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传统产业巨人首钢自1995年开始战略性转型调整以来,已明确提出了发展高科技产业为主导的“新首钢”形象,到2010年,首钢集团已提出首钢高新技术产业销售收入将占集团销售收入总额50％以上的目标。首钢内部,一场轰轰烈烈的信息化管理变革也在酝酿之中,如何打造自己强健的高科技内“芯”,实现由内到外的信息化提升?首钢计划实施的ERP项目正是出于这个考虑。 用友集团今年成功地从股市上募集回8亿多元的资金,借助自己多年财务管理软件的实力,通过与国外知名ERP公司的强强携手,已全面转型成管理软件供应商。今天,我们就请国内知名的两家企业一起来谈谈ERP项目实施前应该注意的问题。
Shougang, a traditional industrial giant, has clearly proposed the image of “new Shougang” led by the development of high-tech industries since its strategic restructuring in 1995. By 2010, Shougang Group has proposed that the sales revenue of Shougang High-tech Industry will account for the Group’s sales revenue The goal of more than 50% of the total. Shougang internal, a vigorous transformation of information management is also brewing, how to build their own strong high-tech “core” to achieve the information from the inside out to enhance? Shougang plans to implement the ERP project is out of this consider. This year, UFIDA successfully raised over 800 million yuan of funds from the stock market. With the strength of its many years of financial management software and its strong cooperation with well-known foreign ERP companies, UFIDA Group has fully transformed itself into a management software provider. Today, we invited the two well-known domestic enterprises together to talk about ERP project implementation should pay attention to the problem.