The seven most popular weapons for ERP Implementat

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"Seven weapons" for ERP implementation recently, wangwenjing, chairman of UFIDA software company, pointed out to the industry: "China can no longer tolerate blindly hyping ERP. It is time to give enterprises a real ERP product."

why is it so difficult for enterprises to implement ERP

at present, there are some common problems in enterprise application computer management: there are many single applications and less systematic development; More investment in computer hardware and less investment in software; More imitation of manual management and less introduction of advanced management methods; Pay more attention to system development power, and less attention to maintenance and secondary development power

from the perspective of enterprises, backward concepts are the primary factor restricting enterprises from promoting ERP system engineering. A considerable number of enterprise decision makers do not have enough understanding, investment and support for enterprise management informatization; Secondly, the enterprise lacks an overall plan for the implementation of ERP system engineering, and the early system consultation and demonstration are insufficient. It thinks that it is OK to find a software service provider and computer company, and it does not fundamentally realize that ERP is a system engineering and enterprise engineering. However, the service functions of software vendors are limited to the early-stage enterprise diagnosis, concept training, computer network construction and other work. Only enterprise entities can complete the organization of data sources, the standardization of business processes, the application of software and other key work. In other words, the key to the implementation of ERP system engineering lies in the enterprise. The software company is just a service support based on computer technology. In fact, in ERP system engineering, the importance of software is low, which ranks behind management diagnosis, leadership training and process reengineering; Thirdly, there is a shortage of talents in enterprises, especially the compound talents who are familiar with management and computer; Finally, the state-owned enterprises have just got out of difficulties or even have not yet got out of difficulties. They are also facing the arduous task of restructuring and lack of necessary funds. These problems seriously restrict the development of ERP

from the perspective of software suppliers, foreign management software has the problem of nationalization. Its software does not fully comply with China's system and culture. It is difficult to make customized modifications, which is expensive. The after-sales service is not timely, and it is impossible to obtain copyright. It is difficult for ordinary enterprises to reduce the length of the experimental grounding wire. The development time of China's software industry is relatively short. There are few software companies that can provide comprehensive solutions for enterprises to implement ERP projects. However, the general enterprises are small in scale, lack of experience accumulation, poor service strength, incomplete software functions, weak product development engineering, and their adaptability to enterprises needs to be improved. Many domestic enterprises, due to their little contact and understanding of ERP and the misleading of some irregular software suppliers, force enterprises to focus on price and software when implementing ERP projects and ignore enterprise management diagnosis. In the end, enterprises only get the services of software and network technology, not ERP. Only enterprises such as UFIDA software that have explored this aspect for many years and have successfully developed ERP products suitable for China's national conditions can be able to provide enterprises with a relatively complete set of enterprise information solutions

the "seven weapons" of ERP implementation

there is a saying in the industry that the ratio of software to human factors is 3:7 for the successful implementation of ERP system, that is to say, three points are software and seven points are people

the "people" here include the leaders, consultants, members of the enterprise project team, operators of various departments, etc. selected by the enterprise, which involve the management of various functional departments of the enterprise, such as the financial department, sales department, procurement department, warehouse management department, human resources department, design department, production department, workshop, etc. There are so many departments involved, and the business process needs to be adjusted. The responsibilities of many departments and the contents and methods of data exchange between departments need to be changed. This will inevitably touch the inherent interests and working habits of some people or departments, which will naturally lead to their opposition and resistance to the implementation of the project

therefore, when deciding to implement ERP projects, enterprises should neither start blindly, nor consider ERP too mysterious. They should face it with a positive and cautious attitude. And do a good job in the following aspects

1. Establish an ERP implementation organization

establish an ERP system implementation team, led by people with certain influence and appeal within the enterprise, to act as the leader of ERP project implementation and make overall planning. At the same time, establish a perfect three-level organization within the enterprise: leading group, project implementation group and project application group. As a system engineering, ERP has large investment, long cycle, wide project coverage and difficult organization. Without a strong organization system, it is difficult to promote ERP projects by computer technicians alone

2. Do a good job in early-stage consultation and enterprise demand analysis

diagnose and analyze the weak links and existing core problems in the current development and management of the enterprise through management consulting experts, redesign the business process, adjust the organization allocation, understand the functional modules of the ERP system, and standardize the workflow of each management department. Practice has proved that there are many examples of poor application effect after the system is built due to poor consideration before the enterprise implements ERP. Often a set of the systems is not used very much, so it is necessary to rebuild new systems, which has become a "half pull" project

3. Select ERP software suitable for enterprise characteristics

there are many ERP products at home and abroad, and there are also great differences in scale, product structure, market strategy and management mode among different enterprises. Therefore, when selecting ERP software, enterprises should focus on comprehensive consideration from the aspects of enterprise demand, the expansion and openness of the software whose performance exceeds that of the general radiation resistant material polystyrene, secondary development tools and their ease of use, perfect software documents, good after-sales service and technical support, system stability, supplier strength and reputation, appropriate price, etc. In addition, investment benefit analysis shall be conducted, including capital profit rate, investment payback period, implementation cycle and difficulty, so as to avoid affecting the realization of benefits due to too long implementation time, secondary development or customization time

4. Do a good job in employee training

enterprises should carry out ERP concept training for senior managers, including: the current situation of computer management at home and abroad, why enterprises should implement ERP, the concept and current management of ERP, and the implementation organization technology of ERP. In addition, the enterprise shall also provide ERP basic principle training for the members of the project application team - workshop and department heads, accountants, production planners, purchase and sales personnel, production statisticians, warehouse administrators, etc., including: ERP development history, ERP system structure and function modules, operation and use methods, ERP basic processing logic, algorithms and data preparation. Since the use of ERP system will change the existing operation mode or process of employees to a great extent, enterprises should train the personnel involved in ERP projects in the use of software functions at different levels and to different degrees from the aspects of excellent production, just in time production, total quality management, etc

5. Establish a strict data entry and maintenance system

erp system has realized the integration of data and management functions. It realizes the integration of management functions on the basis of enterprise resource data integration and sharing, and provides a basis for enterprise decision-making management. Therefore, the establishment of a system for data collection, collation, review, modification, entry and maintenance to ensure the accuracy, timeliness and reliability of basic data and to provide a reference basis for scientific decision-making and management is the guarantee for the successful implementation of ERP

6. Don't be eager to be big and complete

enterprises should not be eager to be big and complete in ERP. According to their own needs, they can base on the principle of one piece of implementation and one piece of success. On the existing basis of the enterprise, it is naive and unrealistic to implement ERP step by step and simply launch an all-round attack in one go

7. Borrow people's strengths for my own use

stones from other mountains can be used to attack jade. The most effective way is to directly learn about the successful cases of similar systems in peer enterprises. In the process of "going out" and "inviting in", the enterprise leaders abandon the narrow closed concept, visit some exhibitions and enterprises, or hire a professional consulting company to carry out scheme planning, design, feasibility demonstration and related training, absorb the successful experience of others, give play to the "late development advantage", borrow people's strengths and use them for our own use, so as to form a detailed scheme design suitable for the specific characteristics and needs of the enterprise in the second year. Of course, for enterprises lacking technical support and project experience, they can contact several software manufacturers in advance during system analysis and scheme design, consult their opinions and schemes, conduct repeated research and analysis, optimize schemes, form opinions and submit them to the decision-making body. After overall consideration from the perspective of overall planning and management, the decision-making level makes the final decision of project initiation

software is service

erp information system is a system integration project integrating computer technology and management. It is very necessary to carry out some planning, investigation, consultation and demonstration in the initial preparation stage. Only by doing well in the above aspects, can we lay a good foundation for the system to enter the substantive work stage, otherwise it will lead to the result of defeat

therefore, when building information systems, enterprises should select project partners according to their own needs and objectives and the qualification level of software suppliers. The implementation of ERP system is not only a simple process of software and hardware combination, but also whether the service, training and support after the project is completed are guaranteed, and whether it can provide a long-term and effective information service for enterprises. The concept of "software is service" should be recognized. (end)

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