浅谈企业ERP系统的实施

企业ERP系统的成功实施对于提高企业的竞争力具有十分重要的积极意义,其实施的成功受到多方面因素制约,都能左右和制约ERP项目实施成败,应引起重视.本文分析了ERP系统实施中存在的一些问题,并提出了一些解决问题的对策,这对企业实施EKP系统有一定的借鉴意义.     

基于知识转移的ERP实施方法与策略研究

成功的知识转移无疑是ERP成功实施的有效保证.基于此,对ERP实施过程中知识转移进行了尝试性研究.回顾了中外理论界有关ERP实施中知识转移问题的研究成果,结合知识转移和ERP的相关理论,研究了实施过程中知识转移的主要内容,分析了如何实现ERP企业内部的知识转移和ERP实施各主体之间的知识转移,影响知识转移的因素及知识转移对ERP实施成功的影响,知识转移的困难及对策,分析了ERP实施的不同阶段知识转移的侧重点.在前面的研究基础上从四个方面构建了面向ERP实施的知识转移系统的基本框架.     

R／3在联想ERP系统中的应用

在经过2000年1月5日,联想ERP系统并行上线、2000年2月14日,联想ERP系统独立运行、2000年5月8日,联想ERP再造系统成功上线后,2000年8月15日,联想集团正式对外宣布,联想ERP项目实施成功,并已进入正常使用阶段。作为联想ERP项目实施的合作伙伴之一,SAP公司承担双重任务,既提供ERP应用软件R/3系统,同时也参与项目实施过程。联想ERP项目采用了SAP R/3 系统,实施以财务会计、管理会计、销售分销、物料管理和生产计划为核心的五大功能模块,建立了规范化的业务流程77个,使部分流程得到优化,实现了信息的集成性、准确性和…     

基于ERP系统二次开发工具的研究及应用

采用成熟套件+二次开发是成功实施具有特色ERP系统的主要方法,而一个成熟的ERP二次开发工具是成功实施ERP不可缺少的保障。通过研究钢铁企业ERP二次开发的特点,归纳总结出一个采用Oracle ERP+Delphi+PL/SQL进行二次开发应用的方法。     

你谈我论ERP

ERP系统是近两年媒体和企业热烈讨论的话题。不过,讨论固然热烈,纵观国内外,成功实施ERP系统的企业仍是寥寥可数,国内企业的成功案例更是少之又少。也许正因为如此,李宁公司的ERP系统实施引起了广泛关注,在正式上线运行半年后,李宁公司以其ERP系统改造企业管理机制的典型性拟入选美国麻省理工大学MBA成功案例。     

小型制造企业ERP系统选型评价模型研究

ERP系统选型是否成功对ERP系统的能否成功实施产生直接影响。本文首先分析了我国小型制造企业ERP系统选型缺乏适用的理论依据的现状,并结合小型制造企业自身的特点,从ERP系统功能、技术、项目和供应商角度出发,建立了ERP系统选型评价指标体系,提出利用层次分析法确定各级指标的权重,并且运用综合判断法计算评价结果,最后通过实例进行了应用分析。     

基于B/S模式的殡葬ERP系统的设计与实现

针对国内殡仪馆的运行现状和信息化状况,提出ERP的解决方案。文章介绍殡葬ERP系统的开发背景以及殡葬ERP系统的体系结构和主要的功能模块,用一个成功实施的用户案例,说明了殡仪馆实施殡葬ERP系统的体会和所获得的效益。     

"中油国际" ERP中的安全防护

中油国际工程有限责任公司从2001年7月开始正式实施ERP财务管理系统，历经半年多的建设，最终系统顺利上线，上线初期在国内的5个公司成功实施，2002年开始推广到海外项目点，截止目前，已经在国外16个国家，42个项目点成功实施。如果把ERP的实施比作一场战役的话，那么ERP系统的安全架构则是ERP成功实施和推广使用的基石。     

基于AHP层次分析法评估制造业ERP项目风险

ERP系统实施的风险评估一直是确保企业成功实施ERP的关键。根据国内企业实施ERP系统的现状,通常可掌控的风险有软件风险、实施风险和管理风险等企业内部风险。因此该文针对ERP软件选型影响因素众多,且评价信息具有模糊性的特点,在此基础上引入AHP层次分析法建立ERP系统实施风险评估模型,对ERP实施过程中的风险进行评估,应用AHP算法找出影响实施成功的关键风险因素。     

如何评价ERP实施的效果

王可能用完全统一的标准来衡量一个企业ERP的实施是否成功,因为每个企业的背景和要求都各不相同,就是同一个企业在不同的阶段也不一样。我认为评判成功的标准主要是从企业通过ERP的实施是否能达到预期的目标这个角度来衡量,而目标制定的依据来源于企业的发展战略。怎样科学、合理的制订和实现目标是ERP实施成功的关键。 笔者想就江中制药集团(以下简称江中)的ERP应用来谈这个问题。1995年,江中引进和实施了美国SSA的BPCS系统,1996年1月1日正式上线,系统的实施取得了很大成功,因为系统在防止呆账、烂账、降低库存、堵住管理漏洞等方面取得了良好的经济效益,同时在企业管理上也上了一个大台阶,ERP的常规目标也都     

应用AHP层次分析法评估ERP项目风险

风险评估是项目风险管理的基础，是确保ERP项目成功实施的关键。根据国内企业的ERP实施现状，分析了实施ERP项目存在的三大风险：软件风险、实施风险和管理风险。在此基础上引入AHP层次分析法建立ERP系统实施风险评估模型，结合山西恒康ERP实施项目，对ERP实施过程中的风险进行评估，应用AHP算法找出影响实施成功的关键风险因素。     

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.     

ERP实施的对策研究

主要从我国实施 ERP的现状着手 ,分析了企业应用 ERP不成功的原因即软件问题和实施问题 ,并着重分析了不成功的主要原因——实施问题 ,根据实施中出现的不同问题给出了不同的解决方法 ,以提高我国企业实施 ERP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。     

Managing readiness-relevant activities for the organizational dimension of ERP implementation

An organization requires performing readiness-relevant activities to ensure successful implementation of an enterprise resource planning (ERP) system. This paper develops a novel approach to managing these interrelated activities to get ready for implementing an ERP system. The approach enables an organization to evaluate its ERP implementation readiness by assessing the degree to which it can achieve the interrelated readiness relevant activities using fuzzy cognitive maps. Based on the interrelationship degrees among the activities, the approach clusters the activities into manageable groups and prioritizes them. To help work out a readiness improvement plan, scenario analysis is conducted.     

Erp Implementation Failure: A Case Study

While it is true that successful implementation of an enterprise resource planning (ERP) system is a task of Herculean proportions, it is not impossible. If your organization is to reap the benefits of ERP, it must first develop a plan for success. But “prepare to see your organization reengineered, your staff disrupted, and your productivity drop before the payoff is realized.” Implementing ERP must be viewed and undertaken as a new business endeavor and a team mission, not just a software installation. Companies must involve all employees, and unconditionally and completely sell them on the concept of ERP for it to be a success. A successful implementation means involving, supervising, recognizing, and retaining those who have worked or will work closely with the system. Without a team attitude and total backing by everyone involved, an ERP implementation will end in less than an ideal situation. This was the situation for a soft drink bottler that tried to cut corners and did not recognize the importance of the people so heavily involved and depended on.     

国内企业实施ERP情况的分析研究

通过实际案例,介绍了我国典型企业实施与运作ERP系统的现状,深层次地探讨了其失败的多方面的原因,从企业领导的角色,项目管理,组织结构,培训体系,生产类型及生产计划方式等方面对ERP项目的成功实施与运用进行了分析研究。     

ERP—Enterprise Resource Planning: A cost‐based business case and implementation assessment

This article provides the key factors that are critical to the successful implementation of enterprise resource planning (ERP). It reports the results of a study carried out to assess a number of different ERP implementations in different organizations. A case study method of investigation was used, and the experiences of five manufacturing companies were documented. Also, this study explores and proposes an ERP system selection process and a cost‐based business case approach. The critical factors in the adoption of ERP are identified as learning from the experiences of others, appointing a process innovator, establishing committees and project teams, training and providing technical support for the users, and implementing appropriate changes to the organizational structure and managerial responsibilities. For more effective ERP implementations, we advise building a supportive culture and environment with a strong emphasis on human and organizational aspects. © 2004 Wiley Periodicals, Inc. Hum Factors Man 14: 239–256, 2004.     

A tale of two coalitions – marginalising the users while successfully implementing an enterprise resource planning system

Classic analyses of system implementations view user participation as a key element for successful implementation. However, under some conditions, avoiding user participation offers an alternative route to a successful implementation; this is advisable especially when the user network is weak and aligning user needs with the technological capabilities will take too much resource. To illustrate such situation, we analyse how a successful implementation outcome of an enterprise resource planning (ERP) system emerged in a recently established conglomeration of two previously independent universities. The ERP was used to replace several legacy student administration systems for both political and functional reasons. It was deemed successful by both project consultants and the new university's management while the users were marginalised (‘black boxed’) and left to ‘pick up the pieces’ of an incomplete system using traditional methods such as shadow systems and work‐a‐rounds. Using a process approach and an actor–network theory ‘reading’ of related socio‐technical events, we demonstrate how three networks of actors – management, the project team and the administrative users – collided and influenced the implementation outcome and how the management and project network established the ERP as a reliable ally while at the same time the users – while being enrolled in the network – were betrayed through marginalisation. Our analysis also suggests a useful way to conduct a ‘follow the network’ analysis explaining and accounting for the observed implementation outcome. We illustrate the benefits of using a socio‐technical processual analysis and show how stable actor networks must be constructed during large‐scale information technology change and how different actor groups perceive and influence differently the implementation outcome.