ERP系统实施研究

结合我国企业ERP系统的实践,探讨ERP系统的实施.介绍了ERP的发展,讨论了信息技术对企业竞争力的影响,并从企业为主体管理为导向、ERP实施与管理创新、项目实施的时机选择、管理咨询的考虑等诸方面进行分析探讨,给出了ERP项目实施的建议和对策.     

中海油信息化项目实施的特点

中海油经过多年的实践，特别是ERP项目的实施和应用，总结出中海油信息化项目成功实施的关键是：项目立项要以需求为导向，项目正式启动前进行充分的准备工作，项目组成员应以用户为主体，项目启动后快速实施，系统上线后坚持改进。此外，在项目实施过程中，还要取得领导支持，重视基础数据和培训工作，充分利用外部资源。下面以ERP项目实施为例，讨论中海油信息项目实施工作的特点。     

国内企业ERP实施成败对新疆兵团企业的启示

通过对国内企业ERP实施现状的分析,探析企业实施ERP项目成败的原因,从企业和政府的视角对兵团企业实施ERP项目提出建议。     

企业,要知道ERP项目实施的精髓

由于企业应用ERP的费用通常较高,加上ERP项目实施是一项会触及企业管理方方面面问题的工作,实施难度较大,也因此造成了目前ERP实施成功率较低的现状,所以企业界流传着"上ERP是找死,不上ERP是等死"的说法。为了达到合作双方预定的实施目标,同时最大程度地降低实施难度,保障企业的资金风险和ERP厂商的实施风险,北自所工作团队经过多年的摸索和实践,总结出一套适用于中国企业,尤其是制造业企业的实施方法,     

ERP实现了企业管理精细化

如果实施ERP项目是对企业进行一次彻底的“体检”，那么精细管理则是体检后治病的一剂“良药”，即按照“六精五细”的思路与方法，对企业的管理进行精细化改造。我公司从2002年8月开始实施ERP项目，到2004年7月OA系统、物流、资金流系统及生产制造系统全面成功上线，取得了显成效。通过ERP项目的实施找到了管理中的“症结”对症下药，真正实现了精细化管理。     

ERP的应用要注重行业特性

ERP的行业分类及相应特征　　ERP(Enterprise Resource planning)即企业资源计划，它是建立在 MRP－ II基础上的，是面向企业供应链的管理系统。 ERP把客户需求和企业内部的生产活动及生产资源结合在一起，体现按用户需求生产的思想。　　制造企业按生产特点可分为过程化制造企业和离散性制造企业，其制造工艺和生产管理有明显区别。针对生产管理特点可将 ERP分为两类，基于机械、加工、组装等离散式生产模式的，属于 M(machining)－ ERP系统，而基于过程化生产模式的化工、石化、制药、水泥等企业，属于 P(process)－ ERP系统。…     

ERP项目培训是加快电网信息化建设关键

ERP项目是国家电网公司“SG186”工程的重要组成部分。以“SG186”工程总体部署为指导,以财务、物资、项目和人力资源管理为重点,以优化业务流程和国家电网典型设计模板差异化为基础,通过ERP项目建设,电网企业将全面提升精益化管理水平。ERP项目实施成功的重要保障之一就是要抓好培训工作,使电网企业的ERP项目赢在起点。     

北方六鉴——访北方联合电力有限责任公司总经理吴景龙

成功者,"获得预期的成果"是也。验收成功至少足以证明实施的成功。因为不少企业的ERP项目栽在实施过程当中,这也是ERP实施普遍不成功的的主要原因。正因为此,透过北方电力ERP项目的成功验收,我们得到的启示已经十分宝贵。     

2008化工行业信息化选型及实施经验交流会将办

本刊讯针对化工企业如何规划、实施ERP项目,中国化工信息中心定于2008年4月中旬在湖北省宜昌市举行"2008全国化工行业信息化选型及实施经验交流会",大会将组织已成功实施ERP的企业     

基于ERP系统的建筑企业信息化建设风险评价研究

从建筑企业管理者的角度出发,针对建筑企业实施ERP的盲目性,在问卷结果分析和建筑企业内部风险因素分析的基础上,建立了实施ERP阶段的内部风险评价指标体系.引入了技术创新项目风险评价的典型模型,考虑ERP项目实施的失败概率及其预期损失,结合专家调查法,提出集值统计一专家调查法的多因素风险评价模型,并给出了风险标准参考值,为实现企业不同需求的风险自评价提供了简便易行的操作方法和可靠科学的后期决策依据,以期促进建筑企业信息化建设.     

The demand for training and consultancy investment in SME-specific ERP systems implementation and operation

This research examines the demand for the level of investment in training and consultancy necessary to successfully implement and operate small and medium sized enterprises (SME)-specific enterprise resource planning (ERP) systems in SMEs. The extant literature on ERP, as well as established business practices adopted by the majority of ERP vendors and trainers, suggests that in order to implement and operate ERP systems effectively, a training model including an extensive training period, and often utilising external consultants, is a necessary condition. An in-depth case study has been conducted in this research on a UK-based SME-specific ERP systems vendor, which maintain that their SME-specific ERP systems can be implemented and operated effectively with only five days of formal training and no additional consultancy. This research evaluates the validity of this claim, and investigates the basis for the training model employed by the case company is, or is not, sufficient for users to successfully implement and operate SME-specific ERP systems.     

Understanding ERP system implementation in a hospital by analysing stakeholders

Implementing enterprise resource planning (ERP) systems requires significant organisational, as well as technical, changes. These will affect stakeholders with varying perspectives and interests in the system. This is particularly the case in health care, as a feature of this sector is that responsibility of services is shared between many autonomous units. In these and similar settings, it is essential to analyse stakeholders and to understand their expectations and attitudes towards the system. Such an understanding will help implementers to address stakeholder interests and to encourage acceptance. Therefore, the purpose of this paper is to develop a theoretically based model to analyse how stakeholder attitudes and behaviours in a hospital setting affect the outcome of ERP implementation. This model is applied in an empirical study of a project to introduce an ERP system in medium‐sized hospital in The Netherlands. The study shows how the ERP implementation impacts the interests of stakeholders such as physicians and administrators, which caused tensions. The paper examines the reasons of these tensions. In doing so, it contributes to our understanding of ERP implementation in health care and any other similar sectors from a stakeholder perspective, and it may help implementers to manage this more effectively.     

The mediating role of organizational complexity between enterprise resource planning and business model innovation

Almost any firm faces a change during its life that requires a redefinition of the business model to be more innovative, namely business model innovation (BMI) that designs an architecture to create, capture and deliver value to customers in the marketplace and society. These changes are a great opportunity to improve revenue and costs, but the associated organizational complexity also has drawbacks, due to the set of interrelationships and linkages within the firm. This situation could be even more relevant for firms that implement Enterprise Resource Planning (ERP), due to the complexity of the software and also the difficult implementation process in the organization. In order to fill this gap, this study analyses 104 firms that have implemented ERP and deal simultaneously with BMI. The research objective is therefore to test the role of organizational complexity between ERP and BMI. Specifically, the aim is to test the mediating role of organizational complexity between ERP and BMI. Our findings reveal that organizational complexity mediates between ERP and BMI. Important implications for researchers and managers are provided to optimize ERP implementation so as to obtain a higher return on the costs and revenue associated with BMI.     

A framework of ERP systems implementation success in China: An empirical study

Enterprise resource planning (ERP) system is one of the most widely accepted choices to obtain competitive advantage for manufacturing companies. However, the successful implementation rate is low and many firms did not achieve intended goals in China. This study develops an ERP implementation success framework by adapting the Ives et al. information systems (ISs) research model and DeLone and McLean's IS success model to identify both critical success factors and success measures. Qualitative case study research methodology is used to collect data and Atlas/ti program is used to facilitate data analysis. Discussion is made finally and suggested ERP systems implementation methodology is given at the end.     

A six-stage model of the buying process for ERP software

This paper presents a model of the Enterprise Resource Planning (ERP) software acquisition process that reflects the findings from the four cases examined in this study. This ERP acquisition process model includes six distinctive, yet interrelated, processes (planning, information search, selection, evaluation, choice, and negotiations). This paper depicts the principal processes and many of the constituent activities, issues, dynamics, and complexities that pertain to the acquisition of ERP software. The results from this study contribute to the identification of processes that are part of this type of acquisition. Further, this model also suggests complexities that are worthy of further investigation, in and of themselves, if for no other reason than that they could prove the limit of generalizability of the model.     

ERP application in China: An overview

Enterprise resource planning (ERP) systems are among the most important enablers for business intelligence and planning functionality in supply chains. We provide an overview of ERP research and its development and implementation in China. We describe the current market, challenges and future trends for ERP software in China. Cases are provided where ERP implementations have been used to enhance supply chain management of major companies. One of the (not unexpected) findings is that not only analytical data concepts play an important role in successful ERP implementations in China but also cultural and language aspects.     

Dynamic pricing models for ERP systems under network externality

Enterprise Resource Planning (ERP) systems vendors face great challenges to enhance their market position and maximize their profits. Being able to simultaneously predict the diffusion of an ERP and to determine the right price to charge to a customer is a complex task. Earlier work has demonstrated evidence of network effect in the diffusion of ERP software in industries. In light of this evidence, we investigate in this paper the benefit of a dynamic pricing strategy for ERP systems vendors in a business network governed by a quantitative diffusion model. Based on a real scenario in the automotive industry, those quantitative models are integrated into a simulation-based optimization approach to tackle the problem. Our findings are promising and establish the foundation of a powerful decision support tool for ERP systems vendors.     

ERP system usage: the role of control and empowerment

Organisations have made significant investments in enterprise resource planning (ERP) systems with the strategic expectation that employees will utilise this technology to enhance organisational performance. However, research indicates that ERP systems are underutilised. In order to disentangle the challenge of underutilisation, this paper addresses the impact of organisational control and empowerment on infusion—the deep and comprehensive usage of an information system. Moreover, it also tests whether infusion will lead to higher levels of ERP system success. Data from a sample of 260 matched pairs of ERP system users and their supervisors were collected and analysed. Results indicate that empowerment is positively related with infusion, whereas an inverted u‐relationship has been found for organisational control. The critical link between infusion and ERP system success was found as well, meaning that the more users utilise the system to its fullest extent, the more likely the organisation is to attain ERP systems' promised benefits.     

基于ERP的煤炭企业物资采购管理研究

介绍了ERP的核心理念,揭示了ERP系统与供应链管理之间内在关系,分析了煤炭企业对ERP的需求,提出了基于ERP的供应链采购管理方案,并探讨了该方案实现方法。     

浅议服装企业资源管理系统

本文简述了服装企业资源管理系统的特点、功能,探讨了实施服装企业资源管理系统的风险规避,提出服装企业资源管理系统只是一种工具,企业在上资源管理系统项目时最关键的是提高对服装企业资源管理系统及风险的全面认识,整合企业管理,从而提高服装企业的国际竞争力。