基于知识管理的ERP实施方案研究

通过实施ERP加速企业信息化进程,是现代企业提高市场竞争力的重要措施,但是目前国内ERP的实施成功率却普遍不高。目前关于怎样提高ERP实施成功率的研究很多,但是大都是从理论角度阐述,该文从知识管理的角度来对ERP实施进行研究,介绍知识系统在ERP系统中的结合和应用,并围绕了企业知识介绍了知识管理系统的模块和安全性设计,使ERP实施从方法论研究领域走向实际应用领域。     

基于业务模式数据库的柔性ERP研究

传统的面向事务处理的经典ERP系统不能快速适应多变环境下的企业动态业务流程重组.提出了基于业务模式数据库的柔性ERP(BMDF-ERP)系统.该系统抽象企业无关的业务模式构建领域业务模式数据库,在具体实施时,根据需求将其映射为企业业务模式数据库,由明确完备的企业业务模式数据库来驱动实际运行的ERP系统,业务需求的变化只对应企业业务模式数据库中业务模式的配置.在电力行业的成功实施证明系统是可行的.     

中国石油销售ERP系统设计

为了更好地完成中国石油销售ERP系统的实施,中国石油销售分公司采取集中统一设计、分批上线的策略进行销售ERP系统的推广工作。按照此策略,销售分公司在两年时间内实现了30余家地区公司的销售ERP系统单轨运行。文章从销售ERP系统的设计原则、业务框架、系统构架和销售ERP系统与其他业务系统的集成四个方面简要介绍了中国石油销售ERP系统设计。     

敏捷技术在成长型企业ERP实施中的应用研究

为解决成长型企业需求变化快,IT资源复用效率低,ERP实施困难大等问题,提出对传统"总体规划、分步实施"的ERP实施方法的改进方案。通过敏捷开发方法实现业务系统快速交付,随后基于SOA技术构建服务库,形成能响应业务流程变化的敏捷架构,提高了ERP项目的成功率。     

ERP系统中自适应业务数据单元系统的研究

中小企业ERP(Enterprise Resource Planning)的实施存在需求难以确定及流程经常变化的特点,因此个性化的ERP系统是系统能否成功实施的关键。在改造传统ERP系统的数据流的基础上,提出了抽象ERP系统界面过程中应遵守的原则;在这些原则的指导下,采用关系型数据库封装对象化界面元素的属性和业务行为,实现ERP系统界面元素的对象化。通过销售单输入界面实现的实例,体现了该系统的良好的扩展性和升级维护的方便性及灵活性。     

浅谈销售ERP系统与物流系统接口方案

为了利用销售ERP系统更好地服务于销售业务,销售分公司采取接口方案实现了销售ERP系统与统建的物流系统的无缝集成,弥补了销售ERP系统不能独立完成销售分公司物流专业管理的需求,又使销售分公司的销售ERP系统和物流系统保持在销售公司领域的业务、流程和方案的统一性。这样销售ERP系统与物流系统接口将会在中国石油各销售公司得到很快推广实施。文章简要介绍了三大系统的系统功能,从接口方案背景、接口方案设计以及接口方案优缺点评估等方面详细介绍了中国石油销售ERP系统与物流系统接口方案。     

ERP咨询面面观

现代企业的管理咨询是一个广泛的概念,本文所谈的 ERP 咨询是指企业信息化领域 ERP 类软件实施过程中的咨询,包括可行性分析、系统总体规划、企业诊断和业务重组、系统分析、软件选择和模块选择,软件实施、二次开发需求、应用效果评价、使用培训等等多方面内客,比一般的管理咨询更有针对性和专业性。     

基于石油行业某销售公司的ERP系统实施

该文详细介绍了石油行业某销售公司ERP系统结构和系统模块功能,阐述了ERP系统业务流程,分析了ERP系统成功实施的关键因素,为企业ERP系统的成功实施提供了有利支持.     

面向交通领域构件的特征建模方法

将领域工程应用于智能交通系统,对交通领域内变化性需求进行封装、隔离和抽象,指导交通构件的设计与实现。解决交通领域内可复用信息的识别、组织和利用,满足交通领域内软件复用、资源共享与协同的要求。基于FODA领域工程分析方法,扩展其面向特征的建模方法。结合交通领域工程的交通信息发布服务应用实例,说明面向特征领域建模方法的可行性。     

“制造业企业如何规划和实施ERP”研讨会在北京召开

2000年6月28日,主题为“制造业企业如何规划和实施ERP”的研讨会在北京皇苑大酒店召开。本次研讨会由国家863／CIMS主题办公室主办,国家863／CIMS信息网协办,《计算机辅助设计与制造》杂志社承办。本次研讨会的目的是帮助企业成功实施ERP系统。ERP具体实施过程中所涉及到的方方面面的人士都参与了此次研讨会,其中包括大中型企业主管、国内ERP领域有关专家,ERP咨询机构主管和国内外著名ERP供应商。会议主要围绕制造业ERP需求的特点、制造业实施ERP的关键步骤、ERP实施中的经验与体会和ERP与产业链中其他环节的衔接等议…     

Community Collaboration for ERP Implementation

The paper discusses the enterprise resource planning (ERP).ERP implementation solves business problems by customizing and integrating off-the-shelf enterprise software packages. A successful ERP implementation involves extensive collaboration and communication among the customer, implementation consultancy, and software vendor. Collaboration allows implementation personnel from different organizations to utilize each other's experiences. An example of this is the Web 2.0. A Web 2.0 knowledge repository system can reduce costs, improve quality, and lower the risks of ERP implementations.Through the case study, the key desired features for Web 2.0 knowledge repository system to support ERP implementations were defined. Epics was designed to fulfill these requirements and developed a prototype. Epics can be used by software vendors, ERP consulting firms, and ERP users. Human aspects play a critical role in ERP implementation. ERP implementation quality depends largely on how the implementation personnel's knowledge and past experiences are reused and communicated. Although knowledge reuse, collaboration, and communication are important for all software projects, they're particularly critical in ERP implementation owing to its unique challenges.     

基于WEB的ERP物资管理系统设计

随着信息化社会的快速发展,ERP系统的实施成为很多企业的首要选择。在研究了ERP系统的核心原理及其工作流程基础上,该项目采用B/S体系架构和.NET开发平台,设计并实现了一个可实时在线信息查询、数据传递、业务分析的办公自动化系统,主要功能有：生产模块、财务模块、销售模块、行政模块和物流模块,基本满足了企业规范化管理和决策支持的需求。     

中小生产企业计算机成本核算系统的实现

ERP在中国的应用与推广已经历了近20年,但由于种种原因,ERP在国内企业实施成功的案例并不多。虽如此,实施现代科学管理理念的ERP系统是成功企业的趋势。在大多数中小生产企业尚没有足够条件来实施ERP的时期,如何应对市场对产品成本、质量的不断提高的要求,使成本管理信息满足企业经营管理的需要是中小生产企业迫切需要解决的棘手问题。本文依据将生产管理融入到成本核算系统的方法以及本系统独有的＂车间库存＂和＂委外库存＂思想,主要论述了中小生产企业成本核算系统的设计思路及实现方案,为中小生产企业的管理和成本核算提供了具体的实现框架,具有现实意义和实际应用价值。     

基于模型驱动的ERP平台二次开发的设计与实现

当今ERP软件发展的新方向有两个,一是ERP系统如何进行快速高效地开发,二是具备良好的扩展能力.根据新方向发展要求,提出了平台化的ERP系统与基于模型驱动二次开发的设计思想,并结合实际案例给出了具体实现技术.基于模型的设计快速实现了ERP系统的开发,真正增强了系统的可扩展性,为企业解决ERP软件的高效扩展开发和成功实施提供了一种新的方法.     

ERP plans and decision-support benefits

Management and implementation of Enterprise Resource Planning (ERP) systems have tended to concentrate on their transactional and record-keeping aspects, rather than on their decision-support capabilities. This paper explores connections between ERP systems and decision support based on the perceptions of 53 ERP system adopters. It offers new insights into the important objectives that are (and should be) considered in ERP plans, including decision-support objectives. It provides insights into the decision-support benefits of ERP systems. The study also examines relationships between the importance of various objectives in ERP planning and the subsequent realization of decision-support benefits from an ERP system.     

Critical success factors for ERP implementation in SMEs

ERP implementation is regarded as complex, cumbersome and costly, and, very often, it exceeds the initial estimated resources. The process involves a thorough examination of the business processes in the organisation; selection of the best available software solution that matches the requirements of the enterprise; configuration of the selected systems;, training of staff; and customisation of the selected software solutions including development of required interfaces. Finally, the existing MIS of the organisation is replaced totally or partially by the new system. All the implementation processes should be carried out without affecting the daily operations across the whole enterprise. This can only be achieved by having an understanding of the key elements forming the infrastructure of the organisation, an effective plan for the implementation and an effective procedure to measure and evaluate the project throughout the implementation process. This paper presents the results of a study to identify and analyse the interrelationships of the critical issues involved in the implementation of ERP in small and medium sized enterprises (SMEs). Three basic research questions were addressed. First, what are the main critical success factors? Second, how do these factors interact throughout the implementation process? Third, which factors have their highest impact and in what stages? In order to answer these questions, over 50 relevant papers were critically reviewed to identify the main critical success factors (CSFs) for ERP implementation in large organisations. Then, the applicability of the identified CSFs to SMEs was investigated. Next, an industrial survey was also undertaken to identify which CSF has highest impact in what stages. The findings on relationships of the critical success factors have been utilised to develop a tool to monitor, and eventually improve, ERP implementations for SMEs. In the development of the tool, eight people from industry and academia with experience of ERP implementations were interviewed with the aim of validating the model being developed. The overall results provide useful pointers to the interplay of organisational and operational factors for the successful implementation of ERP.     

The development of an enterprise resources planning system using a hierarchical design pyramid

Today, manufacturers are measured by their ability to respond quickly to sudden, often unpredictable changes in customer needs and wants. Competition beyond the twenty-first century places an increased emphasis upon receiving business information that is accurate and up to date. In order to achieve this, a business planning and closed-loop manufacturing execution system must reflect how work is done, in order to support the overall business objectives without being limited by any hardware, software and human resource constraints. Enterprise resources planning (ERP) is considered to be the most effective computer application in the modern manufacturing industry which meets these requirements. However, only a few manufacturers can design and implement the system successfully. They encounter various problems during the design and implementation cycle. One of the major reasons why they cannot implement the system successfully is the inappropriate use of design and implementation methodology. A systematic design and implementation methodology is therefore proposed for ERP. Called the hierarchical design pyramid (HDP), it encompasses recent research on the ICAM definition method (IDEF) and the object-oriented methodology (OOM) as well as an architecture for any manufacturers who seriously consider ERP implementation.     

Developing a practical framework for ERP readiness assessment using fuzzy analytic network process

Previous studies report unusually high failure in enterprise resource planning (ERP) projects. Thus, it is necessary to perform an assessment at the initial stage of an ERP implementation program to identify weaknesses or problems which may lead to project failure. No definite practical solution could be found for these kinds of problems in the literature. In this paper, a new look at the determinants of a firm’s readiness to implement an ERP project is presented and using fuzzy analytic network process a practical framework is developed. The firm’s current conditions regarding ERP project can be determined and necessary changes prior to implementation of ERP system can be specified. The readiness for ERP implementation is decomposed into project management, organizational, and change management areas and the assessment factors are identified after comprehensive study of critical success factors on ERP implementation. The proposed framework is applied to a real case and the advantages are illustrated.     

项目制造企业的ERP应用研究——以电梯制造企业为例①

项目制造兼具项目特点和制造本质,这两个方面决定了项目制造企业的业务存在其特殊性。尤其是在产品结构复杂,生产规模庞大的情况下,项目制造业务对于ERP系统提出了相当高的要求。目前国内外ERP软件现有的功能在满足项目制造业务的需求方面均存在很大的不足,必须在项目实施过程中通过客户化开发实现,这造成了企业的ERP系统建设项目中的大量重复工作。先通过典型项目制造企业中的业务调查挖掘出项目制造业务中存在的难点问题,分析项目制造业务的独特需求,最后将上述需求与目前国际上最先进的ERP软件之一Oracle EBS所能提供的功能进行匹配,找出ERP软件在支持项目制造业务的不足之处,希望能够为今后的ERP软件不断完善提供一些参考。     

ERP software implementation: an integrative framework

ERP implementation is a socio-technical challenge that requires a fundamentally different outlook from technologically-driven innovation, and will depend on a balanced perspective where the organisation as a total system is considered. ERP implementation is considered to rely on behavioural processes and actions. It is a process that involves macro-implementation at the strategic level, and micro-implementation at the operational level. This therefore means that implementation in the context of ERP systems is not possible through an ON/OFF approach whereby deployment of the new systems will necessarily yield the desired and expected results. Understanding the implementation process through a balanced perspective will therefore prevent any unpleasant surprises, and will ensure and guide the change process to be embedded in a painless fashion. The balanced perspective means that socio-technical considerations must be borne in mind; the strategic, tactical and operational steps clearly defined; and the expected benefits evaluated and tracked through creating seamless and solid integration. This paper proposes an integrative framework for ERP implementation based on an extensive review of the factors and the essential elements that contribute to success in the context of ERP implementation.