Research on the implementation mode of ERP project

  • Detail

Research on the implementation mode of ERP projects in small and medium-sized enterprises

according to the statistical data of the American Society for production and inventory control (APICS), using an ERP system can bring the following economic benefits to enterprises on average: inventory reduction of 30% - 50%, delayed delivery reduction of 80%, procurement lead time reduction of 50%, downtime reduction of 60%, manufacturing cost reduction of 12%, management level improvement, management personnel reduction of 10%, production capacity improvement of 10% - 15%, The production efficiency is increased by 25% - 40% on average, and overtime is reduced by 50% - 90%. These extremely brilliant figures not only mean low costs and huge profits for an enterprise, but also the intangible social benefits it can bring is a considerable wealth

Zheng Yulin, the director of product development of UFIDA, mentioned in shengfen: "ERP has been developed abroad for more than ten years, and almost all enterprises have built their own ERP systems. At this time, foreign enterprises naturally need to pay attention to CRM (Customer Relationship Management) As the basis of enterprise informatization construction, the penetration rate of ERP system is still quite low, and there is a lot of demand space. Therefore, China's ERP market is still a sunrise market. "

in the past, after many enterprises encountered the frustration of ERP construction, a large number of small and medium-sized enterprises in China mostly chose to continue to wait and see and take no action. Relevant data show that there are more than 8million small and medium-sized enterprises in China. It accounts for more than 99% of the total number of enterprises in China, but only 3.8% of small and medium-sized enterprises choose to implement ERP at present. In the face of this feast, can small and medium-sized enterprises only step back

first of all, from the concept of ERP, ERP (Enterprise Resources Planning), that is, what we call "enterprise resource planning". The essence of ERP is a management idea for the whole supply chain, which is further developed on the basis of MRPII (Manufacturing Resources Planning). In addition, its management idea also includes advanced management ideas such as lean production, synchronous engineering, agile manufacturing, pre planning, in-process control, etc

however, in fact, most people in China have confused the concepts of ERP and ERP system. ERP system is a management platform based on information technology, which provides decision-making and operation means for enterprise decision-makers and employees with systematic management ideas. It integrates information technology and advanced management ideas, becomes the operation mode of modern enterprises, reflects the requirements of the times for enterprises to reasonably allocate resources and maximize the creation of social wealth, and becomes the cornerstone of enterprises' survival and development in the information age. In short, ERP system embodies the concept of ERP and helps enterprises better implement the idea of ERP

ERP is the product of adapting to the development of market economy and the only way for enterprises to enter the mature stage. If enterprises want to survive, they must have good adaptability and the ability to quickly respond to the market, and do everything possible to reduce costs; We should break the past large and comprehensive model and expand the cooperation between enterprises and upstream and downstream enterprises; Make full use of information resources and master the latest market trends. It is difficult for human resources to fully meet these requirements, so we must use the latest achievements of contemporary information technology to optimize and strengthen the operation and management of enterprises

this is exactly what ERP can provide to us. Although there is a certain gap between the management of Chinese enterprises and that of foreign developed countries. However, with China's entry into WTO, the Chinese market has become an important part of the international market. The globalization of economy and the internationalization of China's local market have also led Chinese enterprises and Ryazan region in the Far East of Russia to actively participate in international competition for the management of international operations. Therefore, even at present, Chinese enterprises implement ERP to ensure the safety of operators and equipment; Under the premise of low success rate, the implementation of ERP is still the general trend

The traditional application of ERP is concentrated in large enterprises, and the implementation of ERP in China also starts from large enterprises. But today, when management has become a common need of all kinds of enterprises, under the pressure of fierce market competition and internal and external environment, if enterprises want to achieve the expected market share and expected economic benefits, and improve their adaptability and competitiveness, they must have their own advantages in product quality, performance, delivery time, price and so on

in today's market environment, the main way to improve competitiveness is to strengthen management and carry out practical reforms in management, mode, means and tools. As an advanced management system, ERP is not only needed by large enterprises, but also by small and medium-sized enterprises. According to the different operation and management modes of enterprises of different sizes, ERP should be flexibly implemented to make ERP have Chinese characteristics. In this way, small and medium-sized enterprises can also share the feast of ERP

at the same time, we must also realize that the ultimate benefit depends on products, and ERP is at best an information means. For enterprises, the long-term benefits are the improvement of efficiency and the reduction of costs. The most fundamental thing is that enterprise management will produce fundamental changes and embark on the road of structural self optimization

as large enterprises have crossed the stage of survival and entered the stage of stable and expanded development, they are relatively mature in terms of environment and management, and have a relatively strong financial guarantee. Therefore, in the process of implementing ERP, as long as the enterprise is correctly analyzed, the appropriate ERP system software is selected, and standardized and reasonable management and application are carried out, the implementation of ERP is likely to be successful

as small and medium-sized enterprises in the survival stage, there are many differences between them and large enterprises:

1) enterprise core competitiveness: the most important thing for large-scale enterprise development is strategy and organization, but for small and medium-sized enterprises, the core competitiveness is the management level of the enterprise itself or the key business of the enterprise. Because of this, compared with large enterprises, small and medium-sized enterprises are more independent and difficult to form scale effect, which also makes it difficult to maintain close cooperation with suppliers, sellers and partners in the supply chain. Its lightweight material production technology center in Augsburg, Germany, can complete the production partners and customers of 1:1 experimental parts similar to the A320 series aircraft pressure cabin in a short time

2) management: large enterprises mainly focus on long-term benefits and interests, but as small and medium-sized enterprises, due to limited funds and large market risks, small and medium-sized enterprises pay more attention to short-term interests

3) cost: small and medium-sized enterprises have less investment and less profits, which basically belong to the category of "small capital operation", so their sensitivity to profit and loss is much higher than that of large enterprises

4) talents: due to the size and capital of small and medium-sized enterprises, it is difficult to recruit talents with high quality and rich experience. In addition, the treatment of such enterprises is low, the salary is unstable, and the development prospect is not optimistic, resulting in the loss of talents trained by themselves after being rich in experience

in addition to the above differences, small and medium-sized enterprises also generally have product backlog; Cannot guarantee delivery on schedule; The product level of user service production more in line with market demand is poor; Poor strain capacity; Poor market competitiveness; Excessive use of inventory funds; Low equipment utilization; Long production cycle; Material shortage; High cost; Long planned span; Information feedback is not timely; Poor prediction ability; The problem of slow product upgrading. Therefore, when small and medium-sized enterprises implement ERP, they cannot copy the steps of large-scale enterprises to implement ERP. (end)

Copyright © 2011 JIN SHI