It has caused such a big response in the enterprise. In today's China, this gradually fading vibration has appeared again and again in the past two years.
Orgasm However, comparing the development of ERP with today's economic development, we have to face up to two problems:
The original definition of 1 Gartner's group is too narrow, which is very different from the ERP actually being used in real business life.
Gap;
2. Some non-mainstream ideas are constantly distorting the true meaning of ERP for their own benefit.
These two problems constantly distort the thinking of ERP. For the latecomers, the true face of ERP has been hidden, so what is ERP?
And then what?
Let me first review how Gartner Group defines ERP through a series of functional standards, such as
Next:
1, which is beyond the scope and integration function of MRP-II;
2. Support mixed manufacturing environment;
3. Support dynamic monitoring ability to improve business performance;
4. Support an open client/server computing environment.
According to its definition, ERP is an application software system, which extends the management scope and basic ideas on the basis of MRPII software system.
The business process of an enterprise is regarded as a closely connected supply chain, and the enterprise is divided into several branches to work together.
Holding subsystems, such as finance, marketing, manufacturing, service maintenance, engineering technology, etc. , which can be used in the internal supply chain of enterprises.
There are orders, procurement, inventory, planning, manufacturing, quality control, transportation, distribution, service and maintenance, finance and cost.
This control, business risk and investment, decision support, laboratory/formula, human resources, etc. Effectively managed, from the perspective of management scope
And provide more functions and tools for enterprises in depth and breadth.
From this application scope, it gives people the impression that firstly ERP is for manufacturing enterprises, and secondly it is just a software. However, in
After Gartner Group defined the term ERP, SAP creatively linked ERP and BPR, which were originally unrelated.
Birds of a feather flock together, thus creating a worldwide miracle of IT+ management. At this point, the concept of Gartner Group is real.
The international application has been completely updated, and ERP endowed with new content and significance was born:
1) ERP is not just a software system, but a collection of organizational models, business processes, enterprise specifications, information technology and implementers.
A comprehensive management application system integrating law;
2) ERP makes the management core of an enterprise shift from "manufacturing and selling the right products at the right time" to "being the best"
Time and place, in order to obtain the maximum profit of the enterprise ",the scope of application of this management method and means has also expanded from manufacturing enterprises to.
Enterprises in different industries;
3) ERP develops from satisfying dynamic monitoring to introducing business intelligence, which makes the simple thing handling system in the past become a reality.
With intelligent management control system;
4) As far as the structure of the software system is concerned, the current ERP must be able to adapt to the application of the Internet and support cross-platform and multi-organization.
Application, and the application of e-commerce has a wide range of data and business logic interfaces.
Then let's define ERP in this way: the so-called ERP is to realize the internal resources of enterprises by using information technology.
Enjoy and cooperate, overcome the bureaucratic constraints in enterprises, and make all business processes seamlessly and smoothly connected, thus improving management efficiency and industry.
Accurate service, improve profitability.
From the function of ERP, a mature ERP system must have the following functions:
1. has a reference business model and can be customized based on this model according to the actual needs of customers, and has a series of
Means and methods of modeling columns;
2. To realize the application of multi-accounting organizations, multi-factories and multi-locations, it is necessary to realize centralized and distributed application modes;
3. Must have at least five basic subsystems of finance, procurement, sales, production and human resources and an information analysis platform.
Be able to own or support specialized quality management, equipment management, industry-specific management, business intelligence systems, and own and other.
Interfaces related to application programs, such as special CRM, SCM, CAD, industrial control system, etc. All these systems can be seamlessly connected.
Logical integration;
4. Realize the complete flow of logistics, information flow and capital flow: that is, logistics should realize the forward flow and reverse flow from procurement to manufacturing to sales.
Traceability information; The information flow should realize the automatic generation of sales forecast, purchase plan and production plan and their related changes; capital flow
Realizing online synchronous accounting with logistics and online synchronous planning with information flow can realize ABC (operating cost) control.
5. Realize the process control of logistics, information flow and capital flow: For example, in the logistics process, you must have invoices, orders and receiving and sending documents.
Three-single matching control; In the process of ordering, we should have multiple controls such as inventory, work in process, credit and financial budget. There are many levels.
Workflow control, etc.
6. There should be a customized development platform or tool, which should at least support customers to output information at will.
Collect and sort out.
7. Financial management should at least have the functions of accounting and management accounting, and have the ability of fund management and asset management.
Now accounting information comes directly from the business itself, not from the financial system itself, which means that more than 90% of the accounting vouchers in the financial system are
Automatically generated.
8. In production management, at least the most basic discrete and process business models are supported, that is, planning and working according to BOM and production capacity.
Single execution, planning according to process formula and production according to schedule can be mixed.
Yes, of course, you should also have a mixture of MRP and JIT.
9. In the process of purchase and sale, it is necessary to support multi-type and multi-location inventory management and warehouse management, here are inventory management and warehouse management.
Are two different aspects; Multi-dimensional control of the ordering process should be supported, that is, inventory inspection, quality requirements, credit status, etc.
10. In human resource management, the core should be target management and performance appraisal, not simple personnel management.
The above ten points should constitute a basic ERP system. Of course, for the perfect solution, there are only the above.
The function of is far from enough, and there should be a complete implementation method.
The particularity of ERP project determines that it must rely on the consultation and service of professional consultants. But enterprises must remember that the owner of the project is the enterprise.
You, the consultant, only give you advice at a certain time. He can't guarantee your success, and he won't serve you all his life.
In order to learn the knowledge of consultants in the shortest time, it is very important.
The implementation of ERP will more or less involve the change of enterprise management process, so BRP is often combined with its implementation and only
Only in this way can the ERP system of an enterprise play its greatest role. Successful ERP implementation support must include
Rich knowledge base and consultants with practical experience.
The implementation process of ERP basically goes through five stages and six steps, five stages:
1. Infrastructure construction
Step 2 introduce ideas
3. Business restructuring
4. System application
5. Continuous improvement
Six steps:
1. Scheme planning
2. Design institutions
3. Comprehensive training
4. Prototype definition
5. Data preparation
6. Line switching
These five stages and six steps are intertwined and constantly circulated to ensure the success of ERP projects.
For today's business managers, any investment must generate returns, otherwise it is a loss and profit. Therefore, for informationization,
What kind of return can investment bring to enterprises? This is what all business decision makers are most concerned about when making decisions, I think.
This is also the root of the right and wrong around the implementation of ERP in enterprises in recent years.
The investment in informatization, especially in ERP projects, is a special investment.
First of all, this kind of investment is not a one-off investment process. Once an enterprise chooses informatization, it may produce a one-time purchase.
Parts and software costs, but the corresponding maintenance and service is a perennial investment, especially caused by informationization.
It takes a long-term training investment process to improve the basic quality of all employees in an enterprise, so the general evaluation letter
For information input, we use the term total cost of ownership (TCO), which includes resource cost and management success.
Technical support and end-use costs.
Secondly, management informatization is a comprehensive project, involving all aspects of an enterprise, and it is difficult to be absolute.
Indicators to illustrate the return it produces, so it gives people the feeling that informationization has only input but no output, so
So that managers can't make clear their key points, or invest blindly or are unwilling to invest.
Third, the construction of informatization needs a long period, and in this process, enterprise management will undergo a painful transformation.
Cheng believes that because the operation of enterprises is a continuous process, the old management model can not be achieved overnight, while the new management model
It can't be established overnight, and the running-in and gradual replacement of both parties will make people's management workload will be great in a certain period of time.
A sharp rise, during which there will be many unexpected costs.
Because of the particularity of this kind of investment, many managers are not fully prepared at the beginning of investment, so projects often appear.
Delaying or even giving up halfway will lead to more investment to make up for their perceived failure, thus generating a lot of money.
But it creates a system of eating money. So how to avoid these bad results? In fact, it is very simple, that is, deciding to invest.
We clearly know what kind of information we need to produce in return, that is, to establish a project evaluation system.
Clear quantitative benchmarks to judge what kind of planning should be made, what kind of investment should be made and what kind of investment should be obtained.
Result.
APICS once put forward the evaluation standard of A-level MRPII, but now it seems that its evaluation system is only described from one side.
The results of MRPII projects, such as "inventory" and "capital turnover period", should be said that these standards are only a series of affairs of enterprises.
Evaluation of treatment process. However, with the improvement of enterprise marketization and management autonomy, enterprise operators need an evaluation system.
Fundamentally speaking, besides "inventory" and "capital", it has been upgraded from the evaluation of business process to the evaluation of enterprise value.
In addition to the requirements of "golden week transition", it also requires "enterprise investment return rate", "market value" and "shareholder investment appreciation rate"
Evaluation. Therefore, for an ERP project, a comprehensive evaluation method is needed to clearly reflect its project effect.
Is to know how much information is returned.
From 65438 to 0996, Benchmarking Partners, a famous American standardization research institution, put forward a set of ERP project evaluation system. in this
The evaluation system includes three aspects: project drivers, transaction processing indicators and key success factors.
Project drivers: Through the study of different industries, there are three main driving factors for realistic ERP projects. For those more successful markets,
In industries with mature and relatively stable product changes, such as chemical industry and semi-finished products processing industry, the factors that promote the implementation of ERP are: paying attention to industries.
The reduction of service cost. For industries with fast product changes and rapid market growth, such as high-tech industries and electronics industries, this
These projects focus on improving the ability to respond to markets and technologies. For comprehensive group enterprises, they are concerned about: all
Superficial, high-speed and standardized management process. By evaluating the driving factors of the project, it is actually to find a foundation for the whole project.
Point, and an overall goal.
Transaction processing index: the evaluation of transaction processing can be divided into strategic benefit and economic benefit, and the strategic benefit comes from the enterprise.
Consider the benefits of the project from a strategic perspective, such as business processing integration, information utilization, responsiveness and flexibility to customers.
Degree, cost and business activities, as well as newly applied infrastructure, etc. ; Economic benefit is to evaluate the industry caused by the project with value.
The benefits of business process change include financial management, personnel management, IT cost, inventory management, order management and supply.
Management, etc.
Key success factors: according to the process of ERP project implementation, the evaluation of key success factors is from project management, high-level support,
Training, management reform, partner management and process reengineering. Every factor here is weighed in detail.
Quantity, such as the measurement of project management, includes resources, teams, skills and management, and high-level support includes participation in goals and activities.
Degree index, training includes cost, content and time, and management reform includes communication, expectation, resistance and visibility.
Partner management includes role, price and experience, while process reengineering includes cost and time.
ERP is an important part of an enterprise. For any developing enterprise, it is not a question to discuss now.
It's not a problem, but we need to discuss how to achieve it as soon as possible. For suppliers of products and consulting services,
For suppliers, it is more important to provide users with a practical and effective method to help them really manage information.
Benefit from the transformation.