From the external competitive environment and internal management needs of enterprises:
1. The external competitive environment of enterprises can be summarized as follows:
① Information explosion: The concept of information explosion was often seen in foreign newspapers and periodicals in 1980s. Due to the development and application of internet technology at that time, the impact on society and enterprises was not as strong as it feels today. Today, with the development and application of Internet technology, information explosion is an unavoidable fact. The impact of information and information technology on the future society, especially on enterprises, cannot be overestimated.
(2) The competitive strength of competitors is further enhanced, the price of raw materials is rising, the demand for products is changing rapidly, and the market is unpredictable. On the other hand, we should meet customers' requirements of short delivery time, high quality, low price and good after-sales service.
③ Speed of technological progress: The constant emergence of new technologies and products not only brings unprecedented pressure to the enterprise, but also challenges every employee of the enterprise. Employees in enterprises must keep learning, otherwise they will face the pressure of being eliminated because their skills are outdated.
(4) The use of high technology is more and more extensive: the global high-speed information network makes all information easy to obtain. A more agile education system will enable more and more people to master new technologies in a shorter and shorter time. Faced with opportunities, more and more enterprises can compete differently, which greatly intensifies the intensity of international competition.
⑤ Globalization and WTO: The so-called globalization can be summarized in three sentences, namely, global trade, global procurement and global manufacturing. China's entry into WTO has actually created a very good living space and development opportunities for us.
⑥ The research and development of products is becoming more and more difficult and the cost is getting higher and higher.
⑦ Requirements of sustainable development: The destruction of the environment and the waste of resources have brought great challenges to human survival. How to face the increasingly scarce manufacturing resources and obtain economic benefits is a problem that enterprises must consider when formulating strategies.
The requirements of users are getting higher and higher. Meet customers' requirements for short delivery time, high quality, low price and good after-sales service.
2. The needs of enterprise internal management.
In the fierce global market competition, enterprises must first strengthen internal management if they want to survive and develop. However, the traditional computer system relying on manual management and similar manual management obviously cannot meet this requirement. This is because the external environment and internal environment faced by enterprises have changed greatly, and these changes have no advanced management means to help enterprises improve and improve management, which will inevitably lead to the following problems:
1) The lack of fast, accurate and comprehensive information sources and expert management system for forecasting, analyzing and processing information often leads to indecision, slowness and mistakes in the decision-making process, which makes many valuable opportunities lost.
2) Significant changes have taken place in the production and operation of the enterprise. When a single product changes to diversification, small-scale changes to large-scale changes, and market information needs to be processed in time, because there is no comprehensive and fast information transmission and feedback management system in various departments and links, business leaders often have to go to various departments for inspection and inspection in order to grasp the production and operation information of enterprises.
3) Raw materials needed for production cannot be supplied on time or are in short supply.
Because the coordination between purchasing, inventory and production is not close enough, and the needs of customers are changeable, the production plan has to be changed accordingly. When handling, we can only use emergency orders to deal with emergencies. Purchasing personnel are under greater pressure, the supply of raw materials may not be timely enough, and the production line may stop production.
4) Spare parts production is not matched, and the backlog is serious.
Due to the difficulty of production planning, uneven production schedule and mismatch of spare parts, the purchased spare parts used in the production line may be transferred to other products for use. In this way, there will be a complicated relationship between products and product batches, and even the original spare parts will become dull materials, resulting in a backlog of spare parts.
5) The product production cycle is too long, and the labor productivity decreases.
The mismatch of parts needed in production will lead to disorderly production activities and long production cycle.
6) The backlog of funds is serious and the turnover cycle is long.
In order to ensure that production does not stop and meet urgent orders, it is often handled by increasing inventory. In this case, the backlog of work-in-process will increase, the backlog of inventory funds will be serious, and the number of days of capital turnover will increase.
7) The changeable and rapid demand of the market and customers makes the management and planning system of enterprises difficult to adapt.
The production and purchasing department hopes to have a long-term stable production plan, ensure long-term manpower and material supply, ensure excellent outsourcing manufacturers of material supply and improve production efficiency. However, in a highly competitive market, it is inevitable and normal for customers' needs to change. In order to meet the changing needs of customers, it will inevitably lead to changes in production plans, manpower and material supply, and it is difficult for enterprises to adapt to their operations and plans.
8) In quality management, there are many departments dealing with processed products, substitutes and unqualified products, which leads to many examination and approval links and long examination and approval time, which affects the normal production and business activities of enterprises.
9) Due to the diversification of market demand, there are many kinds of products and parts that are not commonly used, which brings great trouble to inventory management, procurement management, production management and new product development management.
10) because we can't know the credit status of customers and the capital status of enterprises in time, we can't effectively and timely control the delivery beyond the credit limit and the overtime of accounts receivable. Enterprises often measure the performance of sales staff according to the number of orders. In this way, a salesperson keeps selling products outside, and the enterprise keeps delivering goods outside, which causes the liquidity of the enterprise to be tight, and the production required by other customers cannot be carried out normally, and the losses brought to the enterprise are often irreparable.
The above problems of 10 are some problems that enterprises often encounter. In fact, in the fierce market competition and increasingly complex internal and external environment, the traditional manual management or local computerized management generally has the disadvantages of repeated business data information, confusion, inaccuracy, poor access, inability to enjoy * * *, difficult to find historical data, and untimely information feedback. This has caused many problems, such as high inventory, unreliable material supply, large occupation of working capital, long and inaccurate delivery date, low utilization rate of equipment and working hours, poor production flexibility, high production cost, long cycle, poor production efficiency, slow product upgrading and poor overall adaptability of enterprises.
All the above problems are actually some thorny problems that need to be solved in enterprise management. Why do you say that? Because the enterprise is an organic whole, the work of each department in the enterprise is interrelated and influential, which is a link that cannot be ignored. No matter which link goes wrong, it will cause a series of troubles. Therefore, if the interlocking and far-reaching work of the enterprise is well managed according to certain laws, methods and means, and all the resources of the enterprise are scientifically allocated and planned and fully utilized, the problems arising from the above enterprises will be effectively controlled and solved.
From the above two aspects: the result of external competition and the need of internal management of enterprises, one of the core problems is that the survival and development of enterprises are facing great challenges in the new century. In order to survive and develop, enterprises must use new ideas, new concepts and new methods to deal with the two major challenges of external competition and internal management, especially to fully realize that making full use of enterprise resources is to create the greatest wealth for enterprises.
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