浅析ERP实施项目的奖金分配制度

ERP时代的到来,无疑给企业带来了一股活力,但ERP高的失败率让大多数企业望而生畏,本文从剖析目前ERP项目奖金分配存在的问题出发,探讨ERP实施过程中对项目成员较为合理的奖金分配规则,并进一步提出激励ERP实施成功的措施。     

浅析ERP实施项目的奖金分配制度

ERP时代的到来,无疑给企业带来了一股活力,但ERP高的失败率让大多数企业望而生畏,本文从剖析目前ERP项目奖金分配存在的问题出发,探讨ERP实施过程中对项目成员较为合理的奖金分配规则,并进一步提出激励ERP实施成功的措施.     

ERP实施过程中最高决策层存在的问题及对策研究

ERP（Enterprise Resources Plannin驴一企业资源计划,是当今世界企业经营与管理技术进步的代表,功能强大但失败率较高。这种状况严重影响了ERP系统在企业的实施。究其原因,主要是最高决策层理念不到位、短期行为现象严重、能力有限。最高决策层是ERP系统获得成功的关键因素。在ERP实施和应用过程中,最高决策层应树立正确的ERP理念,强化对ERP系统的重视、期待和参与程度,把握好前进的方向,完善管理制度,并一以贯之的给予大力支持,以保证ERP更好地实施。     

我国企业实施ERP项目的风险及对策研究

目前,我国企业对实施ERP项目的风险内容缺乏了解,对实施ERP项目的风险重视程度不够,导致ERP项目实施的失败。为了提高ERP项目实施的成功率,使之发挥出最大效益,为企业的发展和竞争力的提高做出最大贡献,本文分析了ERP项目实施过程中存在的种种风险,并在此基础上提出了企业ERP实施过程中风险的对策和控制措施。     

ERP:先“解惑”后实施

加入WTO后 ,实施ERP越来越受到政府与企业的重视 ,而ERP的高失败率却使软件厂商和企业感到困惑。企业只有对ERP以正确认识和合理的期望 ,并在其建立新的管理模式与良好的管理基础上 ,ERP才会更好的为企业服务。     

基于BP神经网络的ERP实施风险评价

企业ERP项目实施是高投入、高风险项目,在ERP项目实施过程中正确的评价风险是保证企业ERP项目实施成功的重要环节,本文确定了在ERP实施过程中的各项风险指标,并从项目管理的角度,采用BP神经网络对ERP项目实施风险进行评价,达到了企业预防各项实施风险和控制ERP项目实施的目的.     

浅议我国企业ERP建设失败原因及启示

ERP起源于西方,并在西方取得巨大成功。然而我国企业应用ERP却表现为水土不服,高失败率另人反思。本文分析我国企业建设ERP失败的原因,并提出相关启示。     

中小企业运用ERP的方法研究

我国中小企业的信息化管理水平偏低,这一状况严重制赵了中小企业的生存与发展。企业资源规划(ERP)软件包是一种发展较为成熟的企业信息管理系统,本文从中小企业运用ERP系统的可行性出发,分析了中小企业实施ERP过程中可能出现的若干问题,最后总结出了ERP项目实施的重要阶段与步骤。     

浅析ERP在装备制造企业内部控制中的应用

ERP在现代企业中上的运用已越来越广泛,从最开始的陌生、排斥和不习惯到项目成功实施后对ERP的驾轻就熟、运用自如,企业方方面面的业务和管理流程均全面依靠ERP的正常行并提供数据支撑。本文将主要分析装备制造企业实施ERP和加强内部控制的必要性,以及如何将企业的内部控制嵌入ERP流程中,整合企业资源,全面提升管理效益。     

中小企业ERP实施困境及对策

20世纪90年代以来,企业资源计划(ERP)因其为企业带来了巨大经济效益,日益受到重视。但企业实施ER P难点多、矛盾多、不可控因素多,实施ERP并获得成功的企业甚少。本文针对当前我国中小企业实施ER P中存在问题进行了深入分析,并针对这些问题从政府层面和企业层面提出了相应解决对策。     

企业流程再造与ERP成功实施的关系研究

采用企业资源计划(ERP)系统是企业信息化改造的核心,在过去的20年里被国内外企业广泛响应。一部分企业通过应用ERP实现了企业集成、绩效改进及竞争力的提升,而某些企业则投资巨大却没有达到预期的效果。利用分层回归分析方法,对企业管理再造与成功实施ERP的关系进行实证分析,验证了企业管理再造是成功实施ERP的关键因素。     

ERP立项阶段实施风险评价模型

ERP立项阶段的风险评价对ERP实施而言至关重要,但至今还没有一个在ERP立项阶段可以预测企业ERP实施风险的评价方法。结合ERP实施特点和立项阶段信息的综合性、模糊性以及指标的可获性,建立了立项阶段ERP实施风险的评价模型,借助该模型,企业可以对立项阶段ERP实施的风险进行评估分析,制定减少风险的对策,从而保证ERP系统的成功实施。     

实践检验真理——一个成功的ERP实施

ERP对中国的企业来说并不陌生,因为失败数字太高、失败的代价太大了。其中有企业自身环境的原因,有实施过程失误的原因,也有ERP软件本身的原因。在总结了许多企业成功原因的同时,引入一个案例进行实证研究,以印证前面所涉及的成功因素。     

ERP及其实施过程中的关节点

根据ERP系统演变发展史、ERP实施的步骤以及ERP实施过程中的关节点,同时总结实践经验, 介绍了ERP实施过程中的几种误区。     

The marketing and strategic planning interface

This article examines the potential contribution and implementational problems of developing marketing planning as a means to increase the marketing orientation of a company. It draws on the experience gained from a two year involvement in the design and implementation of a planning system for a large manufacturer, and reviews some of the literature on marketing and strategic planning. The focus is on the problems of managing the interface between strategic and marketing management, and the important role played by marketing information, the Chief Marketing Executive and the planning function in achieving effective and integrated strategic marketing planning.     

ERP环境下企业内部控制若干问题的研究

随着ERP(企业资源计划)的推广和应用,企业的内部控制开始面临一个全新的环境.虽然随着ERP项目的实施给企业带来了一些风险,但更多的还是给企业的内部控制和发展提供了良好的机遇.企业应当对ERP环境下企业内部控制的优劣势进行充分的分析,构建出基于ERP环境下的新型内部控制体系,以保证企业生产经营活动的正常运行.本文在阐述ERP及内部控制相关理论的基础上,重点就ERP对企业内部控制产生的积极影响,对ERP环境下的企业内部控制问题进行研究.     

Theory Development in Enterprise Systems and Organizational Learning

Despite the wide-spread attention focused on Enterprise Resource Planning (ERP) systems by both researchers and practitioners, there remain gaps in understanding their implementation and impacts. The majority of ERP research concerns either critical success factors or ERP effects. Very little has been done with regard to the relationship between ERP and organizational learning (OL). Much of the existing literature in this area focuses on learning during system implementation with a small amount of additional literature focusing on learning resulting from or connected to ERP use. The work of integrating research on ERP implementation and post-implementation effects is begun by identifying the use of OL as a lens for understanding these two phenomena. The paper makes two unique contributions to the existing literature. First, a case is built for ERP support of OL by emphasizing ERP decision-support capabilities. Second, a set of existing theoretical constructs is put forward as a possible basis for investigating the relationship between ERP implementation learning and post-implementation support of OL. Finally, the paper outlines areas for future investigation and provides a basic investigative framework to be pursued. Given that this research identifies connections between the two forms of learning, it is possible that what is represented is a lifecycle of OL within the ERP implementation/post-implementation chain of events.     

The role of change management in implementing the offshore outsourcing business model: a processual view

By means of the case study approach, the nature and process of organizational change related to the implementation of offshore IT outsourcing and the effectiveness of approaches used to manage this change were examined in three information systems departments of a multinational pharmaceutical company. The findings reveal that a combination of contextual factors influenced the adoption and use of offshore outsourcing. Organizational factors involved in the diagnosis and planning as well as implementation phases that contribute to or prevent the successful management of change are identified, and the most commonly reported effects of change resulting from offshore outsourcing are also analyzed.     

Information Technology Adoption in Small Business: Confirmation of a Proposed Framework

This paper investigates which drivers affect information technology (IT) adoption and which factors relate to a successful IT implementation in small businesses, where the adoption rate is traditionally low and the failure rate is high. The findings from this study suggest that customers are the main driving force of IT adoption. When it comes to IT implementation, our results suggest that managers/owner–managers must engage with five factors: organization, internal IT resources, external IT consultants, supplier relations, and customer relations. These findings give further insight into IT adoption in small businesses and highlight the importance of customer relations in the adoption process.     

对制造业企业成功实施ERP的深层思考

ERP起源于20世纪90年代初,由美国Garmer Group咨询公司首先提出.实质上它是一种将先进的企业管理理念与信息技术相融合的系统,是在先进的供应链管理理念指导下而诞生的.我国引进ERP也有近30年的历史,在我国制造业企业在ERP实施过程中的问题,分析其成因,并创造性的将"项目监理"的概念引入到ERP的实施过程中,从根本上解决了ERP实施过程中企业人力资源瓶颈和甲乙方信息不对称的固有问题.总结提炼出在我国制造业企业成功实施ERP的深层思考以飨读者.