There are eight reasons why enterprises fall into the "black hole" of ERP investment
ERP is a new generation of integrated management information system developed from MRP. It expands the functions of MRP. Its core idea is supply chain management. It jumps out of the traditional enterprise boundary and optimizes enterprise resources from the scope of supply chain. It is a new generation of information system based on the era of network economy. It is important for improving enterprise business processes The role of improving the core competitiveness of enterprises is obvious
because of this, the implementation of ERP system has become the goal pursued by many enterprises' informatization. However, in the real process of implementing ERP, enterprises are not plain sailing or will soon achieve their ideal goals. Some enterprises have made a huge amount of software and hardware investment and human investment in ERP, which can not bring the expected management efficiency to the enterprise, and fall into an investment vortex of continuous investment but unable to get reasonable output. The first two samples have reached the pre-designed goals, which is ERP "black hole". The main reasons why Chinese enterprises fall into the "black hole" of investment in the process of implementing ERP are as follows:
first, there is a lack of unified understanding and understanding
people often say that ERP is a "top-level project". However, the role of enterprise owners' input environmental parameters and management on ERP is not very clear, and the role and urgency of personnel in the Information Department of most enterprises in implementing ERP are much stronger than those in other departments, Some enterprises rush to make implementation decisions under the preaching of software suppliers and information executives, and other departments do not express a positive attitude towards this. This situation often leads to contradictions and setbacks in the implementation process
second, the enterprise needs are not clear, lack of systematic thinking, and the selected ERP products do not match the needs.
first, the enterprise does not know its own needs very well. Without sufficient demand analysis, encouraged by ERP manufacturers, it blindly purchases ERP software that is higher or lower than the enterprise itself. It is believed that we can obtain a good performance demand in 2016. Second, there are problems in the software itself (not fully adapted to the specific situation of the enterprise), resulting in the mismatch between the enterprise's own needs and product applications, which makes the enterprise fall into a black hole in the early stage of product selection
third, there is no business strategy associated with the business strategy of the enterprise
erp is a tool to assist enterprise management. The role of the tool must be consistent with the business strategy of the enterprise, and its role can be brought into play. Some enterprises do not consider the business development strategy when implementing ERP, and the implemented system loses its application value due to the change of business after several years, which is the most distressing thing. Therefore, enterprises should grasp the function and technological progressiveness of ERP implementation from the perspective of long-term development strategy
IV. The ERP supplier selected by the enterprise lacks professional consulting services with successful ERP implementation experience. A. There are two (a total of eight) l-piece pressing plates (playing the guiding role of jaw chuck) in front of and behind the upper beam and the mobile beam.
ERP is not a simple software application problem, but represents advanced business processes and management ideas. Its implementation is a complex project and an organic integration of IT technology innovation and management innovation. This requires the joint efforts of ERP suppliers and enterprises, and even the participation of third-party professional consulting service providers, in order to truly realize the ERP application and achieve the expected goals
v. the basic work of enterprise information has not kept up with
ERP requires a large amount of accurate basic data, but many enterprises have not done enough in this regard, and some puzzling phenomena often occur. On the one hand, enterprises spend a lot of money to buy or develop various management software, but when they need various data, they are always incomplete; On the other hand, the information communication between enterprise departments is not enough, and the phenomenon of information island is common. ERP as a comprehensive system management software of an enterprise, the implementation of such a project is, of course, a comprehensive system project of an enterprise. If ERP is only the computerization of the work of the Department, it can only reduce the workload and labor intensity at best, and does not play the purpose of optimizing enterprise management, then it is conceivable what kind of optimization effect ERP can provide to the enterprise
VI. there is no change in the mode and method of management
American management masters hammer and chambe launched an enterprise reengineering project sweeping the world in the 1990s. The implementation of ERP project requires the reengineering of existing enterprise processes, but the difficulty is that it is not easy to change the existing enterprise business processes, especially for an enterprise that is not backward in management, the introduction of ERP needs to break the existing The mature management mode is even more difficult. Lenovo Liu Chuanzhi said before going to ERP, "going to ERP is death, not waiting for death", which reflects the difficulty of ERP and other information systems in the implementation process, which is actually synchronized with management reform. It is not overnight, but a very slow process, and this process is first the change of concept, then the change of management mode and business process, and finally the application and implementation of technical means
VII. Lack of ERP implementation force or insufficient strength
choose the right product, but there is no right person to implement it, so the product and implementation become two parallel lines, which can never be crossed. If the head of the business department does not intervene from the beginning to be responsible for decision-making, supervision and promotion of the specific introduction of ERP, it will cause the optimization of business processes, combing to the specific operation of the system can not be implemented in place. Of course, the implementers of enterprises do not need to be in place at one time when sorting out and optimizing business processes. The original systems and practices need to be comprehensively measured and cannot be completely denied. The most critical parts should be sorted out first, and others can be gradually improved and optimized
VIII. The implementation progress is not easy to control, which is easy to lead to the abortion of ERP.
when enterprises implement ERP, another big problem is "the management of the implementation process". Many enterprises have encountered such problems during implementation. As the implementation cycle is too long, both software providers and enterprises are dragging on very hard. If there are some problems at this time, it is likely to change the friendly cooperative relationship between the two sides, and the implementation process will become difficult. When there are differences between the two sides, especially when there are contradictions, we must resolve the contradictions in line with the common goal of implementing the system well and making profits for the enterprise, instead of being motivated to intensify the contradictions. If both sides are honest, put the problem on the table and discuss the solution to the matter together, they can readjust and move on. If not, the software provider should consider changing the project manager. Otherwise, the project may be "yellow". (end)
Copyright © 2011 JIN SHI