Shulou(Shulou.com)05/31 Report--

What are the three elements of successful implementation of ERP? in view of this problem, this article introduces the corresponding analysis and solutions in detail, hoping to help more partners who want to solve this problem to find a more simple and feasible method.

In the face of increasingly fierce competition, what is the biggest management task that enterprises are facing now? Is to realize the informationization of management. Management informatization helps enterprises to realize from manual management to information management, from non-standard and unscientific process system to standardized and scientific process system. Enterprises, especially the manufacturing industry, are faced with complex operational relationships such as delivery, quality, cost and quantity every day. Without a computer system for automatic operation and guidance, it is difficult to accurately control costs, timely delivery and feedback internal and external information. At this time, enterprises need to reform and should apply a set of good information system, enterprise resource planning management ERP system.

The current situation of ERP application in Chinese enterprises is not optimistic. The main problems they are facing include: regarding ERP as traditional material goods such as cups, bowls and saucers, dividing finance, production logistics and other modules, data separation, not going smoothly, unsuccessful, and failing to achieve real ERP application benefit indicators, such as reducing inventory, cost, improving efficiency and so on. Why on earth is it? Let's analyze the reason.

1. Only regarding ERP as a tool, ERP-- does not adjust and straighten out the business process and build a standardized management system before the ERP application. To get to the root of the problem, we should first adjust and straighten out the business process and build a standardized management system before the application of ERP. The biggest difference between ERP and traditional goods lies in: it is a kind of management thinking method and process, so do you treat ERP as management? Whether to straighten out the business process and build a standardized management system before the application of ERP has become the first prerequisite for the success of ERP application.

2. Failure in type selection-choose an ERP with poor flow, incomplete function or not applicable to the enterprise. Choose the ERP that is really powerful and suitable for you. The second difference between ERP and traditional goods is that her appearance is invisible, and many enterprises do not even know how to choose to evaluate an ERP system. If you buy a wrong low-functioning ERP product, it will be hopeless, because no matter how good the implementation consultant can modify the software itself.

3. The implementation service of ERP supplier is not in place. They often send simple and careless implementation services at the programmer level with no management experience, neither financial nor business management. Adequate implementation of the project system is carried out by consultants who understand not only finance, cost, but also enterprise management. The third difference between ERP and traditional goods is: pay great attention to implementation, implementation determines success or failure, determines the application effect! According to the international successful experience, the success of ERP is 3% product and 7% implementation.

The answers to the three key questions about the successful implementation of ERP have to be shared here. I hope the above content can be of some help to you. If you still have a lot of doubts to be solved, you can follow the industry information channel to learn more about it.

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