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据不完全统计,我国目前近千家企业在 ERP 系统应用中,存在三种情况:按期按预算成功实施实现系统集成的只占10%-20%;没有实现系统集成或实现部分集成的占30%-40%;而失败的却占50%。并且在实施成功的10%-20%中大多为外资企业。低下的成功率无疑向我们表明:在引入 ERP 系统的过程中,实施是一个极其关键且不容忽视的环节。实施的成败最终决定着 ERP效益的充分发挥,尤其是在计划经济和市场经济相混合的国有企业中,ERP 的实施过程中更是举步维艰。一个成功的 ERP 实施过程主要包括以下三个阶段:项目前期工作,实施准备阶段和系统实施过程,而国企们要做的更应是步步为营(如图所示)。在整个实施进程中,每个阶段环环相扣,不可操之过急,否则,只能是事倍功半。
According to incomplete statistics, nearly a thousand enterprises in our country have three kinds of situations in the application of ERP systems at present: only 10% -20% of system integration realized on schedule and on budget; 30% of system integration or partial integration has not been realized; -40%; failed but accounted for 50%. And in the successful implementation of 10% -20% mostly in foreign-funded enterprises. The low success rate undoubtedly shows us that in the process of introducing ERP system, the implementation is an extremely crucial and can not be ignored. The success or failure of the implementation ultimately determines the full realization of ERP benefits. Especially in the state-owned enterprises in which the planned economy and the market economy are mixed, the implementation of ERP is even more difficult. A successful ERP implementation mainly consists of the following three phases: preliminary project work, implementation preparation phase and system implementation process, and state-owned enterprises should do more should be at every step (as shown). Throughout the implementation process, each stage of interlocking, can not be hurried, otherwise, can only be more effective.