On the basis of MRP II, by feeding back logistics, information flow and capital flow, the customer's needs are integrated with the production and operation activities within the enterprise and the resources of suppliers, which embodies a brand-new management mode of operation and management completely according to the user's needs.
Since 1990s, with the rapid development of information technology, especially computer network technology, a unified world market is taking shape, and MRPⅱⅱ II management system has developed into enterprise resource planning (ERP) after expansion and further improvement. The concept of ERP was first put forward by Guardian Group Consulting Company. Compared with MRPⅱⅱ, ERP is more oriented to the global market, with more powerful functions, more enterprise resources, mixed production mode and wider management coverage. ERP is a method of planning operation and production from the perspective of the whole enterprise in the global market environment. It is an integrated management system for manufacturing enterprises. The expansion points and main features of ERP management system are as follows:
(1) ERP is more market-oriented, business-oriented and sales-oriented, and can respond to the market quickly; It includes the function of supply chain management and emphasizes the new partnership among suppliers, manufacturers and distributors. Support enterprise logistics management.
(2) ERP emphasizes enterprise process and workflow, which realizes the integration of personnel, finance, manufacturing and distribution, and supports enterprise process reengineering.
(3) ERP integrates the PDM function of product data management, increases the management of design data and process, and further strengthens the integration of production management system with CAD and CAM systems.
(4) ERP pays more attention to finance and has a perfect enterprise financial management system, which enables the concept of value management to be implemented, and the capital flow is more organically combined with logistics and information flow.
(5) ERP considers the role of human factors as resources and the training cost of human beings in the production and operation plan.
(6) In manufacturing planning, ERP supports the mixed management mode of MRP and JIT, and also supports the management mode of various production modes (discrete manufacturing, continuous process manufacturing, etc.). ).
(7) ERP adopts the latest computer technology, such as client/server distributed structure, object-oriented technology, EDI based on WEB technology, multi-database integration, data warehouse, graphical user interface, the fourth generation language and auxiliary tools.
Generally speaking, ERP system includes the following main functions besides MRPⅱⅱ II II: supply chain management, sales and marketing, distribution, customer service, financial management, manufacturing management, inventory management, factory and equipment maintenance, human resources, reports, manufacturing execution system (MES), workflow service and enterprise information system. In addition, it also includes financial investment management, quality management, transportation management, project management, regulations and standards, process control and other auxiliary functions.
ERP is a higher-level management mode for the internationalization of modern enterprises in the information age. It can better support the integration of enterprises in all aspects and will bring wider and longer-term economic and social benefits to enterprises.
Enterprise resource planning and enterprise upgrading and transformation strategy
Content of the article: 1 Application concept is the booster of enterprise upgrading and transformation. Enterprise resource planning is based on supply chain management. By applying modern technology, it integrates customer needs with internal and external resources of enterprises, and realizes an optimized advanced management system. It is also a new business strategy and management idea. Its core is that the supply chain structure connects suppliers, manufacturers, distributors and users into an integrated network chain, which fully embodies the view of resource management and optimization of the whole enterprise, that is, the concept of supply chain management. From the past, we paid attention to the optimization of production resources within enterprises to the internal and external relations of enterprises to realize the overall resource optimization. As a management information system developed later, it integrates modules such as purchasing management, quality management, equipment management, project management, transportation management and customer relationship management. With the help of advanced computer and network technology, the resource management of the whole network chain is realized. This is the first enterprise resource optimization marked by division of labor theory and assembly line production. It is a ladder for the development and progress of traditional production mode and contemporary production mode to future production mode. Another essential feature of is the viewpoint of business process reengineering (). Its basic connotation is to take the operation process as the center, get rid of the shackles of organizational division of labor theory, advocate customer orientation, organizational flexibility, employee empowerment and correct application of' technology' to adapt to the rapidly changing environment. One of the core of this theory is the concept of "process", that is, the business activities from order to after-sales service integrate a series of operational processes and cross the boundaries between the original departments and functions, so as to rebuild the management and operational processes. The other is the concept of "reengineering", that is, breaking the old management norms and processes, returning to the original point, and recreating a new operating system with zero-based new ideas and thinking. The main principle that enterprises follow is to realize the transformation from functional management to business process management; Focus on the optimization of the overall process, emphasizing the economic forum in various fields in the process 2003? All 23 Ren Xiang links have achieved maximum value-added, reducing invalid and non-value-added links; Set up the organization according to the process to realize the flattening of the organization; Integrate business processes for customers and suppliers, reflecting the business process design idea of supply chain; Decentralization, positioning decision points in the process; Give full play to the role of individuals, emphasize the quality of employees and advocate team spirit; Make full use of the contradiction between technical coordination, dispersion and concentration. It should be said that the ideas and application principles advocated have strong pertinence and application value for the upgrading and transformation of state-owned enterprises. The weak link of state-owned enterprises is that manufacturing enterprises are out of touch with commodity supply and marketing chains, which leads to insufficient stamina for new product development and market development. Second, the operation of enterprises is not centered on business processes, but on functional departments, with huge and complete institutions and numerous redundant staff. Unclear rights and responsibilities. Behind the pyramid organization is too much ineffective labor and extensive management. The management mode is influenced by the official standard, the organizational form is hierarchical, the power is decomposed step by step, and it is closed but not open. Although the enterprise has also carried out several rounds of reform, it is far from a complete reform with business process reengineering as the core. Changes without business processes cannot be essential changes, but only peripheral changes of substantive issues. Even a change in form. This is one of the crux of enterprise reform. Its essential feature is to realize an integrated management information system, paying special attention to the information flow transmission in enterprise activities, regarding the process as the process of information transmission and the product as materialized information. By giving full play to the role of modern technology and network information, we can realize the high enjoyment of information inside and outside the enterprise. * * * The basis of enjoyment is the consistency, validity and compatibility of relevant information. It involves data conversion, software integration, network connection maintenance and security. Data does not have the characteristics of uniqueness, identity, integrity and compatibility, so it is difficult to enjoy information. Judging from the current situation of enterprises in China, it is not only difficult for enterprises to communicate information effectively and timely, but also the lack of transparency, identity and compatibility within the same enterprise due to the division of institutional setup and functional departments. There is no effective information technology support. If enterprises want to improve their management level, upgrading and reform can only be empty talk. Second, the conditions and timing of enterprise implementation Enterprise implementation is a complex, systematic and brand-new management project, involving all levels of enterprise activities, and naturally needs appropriate enterprise state conditions to ensure it. The first is the basic management work, operating conditions and corporate cultural environment of the enterprise. The basic management work is not solid, the basic data is inaccurate, and even the daily management is still at a low level. It is unrealistic to expect to leap to the height of modern enterprise management overnight through implementation. It should be pointed out that the application will touch on the reorganization of business processes, the change of organizational structure, the introduction and mastery of information technology, and involve the interests of enterprises at all levels. Without the active participation of employees, it is difficult to achieve good results. However, any organizational change will definitely break the original balance and enter a new unbalanced state. It will bring questions and behaviors of employees, as well as their habitual conflicts. In this regard, the ideological work foundation and corporate culture tradition will alleviate this pressure, shorten the imbalance period and accelerate the recovery of the new equilibrium state. Enterprises should take the human factor as an important factor in the implementation and fully mobilize the enthusiasm of employees, so as to ensure the realization of work objectives and the implementation of work procedures and rules and regulations. The timing of introduction is also a factor that should be considered. In the initial stage of low-speed development, due to the incomplete infrastructure, imperfect management rules and regulations, and incomplete and inaccurate basic data, the implementation effect on this basis will not be ideal, which is not the best lead-in period. Similarly, when the products of enterprises are aging, the development of enterprises enters a difficult period, the business activities are abnormal, the organizational structure of employees and enterprises is unstable, and the development direction needs to be changed or adjusted, it is not the best time to introduce them. Only enterprises are in a period of normal and rapid development, with perfect basic conditions and good leaders and employees. The best time for implementation is when they have the economic and technical conditions for implementation and a good corporate humanistic environment. Three, the key factors affecting success and its application mode 1. The current operating conditions of the enterprise, including the existing business processes, organizational structure, information technology and culture, fully reflect the operating characteristics of the enterprise, including the current management level of the enterprise. Organizational structure and technical level are essentially the material and cultural basis for implementation. Enterprise implementation () needs business process reengineering. In this regard, some people put forward the blank work method from the definition of "rethinking and completely redesigning business processes". In fact, any thorough reorganization can not be separated from the basic functions of the original process, and can only be simplified and integrated on the basis of functional analysis of the original process. Only in this way can a new process be formed. The breakthrough result depends on the accuracy, simplified scientificity and comprehensive perfection of the original workflow analysis. A blank work has the connotation of relative history and process, and represents the direction of business process change. In addition, organization and culture, as a part of the current situation of enterprises, directly affect all technical links in implementation. It affects people's attitude towards implementation. 2. The business strategy of the enterprise determines the development direction of the enterprise. It can't solve the strategic problems of enterprises. A correct and extraordinary business strategy can not only give full play to the characteristics and advantages of enterprises, but also lay a strategic foundation for the full play of their potential. 3. People and people are the most active factors in implementation, whether it is the attitude of ordinary employees to implementation or the composition and quality of personnel in the project team. It has a direct impact on the implementation process. Stimulate employees' enthusiasm for support and participation through training, communication and clear responsibilities. It is the key to the smooth implementation of the enterprise that senior leaders directly participate in the implementation of the enterprise and personally solve the problems in the implementation. It is necessary to establish a full-time staff.