When the enterprise has decided to implement the ERP, it should establish a long-term stable, rich ERP theoretical knowledge and development ability and implementation experience of the professional team to complete the implementation of the ERP project. The team should be led by an excellent project manager, consisting of three party members, namely, an enterprise, a consulting company and a ERP supplier. The project manager not only has a systematic understanding of ERP theory and information technology, but also has a good grasp of various business processes of the enterprise, and can use his own prestige to communicate horizontally in the course of the implementation process, integrate and optimize the process reasonably, guide the completion of the process, and also do a good job in selecting ERP software, consulting and soft. A series of works related to the selection of partners such as agents and specific implementation of professional and technical personnel. In addition, consulting service providers have more in-depth research and successful implementation of ERP software than enterprises, which can help customers to win time and reduce risk. Therefore, for small and medium sized enterprises with relatively weak financial resources and manpower, it is impossible to choose a suitable partner and complete the construction of the ERP project with the help of external force to achieve the goal of improving the success rate of the project. Of course, enterprises should, in the light of their own actual conditions, examine the company's creditworthiness of ERP software dealers and consulting services, carry out full sample customer survey
7, ERP system construction should be carried out according to plan, step by step and emphasis.
The complete ERP system in theory has wide coverage and complicated functions. Small and medium-sized enterprises, due to the constraints of time, funds, human resources, and so on, are usually not able to implement ERP at the same time in all business processes, and it is impossible to implement all the functions in ERP at once. Therefore, enterprise leaders should formulate long-term and long-term implementation plans according to the actual situation, grasp the key points and grasp the core, and gradually realize all functions of ERP. Because the central idea of ERP is integration and automation, small and medium-sized enterprises can gradually integrate each process in the premise of realizing manual management to automation, and then expand the integration of business process to the whole supply chain, and finally make decision optimization (Qingdao sea) on the basis of ERP initial operation. Information ERP case).
8, do a good job of "fighting protracted war" preparation.
Since management itself is constantly changing, ERP is to pursue long-term benefits of enterprise management. Therefore, enterprises should recognize the long-term nature of ERP construction. Enterprises can not only pay attention to short-term benefits and reduce or stop investment, make projects put on the ground, and can not adjust the institutions and processes at random for the pursuit of the maximization of short-term profits, so that the foundation of the operation of ERP is shaken and abandoned.
To sum up, the operation of ERP must combine with practice to form its own solution. The operation of the system is integrated, and the operation of the software crosses many departments; the business process is rationalized; the business departments at all levels are rebuilt according to the completely optimized process; the performance monitoring is dynamic and the performance system can be feedback to correct the problems existing in the management; the management improves continuously, and the enterprise establishes a continuous self. The mechanism of evaluation and continuous improvement of management. Colorful banner information, ERP experts around you, this is the whole content of this article. Thank you for reading.
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