontrolmanagementmodule.

ThispartisthecoreoftheERPsystem.Itorganicallyintegratestheentireproductionprocessofthecompany,enablingthecompanytoeffectivelyreduceinventoryandimproveefficiency.Atthesametime,theautomaticconnectionoftheoriginallydispersedproductionprocessalsoenablestheproductionprocesstoproceedinacontinuousmannerwithoutproductiondisconnectionanddelayinproductiondeliverytime.

Productioncontrolmanagement

isaplan-orientedadvancedproductionandmanagementmethod.First,thecompanydeterminesitsoverallproductionplan,andthenafterthesystemissubdivided,itissenttoeachdepartmentforexecution.Thatis,theproductiondepartmentproducesaccordingtothis,thepurchasingdepartmentpurchasesaccordingtothis,andsoon.

1.Themainproductionplan:Itarrangesthetypesandquantitiesofproductstobeprovidedineachcycleinthefutureaccordingtotheproductionplan,forecastandcustomerorderinput.ItconvertstheproductionplanintoaproductplanandbalancesAfterthematerialandcapacityneedsaremet,adetailedschedulethatisaccuratetothetimeandquantity.Itisthearrangementofthetotalactivitiesoftheenterpriseoveraperiodoftime.Itisastableplan,whichisgeneratedfromtheproductionplan,actualorders,andforecastsderivedfromhistoricalsalesanalysis.

2.Materialrequirementplanning:Afterthemasterproductionplandeterminesthenumberoffinalproductstobeproduced,accordingtothebillofmaterials,thenumberofproductstobeproducedbytheentireenterpriseistransformedintothenumberofpartstobeproduced,andComparedwiththeexistinginventory,wecangetthefinalquantityofhowmuchstillneedstobeprocessedandhowmuchtopurchase.Thisistheplanthattheentiredepartmentreallyfollows.

3.Capacityrequirementplan:Afterthepreliminarymaterialrequirementplanisobtained,thetotalworkloadofallworkcentersisbalancedwiththecapacityoftheworkcentertoproduceadetailedworkplan.Determinewhetherthegeneratedmaterialrequirementplanisafeasiblerequirementplanontheproductioncapacityoftheenterprise.Thecapacityrequirementplanisashort-term,currentlypracticalplan.

4.Workshopcontrol:Thisisadynamicjobplanthatchangesovertime.Itassignsjobstospecificworkshops,andthenperformsjobsequencing,jobmanagement,andjobmonitoring.

5.Manufacturingstandards:Alotofbasicproductioninformationisneededinthepreparationoftheplan.Thisbasicinformationisthemanufacturingstandard,includingparts,productstructure,processesandworkcenters,allidentifiedinthecomputerwithauniquecode.

aPartcode,managementofmaterialresources,uniquecodeidentificationforeachmaterial.

bBillofmaterials,atechnicaldocumentthatdefinestheproductstructure,usedtopreparevariousplans.

cProcess,describingtheprocessingstepsandthesequenceofoperationsformanufacturingandassemblingproducts.Itcontainsthesequenceofprocessingprocedures,specifyingtheprocessingequipmentofeachprocedureandtherequiredratedworkinghoursandwagelevels.

dWorkcenter,thebasicunitthatusesthesameorsimilarprocessequipmentandlaborforce,isengagedinproductionschedulearrangement,accountingability,andcostcalculation.

Mainfeatures

ERPintegratescustomerneedswiththeinternalmanufacturingactivitiesoftheenterpriseandthemanufacturingresourcesofthesupplierstoformacompletesupplychainoftheenterprise.ItscoremanagementideasmainlyreflectInthefollowingthreeaspects:1.Itreflectstheideaof​​managingtheentiresupplychainresources;2.Itreflectstheideasofleanproduction,agilemanufacturingandsynchronousengineering;3.Itreflectstheideasofadvanceplanningandcontrol.

ThesignsofthesuccessfulapplicationofERPare:1.Integratedsystemoperationandsoftwareoperationacrossmultipledepartments;2.Rationalizationofbusinessprocesses.Businessdepartmentsatalllevelsarerebuiltaccordingtofullyoptimizedprocesses;3.Performancemonitoringisdynamic,andtheperformancesystemcanprovideimmediatefeedbacktocorrectproblemsinmanagement;fourth,managementimprovementiscontinuous,andthecompanyestablishesamechanismthatcancontinuouslyself-evaluateandcontinuouslyimprovemanagement.

ERPhasnotablefeaturessuchasintegration,system,flexibility,andreal-timecontrol.ThesupplychainmanagementthoughtofERPsystemputsforwardhigherrequirementsforenterprises,anditisthecoremanagementmodelforenterprisestoprosperintheinformationsocietyandtheeraofknowledgeeconomy.

(1)Sales-oriented,abletorespondquicklytothemarket.Itincludessupplychainmanagementfunctions,emphasizesthenewpartnershipbetweensuppliers,manufacturersanddistributors,andsupportsenterpriselogisticsmanagement.

(2)Moreemphasisisplacedonenterpriseprocessesandworkflows,throughwhichtheintegrationofpersonnel,finance,manufacturinganddistributionoftheenterpriseisrealized,andtheprocessofenterprisereorganizationissupported.

(3)IncorporatesthefunctionofproductdatamanagementPDM,increasesthemanagementofdesigndataandprocess,andfurtherstrengthenstheintegrationoftheproductionmanagementsystemwithCADandCAMsystems.

(4)Moreemphasisonfinancialmanagement,witharelativelycompletecorporatefinancialmanagementsystem,whichenablestheimplementationoftheconceptofvaluemanagementandamoreorganiccombinationofcapitalflow,logisticsandinformationflow.

(5)Humanfactorsaremoreconsideredastheroleofresourcesinproductionandoperationplanning,andhumantrainingcostsarealsoconsidered.

(6)Inthemanufacturingplanning,ERPsupportsthemixedmanagementmodeofMRPandJIT,andalsosupportsthemanagementmodeofmultipleproductionmethods(discretemanufacturing,continuousprocessmanufacturing,etc.).

(7)Adoptthelatestcomputertechnology,suchasclient/serverdistributedstructure,object-orientedtechnology,WEB-basedelectronicdatainterchange(EDI),multi-databaseintegration,datawarehouse,graphicaluserinterface,Thefourth-generationlanguageandauxiliarytools,etc.

AdvantagesandDisadvantages

TheadvantagesofERParemainlyreflectedinthefollowingaspects:shortentheturnaroundtime;theintegrationoflogisticsandcapitalflow;strengthenthematerialandproductionplan;simulatedifferentmarketconditionsfortheproductionplan,Theimpactofcapacitydemandplanning,materialprocurementplanning,storageandtransportation,etc.;enhancethecompany'sabilitytorespondquicklytochangesinthebusinessenvironment;realizereal-timeandonlineinformationinquiriesbymanagement;providemoreaccurateandtimelyfinancialreportsforcorporatedecision-making;Providevariousmanagementreportsandanalysisdataintime;thesystemitselfhasstrictinternalcontrolfunctions.

TherearestillsomeproblemsintheimplementationofERPsystemsinChineseenterprises,whicharemainlymanifestedas:(1)AlargenumberofforeignwordssetahighERPpsychologicalthreshold.TheERPsystemhasgatheredhugenewtermsandforeignvocabularysuchasBPR,JIT,CIMS,virtualenterprise,collaborativebusiness,etc.,settingapsychologicalthresholdforthemajorityofenterprisemanagers,anditisverydifficulttograsptheERPimplementationprocess.(2)ForeignERPsoftwarevendorshaveverystandardizedERPimplementationmethods,buttheydon'tknowmuchabouttheactualneedsandcustomizationprocessofChineseenterprises.(3)ManydomesticERPenterprisemanagementsoftwarevendorshaverichERPimplementationexperience,buttheyhavenoscientificandstandardizedimplementationmethods.(4)ERPsoftwarevendors,consultingcompaniesthatprovidebusinessprocessrestructuring,ERPservicesprovidedbygovernmentdepartments,andsupervisorswhoadvocatethird-partysupervisionmostlyprovideERPimplementationsuggestionsandexperiencefromtheirownperspectives,butcompaniescannotfullyseethespecificimplementation.Cyclesmakeitimpossibleforcompaniestohaveanin-depthunderstandingofspecificERPimplementationmethodsandspecificimplementationactivities.

Therefore,choosingasuitablesupplieristhekeytothesuccessfulimplementationofERP.

Payattentiontotheproblem

Accordingtorelevantstatistics,thesuccessrateofERPimplementationisonly10%-20%.

TheERPbasedonthesupplychainmanagementideaneedstobecarriedoutfromthefollowingaspectsintheimplementationprocess:

EstablishthedecisionmakerfortheimplementationoftheERPsystem

Thedecision-makerisapersonwhohasamorecomprehensivegraspofallaspectsofthecompany,aclearervisionofthecompany’soveralldevelopment,andacertaindegreeofinfluenceandappeal.IfheistheleaderintheimplementationofERPprojects,hewilltakeeverystepandplayagoodgameofchessthroughoverallplanning.Setupacompletethree-levelorganizationalstructurewithintheenterprise:theleadinggroup,theprojectimplementationgroupandthefunctionalgroup.Throughscientificdecision-makingbydecisionmakersandorganizations,determinetheERPimplementationplansteps,implementationrules,anddivisionoflabor.

Doagoodjobofpreliminaryconsultationandresearch

ConsultationistousemanagementconsultingexpertstoexaminetheweaklinksandcoreproblemsinthecurrentdevelopmentandmanagementoftheenterpriseCarryoutdiagnosisandanalysis,redesignbusinessprocesses,adjustorganizationanddistribution;researchistoknowoneselfandtheenemy,tounderstandtheproductionandbusinesscomposition,servicerequirements,ERPsupplierdevelopmentcapabilitiesandsoftwareproductcharacteristicsandunderstandingofitssuccessfulcases,andtheunderstandingofthesupplychainComponentlinks,marketsupply-demandrelationshipandfuturechangecharacteristics,etc.Ensuretheaccuracy,timeliness,reliabilityandconsistencyofthebasicdatabeforeandafter,andprovideareferenceforscientificdecision-makingandmanagement.

ChoosetheERPmanagementsoftwarethatsuitsthecharacteristicsoftheenterprise

TherearemanyERPproducts,andthescale,productstructure,marketstrategy,andmanagementmodeofdifferententerprisesalsoexistBigdifference.Therefore,whencompanieschooseERPsoftware,theyshouldfocusonbusinessneeds,softwarefunctionexpansionandopenness,secondarydevelopmenttoolsandtheireaseofuse,completesoftwaredocumentation,goodafter-salesserviceandtechnicalsupport,andsystemstability.Comprehensiveconsiderationwillbegiventotheaspectssuchasperformance,thestrengthandreputationofthesupplier,andtheappropriateprice.Inaddition,itisnecessarytoanalyzetheinvestmentbenefits,includingthecapitalprofitrate,investmentpaybackperiod,implementationcycleanddifficulty,soastoavoidcausingimplementationtime,secondarydevelopmentorcustomizationtimetobetoolongandaffecttherealizationofbenefits.

Effectivelydowellinthetrainingofemployees

Respectivelygivetheworkshopanddepartmentheads,accountingpersonnel,productionplanners,purchaseandsalespersonnel,productionstatisticians,WarehousemanagersandothersconducttrainingthroughouttheentireprocessofERPsystemimplementation.BecausetheuseoftheERPsystemwillchangetheexistingoperatingmethodsoroperatingproceduresofemployeestoalargeextent.Intermsofsophisticatedproduction,just-in-timeproduction,andtotalqualitymanagement,thepersonnelinvolvedintheERPprojectshouldbetrainedintheuseofsoftwarefunctionsatdifferentlevelsandlevels.

Establishandimprovetheprojectmanagementsystemandoperationmechanism

ERPsystemisanenterprisewiththecharacteristicsoflargeinvestment,longcycle,complexsystemandhighrisk.Managementsystemengineering.Therefore,intheprocessofERPapplication,enterprisesmustproceedfromtheperspectiveofsystemengineeringandscientificmanagementtoensurethesuccessfulimplementationofERPprojects.

RealizingtheintegrationofERPande-commerce

E-commerceisamainstreambusinessmodelforcompaniestoparticipateinfutureinternationalcompetitionandoptimizetheiroperations.TheERPsysteminthee-commerceerawillmakefulluseofInternettechnologyandinformationintegrationtechnologytofullyintegrateandoptimizefunctionssuchassupplychainmanagement,customerrelationshipmanagement,andenterpriseofficeautomationtosupportbusinessmanagementmodelssuchasproductcollaborativecommerce.IfERPstickstoitsoriginalmanagementideasandonlystaysatthemanagementoftheinternalprocessesoftheenterprise,itwillnotbeabletoadapttotheneedsofresourceoptimizationandcoordinateddevelopmentbetweenenterprisesinthee-commerceera.CompaniesplanningtoimplementERPmuststrivetoachieveaseamlessconnectionbetweenERPande-commerce,andprovidenewdevelopmentopportunitiesforthedevelopmentofthecompanyinthee-commerceera.

DevelopmentinChina

1.Marketstructurereflectsoligarchs

From2003to2008,inChina,thefourleadingERPcompaniesofUFIDA,Kingdee,SAP,andInspurThetotalsalesaccountedforabouthalfoftheentireERPindustry.AndwiththerapidgrowthoftheERPmarketcapacity,thecampofseveralleadingvendorsintheERPmarkethasremainedstableforalongtime.Basedontheaboveanalysis,itcanbeseenthatthemarketconcentrationofChina'sERPsoftwareindustryhasbeenmaintainedatarelativelyhighlevel,showingapatternsimilartooligopoly.

2.LeadingChineseandforeignmanufacturersworktogethertodominatetheChinesemarket

ThemanufacturersthatdominatetheERPmarketinmycountryincludedomesticbrandssuchasUFIDAandKingdee,aswellasinternationalbrandssuchasSAP,Oracle,Infor,andMicrosoft.Foralongtime,UFIDAandKingdee-Zhihavedominateddomesticbrands,whileinternationalbrandssuchasSAPhavealsotakentheleadinmycountry'sERPmarket.

3.ThereareindustrybarriersintheERPmarket

M&AandbrandinfluenceareimportantfactorsintheformationofERPindustrybarriers.ERPgiantsrelyontheirstrongfinancialstrengthtoachievetheirownscaleupgradesthroughcorporatemergersandacquisitions,therebyforminghighermarketbarriers.IntheERPmarket,mergersandacquisitionshavebecometheonlywaytoincreasethescaleandmarketshareofenterprises,acceleratetherealizationofindustrialtransformationofenterprises,andpromoteenterprisestobecomebiggerandstronger.Smallandmedium-sizedenterprisesinthemarket,facedwiththestrongfinancialstrengthandR&Dstrengthoftheindustrygiants,aredifficulttocompetewithandfacedifficultiesinsurvival.Therefore,thegiantsformedthroughmergersandacquisitionsintheERPmarketdirectlyraisethebarrierstoentryfortheERPindustry.2009wasayearoffiercecompetitionbetweenlocalERPvendorsandinternationalbrands.Thisyear,afrenziedwaveofmergersandacquisitionswassetoffinthedomesticERPmarket.LargecompaniessuchasUFIDAandKingdeecontinuedtoacceleratetheirmergersandacquisitionsofsmallandmediumsoftwarecompaniesintheERPindustry.Sofar,manymergersandacquisitionshavebeencompletedinmycountry'sERPmarket.

Secondly,thebrandreputation,customers,andprofessionalexperienceaccumulatedoveralongperiodoftimeintheERPindustryhavealsobecomebarrierstomarketentry.HighbrandreputationmakesitdifficultformanySMEstoentertheERPmarket,thuscreatingmarketentrybarriers.

4.Leadingmanufacturershavetheinitiativeinpricing

ERPleadingcompanieshaverealizedthemonopolyoftheindustrybyacceleratingmergersandacquisitions,therebymonopolizingprices,leadingmanufacturersintheERPmarketthereforehavetheinitiativePricingpower,soERPleadingcompaniescanmaintaintheirownoperationsatahighlevelofprofitforalongtime.AscorporatecustomersrelymoreandmoreontheleadingcompaniesintheERPmarket,theycanonlyadapttothemonopolyoftheERPindustry.SAPexpectsthatby2014,thecompany'ssoftwareandrelatedoperatingincomewilldouble,anditsoperatingprofitmarginwillreachatleast35%.

5.Thestrongwillalwaysbestrong

Inthefuture,thedifferentiationbetweensuperiorandinferiorcompaniesintheERPmarketwillfurtherintensify,andindustryconcentrationwillfurtherincrease.AstheinternationalERPgiantsacceleratetheirlocalizationdevelopmentinChina,localleadingmanufacturershavealsobecomeincreasinglyoutstandingandtheirexpansionspeedshavebeenaccelerating.InChina,thefutureERPmarketwillshowapatternofstrongplayers.Fiercecompetitionismainlyconcentratedonfirst-tiermanufacturers,whilesecond-andthird-tiermanufacturerswillfacedifficultiesinsurvival.

6.Newentrantshavealotofadvantages

Manynewindustrieshavetechnologiesthatarenotinferiortomarketmonopolists,usingtheSaaSmodelplatformtobringthecompany'sproductstothetop.Onlybyseizingtheopportunityreasonablycanwesurviveinthecracksandoccupyawidersky.

Systemoptimization

ERPglobalization

IntheinformatizationconstructionofSMEs,themostobviousdevelopmenttrendis:enterpriseGlobalization,globalizationofmarkets,andglobalizationofcompetition.Withthecontinuousdevelopmentofe-commerce,policybarriershavedisappearedinthepastfewyears.Enterprisee-commercehasexistedinsmallandmedium-sizedenterprisesforalongtime,andthescopeofoperationshasgraduallyexpandedtotheworld.Therefore,withthecontinuousstrengtheningoftheinformatizationofsmallandmedium-sizedenterprises.ItisboundtorequireoptimizationofERPsystemfunctionstoprovideservicesforglobalizedenterprises.

ERPhasalreadysupportedtheobviousandrelativelyeasyfunctionsofenterpriseinformatization,suchasallowingtransactionsandtelegramstousemultiplecurrencyunits,andreportingbusinessresultsbycountry.but.Otherfunctions,suchasapplicabletothelocalpolicystructureorlocalculturalexpectations,willbeverycomplicatedtodesignintheERPsystem,anditismoredifficulttoimplementwithprogramming.therefore.TheglobalizationofERPshouldbeginwiththestandardizationofERPprocesses,andintegrateglobaldatasuchasproductivity,productionandtransportationcosts,tariffs,anddemandinrelatedregions.

Withtheglobalizationofthemarket,smallandmedium-sizedcompaniesalsotendtomergetobetterdealwithexcessproductioncapacityinthemarket.Inaddition,thesimilaritybetweentheinformationenvironmentandtheprocessenvironmentwillalsocausebusinessintegration.Thecontinuousgrowthofmergersandacquisitionshasbroughtanotherdemand-tointegratethepreviouslyseparatedERPs.Therefore,whenoptimizingtheERPsystem,itisnecessarytoconsidertheenergyinvestedbytheenterpriseintheoriginalERPsystem,sothataslightupgradeoftheenterpriseundertheoriginalERPsystemenvironmentcanmeettheneedsoftheinformationconstructionofsmallandmedium-sizedenterprisesinthecurrenteconomicsituation.

RapidERP

Inahighlycompetitivebusinessenvironment,inordertosurviveanddevelop,SMEsmustquicklyunderstandthatasinglecustomerisWhattimewantstoget,andreactthroughERPsoftware.Therefore,ERPsoftwareisrequiredtohaverapidperceptionandrapidresponsecapabilities.TheoptimizedERPmustmeettheneedsoftheinformatizationconstructionofsmallandmedium-sizedenterprisesintermsoftechnology.Improvethespeedandflexibilityofenterprisestorespondtocustomers.

ERPreorganization

Economicglobalizationhaspromotedthemergerbetweenenterprises.However,becauseenterprisesandmanagementinstitutionsrequirelowermanagementcosts,itwillpromptCompaniesareregroupingwithintheindustry.Afterthereorganization,thecompanyshouldalsobeabletocarryoutERPreorganizationwiththehelpofoptimizedERPsoftware,sothattheERPsoftwarecanadapttotherequirementsofthecurrententerprisereorganization.

ERPvirtualization

Becausethevirtualorganizationisthejointcollaborationofenterprisesinordertoachieveawin-winsituation.Thescopeoftherelationshipisverywide.Inordertocoverthisrange,theoptimizedERPsoftwaretechnicallyneedstosupporttheunionofdifferentlevelsofdataandprocesses.Fromsimplemarkettransactionsbetweenorganizationstocompleteunionandsharing,alllevelsofunionmustbesuitabletoformavirtualThetypeofrelationshipbetweenthetwo(ormore)organizationsoftheorganization.TomakeERPsoftwarevirtual.Onewayistoexpandthevaluechainandintegrateinformationfrommultipledatasystems.

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