Five principles of ERP project selection

  • Detail

Five principles of ERP project selection

in view of the current manic market situation and dispute pattern in the ERP industry, enterprises must follow a reasonable idea when implementing ERP projects in order to make rational and pragmatic selection decisions

first, analyze the needs, clarify the objectives and implementation. 2. The buffer oil should maintain a clean range. The most important thing for enterprises to carry out information construction is to analyze the actual situation and management status of enterprises, and put forward the implementation objectives and scope of enterprise information. At present, it is more suitable for most enterprises to improve basic management, plug management loopholes, strengthen the standardization of business operation and seek benefits from basic management with the help of information technology. Enterprise informatization has gone through several stages: Department informatization, business and financial operation integration, production and sales integration, process control integration and decision-making integration. These are gradual processes. When making informatization planning, enterprises must make clear the management bottleneck problems solved by informatization and the current trend that needs system application. It is too early to predict the trend in March. The business scope and department scope must be clear, and the specific informatization application needs and objectives must be clear

second, learn from the informatization experience of the same industry

after years of informatization construction, most domestic industries have passed the stage of feeling the stone, and ERP applications in most industries have relatively mature application cases. The planning, implementation experience, stage results, possible risks in the process of project implementation and necessary preventive measures of informatization construction of enterprises in the same industry are valuable assets for enterprises preparing to launch ERP projects, which are worth learning from. Through in-depth investigation, we can not only understand the construction of other enterprises, but also make appropriate amendments to the main problems to be solved and the predetermined goals to be achieved by the informatization of the enterprise. At the same time, the performance construction experience of major suppliers in the same industry can also be verified through investigation, which can be used as one of the important basis for selecting software manufacturers to avoid becoming a test field for some software manufacturers

Third, show the necessary business processes of software products

ERP has been developed for many years in China. Most enterprises accept the route of "mature suite software + professional implementation team + appropriate personalized customization development". In this case, according to the characteristics of enterprise management and construction objectives, personalized development is necessary, but the larger the proportion of mature software and development, the smaller the project risk. For some key industries, such as machinery, electronics, metallurgy, auto parts, chemical and other industries, many software manufacturers have formed certain industry solutions. These industry solutions not only meet the application of enterprise standards, but also extract and sublimate industrial applications, which can basically meet the personalized application requirements of a certain industry

the "best practice" or "best model" summarized by professional consulting companies based on a large number of implementation experience in the industry has a strong reference significance. These professional and mature consulting companies are often rooted in certain specific industries, such as specialist doctors in hospitals. For enterprises that urgently need to improve their management standards, they can be described as good teachers and friends. However, in the current market, there are still too few such companies, and more are newly assembled "grass-roots teams". So we should "know people with eyes"

in addition, according to the unique management characteristics of the enterprise itself, it can also rely on platform based secondary development or code level secondary development to solve some of its own personalized management needs. In this way, the enterprise has the communication conditions for the mature software system of the software manufacturer when selecting the ERP model. If the enterprise ERP model selection can have a mature industrial scheme to meet the application, it should try not to follow the route of "platform customized development", especially when the software manufacturer has not successfully implemented in the same industry, the risk will be greater. Through the necessary business process display of software products to verify the software manufacturers' understanding of the industry in which the enterprise is located and the maturity of the application of iron tools in the same industry is standardized in work areas 3 and 6 of the software, which will avoid the product risk and personalized development risk of enterprise information construction as far as possible

Fourth, clarify the implementation subject and implementation team

clear needs and objectives, a number of successful application reference customers, and a set of mature software products. If they are not implemented by appropriate people, the results will be very different. When selecting models, enterprises should pay attention to the main body of the implementation project, and must strive for the consulting and implementation services at the headquarters group level and the original factory level

during project implementation, some software manufacturers often arrange some less professional teams of the local branch channel agency system to deal with it, or arrange the manufacturer's external consulting implementation partners, and some temporarily organize a joint team

these methods can not guarantee the high-level guarantee of the implementation team in terms of industry experience, project team stability, product mastery, development support and response timeliness, and these problems will only become prominent after the start of project implementation. At this time, enterprises need a more accurate conversion relationship between hardness and strength in order to "round up" their decisions and "eat Coptis chinensis", The project risks can be imagined if we have to accept the situation and compromise

therefore, it is necessary to conduct a very detailed review of the implementation subject and implementation team of the software manufacturer, identify and confirm each major backbone personnel entering the project team, ensure the industry experience and project planning control ability of the major members of the project team, sign these key personnel into the contract if necessary, and clarify the relationship between the way of project payment and the appearance of key consultants

fifth, determine a reasonable project budget

enterprises want to spend the least money and do the most. ERP is different. ERP is a job of "how much you spend, how much you can do"

ERP in enterprises should not only avoid large-scale investment without considering the cost, but also should not be too concerned about the cost, which will affect the quality and duration of the project. What's more, it should not be considered that any software manufacturer can be competent and just press the price. In that case, it is as absurd as picking up the lowest priced doctor when seeing a doctor. However, it does not mean that you must find the most expensive one - the best doctor must be the most expensive, but he may not be able to devote all his energy to your family, because there are too many people looking for him

erp reasonable project budget should consider the following aspects:

first, what to do: Based on the needs of a certain project scope and project objectives

second, how to do it: specific implementation planning and implementation strategies

third, what to do: what kind of product technology route, high-end, middle-end or low-end products

fourth, who will do it: what kind of software company and implementation consultant will do it

fifth, who will work together: what kind of organizational structure does the enterprise need to form, and what kind of system and incentive measures do it need to have

enterprises must determine these five problems through investigation, investigation and analysis. The construction of ERP project is an investment behavior. We should formulate a reasonable and long-term informatization budget according to the informatization strategy of the enterprise. The initial selection of ERP should be based on the overall objectives and relevant selection standards to determine the supply. You know, ERP is not applicable to the game rule of "winning the bid at the lowest price"

the fact that large and small enterprises have successfully improved their management level and competitiveness with the help of informatization has proved that the historical stage of "going to ERP for death" has passed. The increasingly fierce market competition makes "not up to ERP and dying" become the consensus of many enterprises. ERP has entered an era of strife. For enterprise users, there must be no fewer model customers in the same industry of software manufacturers, more than ten industry products with mature applications, rich industry experience and stable implementation teams. (end)

Copyright © 2011 JIN SHI