In the scope of the differences in resource management
MRP II focused primarily on internal human, financial, and material resources management, ERP systems on the basis of the MRP II extends the scope of management, which the customer needs and internal manufacturing activities, as well as suppliers of manufacturing resources together to form a complete enterprise and supply chain all the links in the supply chain, such as orders, purchasing, inventory, planning, manufacturing, quality control, transportation, distribution, service and maintenance, financial management, personnel management, laboratory management, project management, recipe management, effective management.
Production management in different
MRP II systems to several companies classified as typical modes of production management, such as repetitive manufacturing, mass production, according to the order, order assembly, stock production, etc., of each type has a set of management standards. In the late 80s, early 90s, in order to keep pace with market changes, more variety, small batch production and Kanban production is the company's main production methods used by a single mode of production to the production of hybrid development, ERP is well to support and manage hybrid manufacturing environment to meet the business needs of this diversification.
Differences in the management functions
ERP MRP II system in addition to the manufacture, distribution, financial management, but also adds support for the entire supply chain system for material flow, production, transportation needs between the various aspects of management and warehouse management; support the production quality assurance system management, laboratory management, equipment maintenance and spare parts management; support workflow (business processes) management.
In the control of the differences in transaction processing
MRP II is rolling through the program in a timely manner to control the entire production process, it is time poor, generally only achieve things in control. The ERP system to support online analytical processing OLAP (Online Analytical Processing), service that is quality feedback, emphasis on corporate control in advance, it can design, manufacture, sale, transportation to parallel manner by integrating all relevant operations, provides businesses with the quality, adapt to change, customer satisfaction, performance and other key issues of real-time analysis.
In addition, MRP II, the financial system comes down to who is just a message, its function is to supply, production, sales in the amount of information into the value of information is reflected in the value of logistics. The ERP system will be the value of financial planning and control functions integrated into the entire supply chain.
In cross-border (or regions) the differences in business transactions
Now the development of enterprises, making the various organizational units within the enterprise and between enterprises and external coordination between business units become more and more and more important, ERP system application complete organizational structure, which can support cross-border business many countries and regions, multi-plant, multi-lingual, multi-currency applications.
Computer information processing technology in the difference
With the rapid development of IT technology, network communications technology, making the ERP system to achieve integration across the supply chain information management. ERP system uses client / server (C / S) architecture and distributed data processing technology to support Internet / Intranet / Extranet, e-commerce (E-business, E-commerce), electronic data interchange (EDI). In addition, also on different platforms to achieve interoperability.
2011年7月21日星期四
ERP project manager's responsibilities and should have the quality
ERP project manager's responsibilities:
Set up project teams and coordinate team members and other inter-sectoral efforts
Convened and presided over the meeting
Committee to guide project management status report
Top management policy decisions made
Specific resource requirements
Proposed project schedule and do the scheduled date of compliance with project
Coordination of user education and training programs
Faced with different functions on behalf of a group
Discernment is not a member of the project scope problems direction
Distinguish important topics and issues to ensure fit and proper person to participate
ERP project manager with the quality:
Group the know - and deal with a lot of work
Motivator - the commitment to maintain users and managers
Communicator - sleek and arbitrary
Foreign person - political sensitivity and understanding of organizational behavior
Educators - to provide education and training to users
Adherent - strong-willed
About the company
Understanding of ERP
Set up project teams and coordinate team members and other inter-sectoral efforts
Convened and presided over the meeting
Committee to guide project management status report
Top management policy decisions made
Specific resource requirements
Proposed project schedule and do the scheduled date of compliance with project
Coordination of user education and training programs
Faced with different functions on behalf of a group
Discernment is not a member of the project scope problems direction
Distinguish important topics and issues to ensure fit and proper person to participate
ERP project manager with the quality:
Group the know - and deal with a lot of work
Motivator - the commitment to maintain users and managers
Communicator - sleek and arbitrary
Foreign person - political sensitivity and understanding of organizational behavior
Educators - to provide education and training to users
Adherent - strong-willed
About the company
Understanding of ERP
ERP is the core of management thinking
ERP is the core management philosophy is to supply chain management. Supply chain Supply Chain by the original literal translation is "supply chain", but in fact every aspect of the chain contains "for" and "need" two aspects of the double meaning of "for" and "need" is always relative, attendant, also known abroad Demand / Supply Chain. In a market economy, the supply is always only occur because of demand, there is no demand, so what is the supply? Therefore, more precise translation supply chain. As the supply system, usually refers to the Logis tics (logistics system) the content, logistics system "from procurement to sales", and supply chain "from the market to supply market demand."
With integrated management and information technology known American Production and Inventory Management Association (APICS) since 1997, will be eligible for production and inventory management (CPIM) exam increased supply chain management, content, and in seven themes as the first one (the other topics were: inventory management, JIT, master scheduling, material requirements planning, production job control, systems and technology), indicating its importance. Supply Chain Management exam content has four aspects:
1 business scope of the concept: supply chain elements; operating environment; financial base; manufacturing resource planning (MRP Ⅱ); in-time production (JIT); total quality management (TQM); MRP Ⅱ, JIT and TQM relationship.
2 requirements planning: market-driven; the definition of customer expectations and value; customer relationship; demand management.
3 Demand and Supply of conversion: design; capacity management; plan; implementation and control; performance evaluation.
4 Supply: inventory; procurement; materials distribution and distribution system.
As can be seen from the above examination content focus of supply chain management thinking, it is both "for" and "need" two aspects of the environment.
Enterprises in order to maintain and expand market share, you have to have relatively stable sales channels and customers, in order to ensure product quality and technical content, there must be relatively stable raw materials and accessories and parts supplier collaboration. Companies with their sales agents, customers and supplier relationships, is no longer simply a business object, but the benefit-sharing partnership, which is a major shift in the modern management concepts. This partnership formed a company's supply chain is "lean production (Lean Production)" The core idea. When confronted with a specific market and product demand, the basic business partners may not be able to meet these new product development and production requirements. At this time, companies will organize a specific supply and distribution channels consisting of short-term or one-time supply chain, to form a "dynamic coalition" (or "virtual factory"), the supply and coordination units (including product research and development) as is an integral part of business, the use of "simultaneous engineering", with the shortest possible time to bring new products into the market, this is the "Agile Manufacturing (Agile Manufacturing)" The core idea. At present, the competition among enterprises is no longer a business of an enterprise competition, but has developed into an enterprise supply chain competing with the competition between supply chains. ERP system is to adapt to the needs of this competitive situation developed.
In addition to the people in the supply chain are already familiar with "logistics" "cash flow", "information flow", there are easy for people to ignore the "value-added flow" and "workflow." That is, supply chain, there are five basic "flow" in mobility. From the formal point of view, the customer is buying goods or services, but in essence, the customer is buying goods or services can benefit from the value. Various materials in the supply chain moving, is a constant increase its technical value-added content or value-added process, in the process, but also pay attention to the elimination of all inefficiencies and waste. Therefore, the supply chain there are value-added chain (Value-Ad ded Chain) meaning. It goes without saying, only when the product can be sold, only value-added significance. Enterprises rely on cost, productivity or production scale advantage is not enough price competition, innovation depends on the value of the advantage of playing war, this is the real way to compete, and analysis of ERP systems to provide value-added business process functions.
Information, materials, funds are not their own flow, the value of the material will not be automatically added to rely on human labor to achieve, to rely on a company's business activities ─ ─ workflow (Work Flow) or business processes (Business Process), they can flow together. Workflow determines the velocity of flow and flow, the enterprise business process reengineering (BPR) the object of study. ERP systems provide a variety of industry proven business processes, and can follow the development of the situation of competition, as the business workflow (business processes) reforms in the operation of the application to make the appropriate adjustments.
In short, ERP is included in management thinking is very broad and deep, these advanced management ideas have been able to achieve, but also with the development and application of information technology inseparable. ERP not only for the supply chain, reflecting the lean manufacturing, agile manufacturing, concurrent engineering spirit, and must be combined with Total Quality Management (TQM) to ensure quality and customer satisfaction; combination of in-time production (JIT) to eliminate all inefficiencies and waste, reduce inventory and shorten the delivery time; its association with Theory of Constraints (TOC, Theory of Constraint, is to optimize the development of production technology OPT) to define the supply chain bottlenecks, remove constraints to the expansion of enterprise supply chain effective output.
As information technology and the development of modern management thinking, ERP content will continue to expand. Let us explore the significance of the ERP system has profound meaning of the cross-century, China's enterprises to improve competitiveness in the global market to provide comprehensive enterprise management solutions to contribute.
With integrated management and information technology known American Production and Inventory Management Association (APICS) since 1997, will be eligible for production and inventory management (CPIM) exam increased supply chain management, content, and in seven themes as the first one (the other topics were: inventory management, JIT, master scheduling, material requirements planning, production job control, systems and technology), indicating its importance. Supply Chain Management exam content has four aspects:
1 business scope of the concept: supply chain elements; operating environment; financial base; manufacturing resource planning (MRP Ⅱ); in-time production (JIT); total quality management (TQM); MRP Ⅱ, JIT and TQM relationship.
2 requirements planning: market-driven; the definition of customer expectations and value; customer relationship; demand management.
3 Demand and Supply of conversion: design; capacity management; plan; implementation and control; performance evaluation.
4 Supply: inventory; procurement; materials distribution and distribution system.
As can be seen from the above examination content focus of supply chain management thinking, it is both "for" and "need" two aspects of the environment.
Enterprises in order to maintain and expand market share, you have to have relatively stable sales channels and customers, in order to ensure product quality and technical content, there must be relatively stable raw materials and accessories and parts supplier collaboration. Companies with their sales agents, customers and supplier relationships, is no longer simply a business object, but the benefit-sharing partnership, which is a major shift in the modern management concepts. This partnership formed a company's supply chain is "lean production (Lean Production)" The core idea. When confronted with a specific market and product demand, the basic business partners may not be able to meet these new product development and production requirements. At this time, companies will organize a specific supply and distribution channels consisting of short-term or one-time supply chain, to form a "dynamic coalition" (or "virtual factory"), the supply and coordination units (including product research and development) as is an integral part of business, the use of "simultaneous engineering", with the shortest possible time to bring new products into the market, this is the "Agile Manufacturing (Agile Manufacturing)" The core idea. At present, the competition among enterprises is no longer a business of an enterprise competition, but has developed into an enterprise supply chain competing with the competition between supply chains. ERP system is to adapt to the needs of this competitive situation developed.
In addition to the people in the supply chain are already familiar with "logistics" "cash flow", "information flow", there are easy for people to ignore the "value-added flow" and "workflow." That is, supply chain, there are five basic "flow" in mobility. From the formal point of view, the customer is buying goods or services, but in essence, the customer is buying goods or services can benefit from the value. Various materials in the supply chain moving, is a constant increase its technical value-added content or value-added process, in the process, but also pay attention to the elimination of all inefficiencies and waste. Therefore, the supply chain there are value-added chain (Value-Ad ded Chain) meaning. It goes without saying, only when the product can be sold, only value-added significance. Enterprises rely on cost, productivity or production scale advantage is not enough price competition, innovation depends on the value of the advantage of playing war, this is the real way to compete, and analysis of ERP systems to provide value-added business process functions.
Information, materials, funds are not their own flow, the value of the material will not be automatically added to rely on human labor to achieve, to rely on a company's business activities ─ ─ workflow (Work Flow) or business processes (Business Process), they can flow together. Workflow determines the velocity of flow and flow, the enterprise business process reengineering (BPR) the object of study. ERP systems provide a variety of industry proven business processes, and can follow the development of the situation of competition, as the business workflow (business processes) reforms in the operation of the application to make the appropriate adjustments.
In short, ERP is included in management thinking is very broad and deep, these advanced management ideas have been able to achieve, but also with the development and application of information technology inseparable. ERP not only for the supply chain, reflecting the lean manufacturing, agile manufacturing, concurrent engineering spirit, and must be combined with Total Quality Management (TQM) to ensure quality and customer satisfaction; combination of in-time production (JIT) to eliminate all inefficiencies and waste, reduce inventory and shorten the delivery time; its association with Theory of Constraints (TOC, Theory of Constraint, is to optimize the development of production technology OPT) to define the supply chain bottlenecks, remove constraints to the expansion of enterprise supply chain effective output.
As information technology and the development of modern management thinking, ERP content will continue to expand. Let us explore the significance of the ERP system has profound meaning of the cross-century, China's enterprises to improve competitiveness in the global market to provide comprehensive enterprise management solutions to contribute.
What are the reasons for ERP failure
If we know the causes of the failure of ERP which will certainly help us to overcome these difficulties, making us a successful ERP implementation.
1 failed software developers - a small number of system applications at home, not put enough in order to keep pace with new research and development costs, technology, and factory operations and the implementation of ERP package experience.
(2) the lack of support suppliers - suppliers over the load, can not provide adequate resources.
3 Number of test application is not enough - at least three references, preferably imported to visit a company, and as far as possible interviews with more staff.
4 inexperienced project manager - project manager in your company should be respected and well-known, and know how to manage change.
5. No senior members of the project - all the major stakeholders, such as health management, MIS, accounting, human resources and other departments, should be sent to senior officers.
6 less than the number of project team - can not completely rely on supplier to have received full training with full-time staff, in setting a reasonable time to complete a good job.
7 import duties and responsibilities not clear - the responsibility of members is often the problem is unknown, to determine the project members and senior managers, suppliers are aware of the performance issues.
8. The lack of high-level support - senior managers to support projects such as operating vice president for the members to convene to open a project related to the beginning of advocacy meetings, and answer some of the abstruse problems, such as: System can help me what to do.
9 Lack of commitment to all relevant staff - attitude will make the project succeed or fail, if the relevant person does not know what to get from them will not be used.
10. Not to buy from other stakeholders such as MIS or accounting manager - will be used in any area or interface between the ERP software, project members or guide members to explain the demand.
11. Inadequate training - when the company introduced the ERP system to reduce the budget, the first project is the education and training, but this will affect the long-term chance of success.
12. No firm timetable - if moving too fast, the steps may be missed or not done well; pace too slow, interest, attention, and momentum will not.
13 comprehensive import method - trying to smaller, incremental import, and in order to make easier the management change.
14. Not the actual transaction problem - in order to save costs for the lack of commitment and over-deliver, and when the estimated cost is too conservative.
15 inappropriate to import budget - if funds are not sufficient, do not be afraid ordered a halt to the project.
16 in the import process for all stakeholders miscommunication - will not be too open and honest communication by the accused, the most effective communication and staff work from the first line of face to face communication.
17. Do not know the objectives of the ERP package - ERP software needs to be suitable for some of the integrity of the major programs - business strategy
18. Do not know the purpose of performance measurement and - if the pumping asked a staff or manager, how to apply the system for the ERP package to complete the target, whether there is consistency of rhetoric.
19. No personal reward for the successful import - clearly defined rewards or other incentives or money, increase the chance of success.
20. Do not know the result if the import fails - senior managers must be prepared to endure, because the person who with intent to evade responsibility for the impact of
21. ERP software fit the business needs of poor - an appropriate needs analysis and supplier selection process, should be made to ensure the desired features and functions.
22 The lack of complete applications and other integration - integration is key, its in a multi-plant environment, including point to point between the supply chain management, maintenance management, engineering, business operations analysis of the integrity of the results ( such as: job costing, strategic source).
23. Without the normal procedures to resolve issues - each project needs a simple and effective way to solve the problem, issue a formal record of a single, specific problems that the owner, regular management meetings to discuss its severity.
24. Poor system design and architecture - hardware and software design should be included in the open, in order to provide maximum flexibility.
25. Inappropriate pre-process design work - demand-driven business process reengineering, in other words also in the promotion of a system specification, so the process of change and ERP to import the same time.
26 unexpected by the new process / system design changes due to work - because the program changes, job functions also need to change, so to redefine the job description.
27 would be too much off the package for repair - the less the repair of passenger demand, package integration, maintenance, easy and inexpensive to upgrade the more time can be shortened.
28. Poor planning and execution of data conversion from the old system - to confirm the old information is accurate and complete to the conversion of the format, the data conversion operation should not automatically recurring.
29. A lack of understanding of policy and process - any changes to the policies and procedures, have clear documentation and communication, and affected persons.
30 The test is not sufficient - ERP system by the user before the import for rigorous testing to determine the adequacy of specifications, including the customer if the repair specifications, testing is particularly important.
31. The lack of proper navigation trial - ERP system in a fully open, should make navigation in a conference room pilot, multi-plant environment, if a plant should be executed. You can also try a single module for navigation, to make a track record, if successful, will help the software into the team's confidence.
32 system hardware inadequate - and sometimes forgotten as the team clearly should be placed in all new hardware factory there.
33 ERP system's lack of resources - is not always representative of automation to reduce staff, assuming the system from completely (not the table without a manual system) to full-featured ERP, the first time the total need someone to collect, enter, analyze data, and have to perform computer operations, such as backup procedures.
34. Too many things began to prepare - some of the ERP package, first make a lot of work ahead, such as setting parameters and options, may not need to load a lot of information, and other systems to create complex interfaces between devices and the complexity and uncertainty hardware.
1 failed software developers - a small number of system applications at home, not put enough in order to keep pace with new research and development costs, technology, and factory operations and the implementation of ERP package experience.
(2) the lack of support suppliers - suppliers over the load, can not provide adequate resources.
3 Number of test application is not enough - at least three references, preferably imported to visit a company, and as far as possible interviews with more staff.
4 inexperienced project manager - project manager in your company should be respected and well-known, and know how to manage change.
5. No senior members of the project - all the major stakeholders, such as health management, MIS, accounting, human resources and other departments, should be sent to senior officers.
6 less than the number of project team - can not completely rely on supplier to have received full training with full-time staff, in setting a reasonable time to complete a good job.
7 import duties and responsibilities not clear - the responsibility of members is often the problem is unknown, to determine the project members and senior managers, suppliers are aware of the performance issues.
8. The lack of high-level support - senior managers to support projects such as operating vice president for the members to convene to open a project related to the beginning of advocacy meetings, and answer some of the abstruse problems, such as: System can help me what to do.
9 Lack of commitment to all relevant staff - attitude will make the project succeed or fail, if the relevant person does not know what to get from them will not be used.
10. Not to buy from other stakeholders such as MIS or accounting manager - will be used in any area or interface between the ERP software, project members or guide members to explain the demand.
11. Inadequate training - when the company introduced the ERP system to reduce the budget, the first project is the education and training, but this will affect the long-term chance of success.
12. No firm timetable - if moving too fast, the steps may be missed or not done well; pace too slow, interest, attention, and momentum will not.
13 comprehensive import method - trying to smaller, incremental import, and in order to make easier the management change.
14. Not the actual transaction problem - in order to save costs for the lack of commitment and over-deliver, and when the estimated cost is too conservative.
15 inappropriate to import budget - if funds are not sufficient, do not be afraid ordered a halt to the project.
16 in the import process for all stakeholders miscommunication - will not be too open and honest communication by the accused, the most effective communication and staff work from the first line of face to face communication.
17. Do not know the objectives of the ERP package - ERP software needs to be suitable for some of the integrity of the major programs - business strategy
18. Do not know the purpose of performance measurement and - if the pumping asked a staff or manager, how to apply the system for the ERP package to complete the target, whether there is consistency of rhetoric.
19. No personal reward for the successful import - clearly defined rewards or other incentives or money, increase the chance of success.
20. Do not know the result if the import fails - senior managers must be prepared to endure, because the person who with intent to evade responsibility for the impact of
21. ERP software fit the business needs of poor - an appropriate needs analysis and supplier selection process, should be made to ensure the desired features and functions.
22 The lack of complete applications and other integration - integration is key, its in a multi-plant environment, including point to point between the supply chain management, maintenance management, engineering, business operations analysis of the integrity of the results ( such as: job costing, strategic source).
23. Without the normal procedures to resolve issues - each project needs a simple and effective way to solve the problem, issue a formal record of a single, specific problems that the owner, regular management meetings to discuss its severity.
24. Poor system design and architecture - hardware and software design should be included in the open, in order to provide maximum flexibility.
25. Inappropriate pre-process design work - demand-driven business process reengineering, in other words also in the promotion of a system specification, so the process of change and ERP to import the same time.
26 unexpected by the new process / system design changes due to work - because the program changes, job functions also need to change, so to redefine the job description.
27 would be too much off the package for repair - the less the repair of passenger demand, package integration, maintenance, easy and inexpensive to upgrade the more time can be shortened.
28. Poor planning and execution of data conversion from the old system - to confirm the old information is accurate and complete to the conversion of the format, the data conversion operation should not automatically recurring.
29. A lack of understanding of policy and process - any changes to the policies and procedures, have clear documentation and communication, and affected persons.
30 The test is not sufficient - ERP system by the user before the import for rigorous testing to determine the adequacy of specifications, including the customer if the repair specifications, testing is particularly important.
31. The lack of proper navigation trial - ERP system in a fully open, should make navigation in a conference room pilot, multi-plant environment, if a plant should be executed. You can also try a single module for navigation, to make a track record, if successful, will help the software into the team's confidence.
32 system hardware inadequate - and sometimes forgotten as the team clearly should be placed in all new hardware factory there.
33 ERP system's lack of resources - is not always representative of automation to reduce staff, assuming the system from completely (not the table without a manual system) to full-featured ERP, the first time the total need someone to collect, enter, analyze data, and have to perform computer operations, such as backup procedures.
34. Too many things began to prepare - some of the ERP package, first make a lot of work ahead, such as setting parameters and options, may not need to load a lot of information, and other systems to create complex interfaces between devices and the complexity and uncertainty hardware.
The difference between CRM and DRP
During the CRM system selection, many companies will the current CRM software sales management functions misunderstanding and hope through the CRM system to collect market information, sales information (daily sales) and inventory information, which is the most CRM system could not do, but it is DRP (Distribution Resource Planning, Distribution Resource Planning) system's core functionality.
CRM and DRP's misleading part is that sales management. Although CRM and DRP vendors claim they have a sales management function, but the meaning is not the same.
DRP to achieve the corporate management of distribution channels, such as headquarters, sales subsidiaries, distributors, agents or chain stores, mainly for order management, inventory, financial transactions and so on. It solves the main problems are:
1. The use of information technology to improve the marketing aspects of the business process efficiency, reduce employee strength, improve information transmission speed, efficiency and accuracy.
2. Grasp the distribution chain inventory, reduce inventory and waste, reduce safety stock, reduce transportation costs. To avoid out of stock, while avoiding the goods in excessive pressure on the demand chain.
3. Timely delivery of orders and sales information, improve customer demand for cargo planning and resource allocation to plan management, production orders and customer demand driven rather than production driven by sales.
4. Strict control of cost of sales, channel marketing, reduce costs, enhance the accounts receivable control.
And the DRP is different from most CRM software sales management to the sales staff is mainly used, rather than to the sales order processing and financial personnel. Application of CRM sales management aims to improve sales productivity and knowledge sharing level. It provides sales management capabilities include:
1. Sales staff, sales force, sales commission management.
2. Customer information, contacts, sales opportunities (projects), competitors of information management.
3. Record with the customer contact process, and related document management.
4. Personal and team calendars arrangements.
For regional companies operating in terms of the DRP software with orders, inventory, financial management is a natural demand. Application DRP system, companies can learn all levels of real-time inventory, fast processing of orders, accounts receivable and credit management, improve sales management effectiveness.
The CRM system can not meet these requirements. Therefore, in order to enable more users to choose their own software and services, CRM software vendors in their sales management should be added to some of the features DRP or the DRP software, CRM software with well integrated.
In view of the current CRM and DRP software the functions of sales management for those who want to work in information technology companies, if you want to in the sales automation system, the realization of inventory, sales and financial management, only two to take. First, the use of large-scale management software (such as Oracle E-Business Suite) is part of the module, the other way is to use a different brand of CRM and DRP software, system integration and a lot of work.
CRM and DRP's misleading part is that sales management. Although CRM and DRP vendors claim they have a sales management function, but the meaning is not the same.
DRP to achieve the corporate management of distribution channels, such as headquarters, sales subsidiaries, distributors, agents or chain stores, mainly for order management, inventory, financial transactions and so on. It solves the main problems are:
1. The use of information technology to improve the marketing aspects of the business process efficiency, reduce employee strength, improve information transmission speed, efficiency and accuracy.
2. Grasp the distribution chain inventory, reduce inventory and waste, reduce safety stock, reduce transportation costs. To avoid out of stock, while avoiding the goods in excessive pressure on the demand chain.
3. Timely delivery of orders and sales information, improve customer demand for cargo planning and resource allocation to plan management, production orders and customer demand driven rather than production driven by sales.
4. Strict control of cost of sales, channel marketing, reduce costs, enhance the accounts receivable control.
And the DRP is different from most CRM software sales management to the sales staff is mainly used, rather than to the sales order processing and financial personnel. Application of CRM sales management aims to improve sales productivity and knowledge sharing level. It provides sales management capabilities include:
1. Sales staff, sales force, sales commission management.
2. Customer information, contacts, sales opportunities (projects), competitors of information management.
3. Record with the customer contact process, and related document management.
4. Personal and team calendars arrangements.
For regional companies operating in terms of the DRP software with orders, inventory, financial management is a natural demand. Application DRP system, companies can learn all levels of real-time inventory, fast processing of orders, accounts receivable and credit management, improve sales management effectiveness.
The CRM system can not meet these requirements. Therefore, in order to enable more users to choose their own software and services, CRM software vendors in their sales management should be added to some of the features DRP or the DRP software, CRM software with well integrated.
In view of the current CRM and DRP software the functions of sales management for those who want to work in information technology companies, if you want to in the sales automation system, the realization of inventory, sales and financial management, only two to take. First, the use of large-scale management software (such as Oracle E-Business Suite) is part of the module, the other way is to use a different brand of CRM and DRP software, system integration and a lot of work.
Risk of ERP and its prevention
No matter how favorable business conditions, preparations made, no matter how full the implementation of the risk still exists. In the ERP system implementation cycles, various factors may change at any time. How to effectively manage and control risk is to ensure the successful implementation of ERP systems is one important part.
ERP project risk
Often people fail to consider the factors in the general focus on the implementation process of analysis of many factors, but often overlooked items completed before the start of the implementation of ERP systems and the potential risks. For the ERP project, the risk exists in the whole process of the project, including project planning, project pre-preparation, implementation and system operation. To sum up, ERP project risks are mainly the following aspects:
1. The lack of planning or poor planning;
2 The project is not fully prepared, the performance of ERP software for hardware selection and choose the wrong;
3 implementation of process control is not strict, the results did not meet the stage;
4. The lack of effective control of the design process aspects;
5 the results are reasonable without making the assessment or evaluation;
6 The system safety design is imperfect, there is a systematic illegal invasion risk;
7. Disaster prevention measures are inappropriate or incomplete, likely to cause system crashes.
1. The existence of a corporate strategic planning of IT system planning five years? With the information society, IT systems for enterprises is not only a tool, but also techniques. ERP as an important component of IT systems and services in the enterprise's long-term planning, long-term planning tools and assurance. ERP's goal from the IT system is planned to evaluate the success or failure of the basic standard ERP systems, IT systems should be based on planning, a clear scope of ERP systems and implementation of content.
2. Pre-project preparation to determine the hardware and network solutions, select the ERP system and assessment consulting partners are the three main tasks of this stage is the implementation of the three elements of the ERP system. Hardware and network solutions directly affect system performance, the reliability and stability; ERP system function determines the strength of corporate demand satisfaction; consulting partner's ability and experience determine the quality of the implementation process and the implementation of the results.
3. Project control in ERP systems implementation, project management techniques commonly used to control and manage the implementation process. Effective implementation of the control performance in science and implementation plan, clear the stage results and the results of rigorous review. Moreover, effective control of coordination is also reflected in a positive and smooth information transmission channels. Organization, including ERP implementation: steering committee, project manager, external consultants, IT departments, functional departments of the implementation team and functional departments of the end user. Coordination and communication between departments was good or bad decision to implement the process of work quality and work efficiency. At present, enterprises lack the appropriate project manager under the conditions of this risk is particularly evident and severe.
4. Business process control enterprise business process reengineering in the design phase of project implementation completed. Process control and monitoring to ensure that the ERP in the formal aspects of running, the business is effectively under control, to avoid human losses suffered enterprises. Design control aspects, we should take into account the control and efficiency. Too much control of redundant links and business processes is bound to reduce efficiency. And there will be insufficient to control the business aspects of the risk of loss of control.
5. Although the effect of project implementation project evaluation process of ERP implementation is the last link. But this does not mean that project evaluation is not important. On the contrary, the results of project evaluation is a direct reflection of the effect of ERP implementation. Correct evaluation of the implementation of results, without clear implementation goals and objective evaluation criteria and scientific methods of evaluation. Widespread neglect of the current project evaluation issues. Ignore the project evaluation will lead to the implementation team does not care about the implementation of the results of this risk. This is where ERP projects huge risk.
6. System Security Management System Security, including: operating system license, network equipment, access, application access system functions, data access, virus prevention, intrusion monitoring, tracking data changes, the security of data backup and archiving, security management host room regulations, the system administrator's supervision, and so on. At present, the enterprise master computer technology are fewer, not more computer access the Internet. Therefore, the implementation of ERP systems, the prevalence of the phenomenon does not attach importance to system security. Such as: Users pay no attention to password security, more than other super-user authorization. Direct consequence of the lack of safety awareness in the security design of the system there are flaws and shortcomings. In recent years, there have been newspaper disclosure of bank or corporate computer systems is the illegal invasion of a message, which sounded the alarm to the enterprise.
7. Accident or disaster, floods, fires, earthquakes and other natural disasters irresistible ERP systems will give a devastating blow. After the opening of business ERP systems, such damage will directly result in the transaction of business interruption caused incalculable damage to the enterprise. Proactive strategies and countermeasures to reduce the risk of the recipe. Such as the establishment of remote backup and recovery mechanisms; in the computer system does not work the case, manual handling operations to restore the steps and measures.
ERP project risk
Often people fail to consider the factors in the general focus on the implementation process of analysis of many factors, but often overlooked items completed before the start of the implementation of ERP systems and the potential risks. For the ERP project, the risk exists in the whole process of the project, including project planning, project pre-preparation, implementation and system operation. To sum up, ERP project risks are mainly the following aspects:
1. The lack of planning or poor planning;
2 The project is not fully prepared, the performance of ERP software for hardware selection and choose the wrong;
3 implementation of process control is not strict, the results did not meet the stage;
4. The lack of effective control of the design process aspects;
5 the results are reasonable without making the assessment or evaluation;
6 The system safety design is imperfect, there is a systematic illegal invasion risk;
7. Disaster prevention measures are inappropriate or incomplete, likely to cause system crashes.
1. The existence of a corporate strategic planning of IT system planning five years? With the information society, IT systems for enterprises is not only a tool, but also techniques. ERP as an important component of IT systems and services in the enterprise's long-term planning, long-term planning tools and assurance. ERP's goal from the IT system is planned to evaluate the success or failure of the basic standard ERP systems, IT systems should be based on planning, a clear scope of ERP systems and implementation of content.
2. Pre-project preparation to determine the hardware and network solutions, select the ERP system and assessment consulting partners are the three main tasks of this stage is the implementation of the three elements of the ERP system. Hardware and network solutions directly affect system performance, the reliability and stability; ERP system function determines the strength of corporate demand satisfaction; consulting partner's ability and experience determine the quality of the implementation process and the implementation of the results.
3. Project control in ERP systems implementation, project management techniques commonly used to control and manage the implementation process. Effective implementation of the control performance in science and implementation plan, clear the stage results and the results of rigorous review. Moreover, effective control of coordination is also reflected in a positive and smooth information transmission channels. Organization, including ERP implementation: steering committee, project manager, external consultants, IT departments, functional departments of the implementation team and functional departments of the end user. Coordination and communication between departments was good or bad decision to implement the process of work quality and work efficiency. At present, enterprises lack the appropriate project manager under the conditions of this risk is particularly evident and severe.
4. Business process control enterprise business process reengineering in the design phase of project implementation completed. Process control and monitoring to ensure that the ERP in the formal aspects of running, the business is effectively under control, to avoid human losses suffered enterprises. Design control aspects, we should take into account the control and efficiency. Too much control of redundant links and business processes is bound to reduce efficiency. And there will be insufficient to control the business aspects of the risk of loss of control.
5. Although the effect of project implementation project evaluation process of ERP implementation is the last link. But this does not mean that project evaluation is not important. On the contrary, the results of project evaluation is a direct reflection of the effect of ERP implementation. Correct evaluation of the implementation of results, without clear implementation goals and objective evaluation criteria and scientific methods of evaluation. Widespread neglect of the current project evaluation issues. Ignore the project evaluation will lead to the implementation team does not care about the implementation of the results of this risk. This is where ERP projects huge risk.
6. System Security Management System Security, including: operating system license, network equipment, access, application access system functions, data access, virus prevention, intrusion monitoring, tracking data changes, the security of data backup and archiving, security management host room regulations, the system administrator's supervision, and so on. At present, the enterprise master computer technology are fewer, not more computer access the Internet. Therefore, the implementation of ERP systems, the prevalence of the phenomenon does not attach importance to system security. Such as: Users pay no attention to password security, more than other super-user authorization. Direct consequence of the lack of safety awareness in the security design of the system there are flaws and shortcomings. In recent years, there have been newspaper disclosure of bank or corporate computer systems is the illegal invasion of a message, which sounded the alarm to the enterprise.
7. Accident or disaster, floods, fires, earthquakes and other natural disasters irresistible ERP systems will give a devastating blow. After the opening of business ERP systems, such damage will directly result in the transaction of business interruption caused incalculable damage to the enterprise. Proactive strategies and countermeasures to reduce the risk of the recipe. Such as the establishment of remote backup and recovery mechanisms; in the computer system does not work the case, manual handling operations to restore the steps and measures.
The relationship between ERP and enterprise applications
ERP is to borrow a new management model to transform the old original business management, is an advanced and effective management ideas and methods. ERP software applications in the actual promotion, the depth and breadth of its application are not in place, most enterprises had no significant effect, did not cause the shock decision makers and people's attention.
1. Implementation of ERP is a full range of change in corporate business management leadership should first be educated, followed by the implementation of modern management theory and perpetrators, standardize corporate governance and related areas, making it the leader, management and staff conscious action to make sense of modern management rooted in the enterprise, as part of corporate culture. Foreign companies to implement ERP seems to be no room for discussion, the overall acceptance, self-awareness strong. In fact, this is perfectly justified to do business, and we have to wait for ideas to improve, ideas, and sometimes avoid the edge, accommodating old, passing the buck. If we do not firmly say goodbye to those bad habits, this comprehensive change will be repeated, or even die.
2. Corporate management team to reach a consensus to the eye inward, Enhancing strength, good management of the foundation work, which no matter how good the application software and software vendors can not provide the only hard work diligently on their own. The ERP implementation is called "top-level officials project", which shows the company's decision-makers in the ERP implementation process of the special role. ERP is a management system, affecting the overall situation, there is no top-level officials of the participation and empowerment, it is difficult to mobilize global.
3. ERP is an investment in ERP systems engineering input and output devices and other fixed assets, more inputs and outputs, not so straightforward, plain and clear, return on investment can not immediately get to see benefits. ERP investment is a systematic project, and can not be immediate, it is to manage the implementation of the main idea, which is a red line in business management. It is long-term work, create efficiency in the deepening to the management to be effective. In addition, the implementation of ERP but also local conditions, corporate and other, specific issues and problems. First of all, according to the specific needs of the corresponding system, not generally have on the minicomputer, regardless of business size or WindowsNT, so that long-term operation of the enterprise harm. Second, this input is not a once and for all, as technology has developed rapidly, with the depth of work, businesses will feel more and more scarce resources, each year should be a corresponding investment in order to ensure the healthy functioning of the system.
4. ERP implementation requires professionals who compound is necessary to understand computer technology, but also understand the management. Colleges and universities of the compound talents far failed to meet the needs of enterprises. Combined talents requires a process and a certain time, but business leaders often put such little talent as a general manager, did not treat them as the enterprise hard-earned wealth, is an important team . This long-term neglect of management, these versatile talents in the company's position is far less than market development and product developers, but "supporting" role, not a policy tilt object, this factor is an important reason for brain drain. In addition, when the ERP business, these versatile talents played a leading role, but once management into the routine, they seemed to be superfluous, and this law has become a necessity. In the talent market, the most active compound talents, those discerning entrepreneurs will work hard to tap talent, which is not conducive to the implementation of the team's stability.
In short, the conditions of enterprises should lose no ground with ERP management system, not only engage in pure research, and then studied for a long time to study. Be the first to organize a good internal management and basic data, select or develop their own ERP software companies, the conditions are ripe on the last.
1. Implementation of ERP is a full range of change in corporate business management leadership should first be educated, followed by the implementation of modern management theory and perpetrators, standardize corporate governance and related areas, making it the leader, management and staff conscious action to make sense of modern management rooted in the enterprise, as part of corporate culture. Foreign companies to implement ERP seems to be no room for discussion, the overall acceptance, self-awareness strong. In fact, this is perfectly justified to do business, and we have to wait for ideas to improve, ideas, and sometimes avoid the edge, accommodating old, passing the buck. If we do not firmly say goodbye to those bad habits, this comprehensive change will be repeated, or even die.
2. Corporate management team to reach a consensus to the eye inward, Enhancing strength, good management of the foundation work, which no matter how good the application software and software vendors can not provide the only hard work diligently on their own. The ERP implementation is called "top-level officials project", which shows the company's decision-makers in the ERP implementation process of the special role. ERP is a management system, affecting the overall situation, there is no top-level officials of the participation and empowerment, it is difficult to mobilize global.
3. ERP is an investment in ERP systems engineering input and output devices and other fixed assets, more inputs and outputs, not so straightforward, plain and clear, return on investment can not immediately get to see benefits. ERP investment is a systematic project, and can not be immediate, it is to manage the implementation of the main idea, which is a red line in business management. It is long-term work, create efficiency in the deepening to the management to be effective. In addition, the implementation of ERP but also local conditions, corporate and other, specific issues and problems. First of all, according to the specific needs of the corresponding system, not generally have on the minicomputer, regardless of business size or WindowsNT, so that long-term operation of the enterprise harm. Second, this input is not a once and for all, as technology has developed rapidly, with the depth of work, businesses will feel more and more scarce resources, each year should be a corresponding investment in order to ensure the healthy functioning of the system.
4. ERP implementation requires professionals who compound is necessary to understand computer technology, but also understand the management. Colleges and universities of the compound talents far failed to meet the needs of enterprises. Combined talents requires a process and a certain time, but business leaders often put such little talent as a general manager, did not treat them as the enterprise hard-earned wealth, is an important team . This long-term neglect of management, these versatile talents in the company's position is far less than market development and product developers, but "supporting" role, not a policy tilt object, this factor is an important reason for brain drain. In addition, when the ERP business, these versatile talents played a leading role, but once management into the routine, they seemed to be superfluous, and this law has become a necessity. In the talent market, the most active compound talents, those discerning entrepreneurs will work hard to tap talent, which is not conducive to the implementation of the team's stability.
In short, the conditions of enterprises should lose no ground with ERP management system, not only engage in pure research, and then studied for a long time to study. Be the first to organize a good internal management and basic data, select or develop their own ERP software companies, the conditions are ripe on the last.
Something about the development of ERP consulting career growth path
1 From the ERP sales to consultants:
I do not know when, the original sales career with a bias that changed the mind of Chinese people: the most money or engage in sales; most likely to find work or engage in sales; knowingly selling better not to pursue resolutely turn their sales unless desperate ; We've been selling their own sales but on the NPC to prepare to flee the battlefield; but the sales staff is really great, no one to admire, difficult boss is easy to do TOP SALES, SALES is the life.
I do not know since when, an old classmate to ask: now what? Engaged in implementation. Engage in selling it? No future, you are eliminated.
I do not know when starting a boss asked: like what? Engage in the implementation. Engage in selling it? No future, and a business will be promoted to do a sales staff person in charge of branches, will not promote the implementation of a branch or developer to do the responsible person.
I do not know when since, a lot of sales decided to embark on the implementation of the road, because a belief: no experience in the implementation of sales is not depth. Later, post-sales implementation and pre-sales consultants were all one word instead of a "consultant", the future of one consultant was born.
I do not know when, the "consultant" has become a fashionable topic, both in pre-sales consultant did not leave a great battle, and became the senior management personnel responsible for promotion object branch
I do not know when starting a software company owner to read thousands of resumes to find a sales manager for the difficult, until one day Huangwu bow saying: "No firm has done technical sales staff can not be promoted to sales manager."
2 from the ERP implementation to the consultant:
I do not know when, the implementation of the staff changed its name into "implementation of the consultant," "consultant."
I do not know when, the implementation of the staff became orthodox "consultants" are test played a MBA, both to learn the English, have become the highest level of software technical personnel.
I do not know when, the implementation of the personnel requirements of the increasingly high quality: can engage over the development of analytical development needs, the establishment of the energy mix over executive management philosophy, have years of industry experience to understand industry characteristics, engage in consultation before to re-engineering business management, had certified to test the software very familiar to the MBA can comment on our management, have good quality of sales staff and customer communication ...
3 from customer ERP maintenance to consulting:
I do not know when, the large number of ERP customers to create ERP has become the second cradle of talent, even more than the software company.
I do not know when, the large number of trained people from the ERP customers and software companies to implement personnel into the same "consultants" to the software company.
I do not know when, the large number of ERP customers to develop talent better than a software company to implement staff, they understand the business, companies stand a better angle and solve problems.
I do not know when, the software company's implementation of the staff toward the enterprise, perhaps to the high-end ERP detours, but the software company to do business only to find how sorry Party B, to little less, can not not go , can not improve on ...
I do not know when, the large number of ERP customers will either develop the software in addition to the implementation of human resources development will become a real "sales consultant"
4. From development to consulting
I do not know when, the development was finally dry, but is so young, and developed into a pre-sales "technical adviser" or the implementation consultant.
I do not know when, the development and implementation of the salary less than the sales consultant, and a large number of developing a transfer.
I do not know when, the developers have finally set the long to cook the implementation of a technical background, senior consultant, and outshine the traditional implementation of the staff.
I do not know when, the development has finally found his circle is too small, too expensive to do development of interpersonal relationships, dealing with people and transfer the sales and implementation, to understand "by the technology before the age of 30, after 30 years of age by the relationship" deep reason
I do not know when, the development was finally found to do the implementation of the "consultant" is the true original talent, both will also be cultural reasons but also will work, find themselves eliminated.
5 from the teacher to ERP consultants
I do not know when, the largest corporate training department began to discover the vast future, to have long turned to pre-and post-sales implementation consultancy.
I do not know when, the sea to start a part-time professor of consultants, software companies over the value of fresh implementation of the consultant.
6 from management consulting to ERP consultants
I do not know when, the management consulting firm also hung a piece of a new brand, the realization of ERP consulting, ERP has become the most qualified consultants.
I do not know when, the management consulting firm, who became the ultimate goal of ERP consultants, to build from the Coban's "consultant" division.
I do not know when, the implementation of management consulting + software + other = "Consultant"
I do not know when, the management consulting firm, became a "consultant" authentic.
7. Born consultant
I do not know when, the software company is unable to recruit experienced people, and began to build a natural way of consultants: Dr. graduates to train themselves.
I do not know when, the software companies attracted the turtles kelp on the consultant directly, at least they have a consultant on diplomas, overseas experience, English language, qualifications experience etc.
I do not know when, the switch to become the consultant who, from his previous experience with the consultants as part of a number of conditions: executives, industry many years of experience, there are highly educated .
I do not know when, the original sales career with a bias that changed the mind of Chinese people: the most money or engage in sales; most likely to find work or engage in sales; knowingly selling better not to pursue resolutely turn their sales unless desperate ; We've been selling their own sales but on the NPC to prepare to flee the battlefield; but the sales staff is really great, no one to admire, difficult boss is easy to do TOP SALES, SALES is the life.
I do not know since when, an old classmate to ask: now what? Engaged in implementation. Engage in selling it? No future, you are eliminated.
I do not know when starting a boss asked: like what? Engage in the implementation. Engage in selling it? No future, and a business will be promoted to do a sales staff person in charge of branches, will not promote the implementation of a branch or developer to do the responsible person.
I do not know when since, a lot of sales decided to embark on the implementation of the road, because a belief: no experience in the implementation of sales is not depth. Later, post-sales implementation and pre-sales consultants were all one word instead of a "consultant", the future of one consultant was born.
I do not know when, the "consultant" has become a fashionable topic, both in pre-sales consultant did not leave a great battle, and became the senior management personnel responsible for promotion object branch
I do not know when starting a software company owner to read thousands of resumes to find a sales manager for the difficult, until one day Huangwu bow saying: "No firm has done technical sales staff can not be promoted to sales manager."
2 from the ERP implementation to the consultant:
I do not know when, the implementation of the staff changed its name into "implementation of the consultant," "consultant."
I do not know when, the implementation of the staff became orthodox "consultants" are test played a MBA, both to learn the English, have become the highest level of software technical personnel.
I do not know when, the implementation of the personnel requirements of the increasingly high quality: can engage over the development of analytical development needs, the establishment of the energy mix over executive management philosophy, have years of industry experience to understand industry characteristics, engage in consultation before to re-engineering business management, had certified to test the software very familiar to the MBA can comment on our management, have good quality of sales staff and customer communication ...
3 from customer ERP maintenance to consulting:
I do not know when, the large number of ERP customers to create ERP has become the second cradle of talent, even more than the software company.
I do not know when, the large number of trained people from the ERP customers and software companies to implement personnel into the same "consultants" to the software company.
I do not know when, the large number of ERP customers to develop talent better than a software company to implement staff, they understand the business, companies stand a better angle and solve problems.
I do not know when, the software company's implementation of the staff toward the enterprise, perhaps to the high-end ERP detours, but the software company to do business only to find how sorry Party B, to little less, can not not go , can not improve on ...
I do not know when, the large number of ERP customers will either develop the software in addition to the implementation of human resources development will become a real "sales consultant"
4. From development to consulting
I do not know when, the development was finally dry, but is so young, and developed into a pre-sales "technical adviser" or the implementation consultant.
I do not know when, the development and implementation of the salary less than the sales consultant, and a large number of developing a transfer.
I do not know when, the developers have finally set the long to cook the implementation of a technical background, senior consultant, and outshine the traditional implementation of the staff.
I do not know when, the development has finally found his circle is too small, too expensive to do development of interpersonal relationships, dealing with people and transfer the sales and implementation, to understand "by the technology before the age of 30, after 30 years of age by the relationship" deep reason
I do not know when, the development was finally found to do the implementation of the "consultant" is the true original talent, both will also be cultural reasons but also will work, find themselves eliminated.
5 from the teacher to ERP consultants
I do not know when, the largest corporate training department began to discover the vast future, to have long turned to pre-and post-sales implementation consultancy.
I do not know when, the sea to start a part-time professor of consultants, software companies over the value of fresh implementation of the consultant.
6 from management consulting to ERP consultants
I do not know when, the management consulting firm also hung a piece of a new brand, the realization of ERP consulting, ERP has become the most qualified consultants.
I do not know when, the management consulting firm, who became the ultimate goal of ERP consultants, to build from the Coban's "consultant" division.
I do not know when, the implementation of management consulting + software + other = "Consultant"
I do not know when, the management consulting firm, became a "consultant" authentic.
7. Born consultant
I do not know when, the software company is unable to recruit experienced people, and began to build a natural way of consultants: Dr. graduates to train themselves.
I do not know when, the software companies attracted the turtles kelp on the consultant directly, at least they have a consultant on diplomas, overseas experience, English language, qualifications experience etc.
I do not know when, the switch to become the consultant who, from his previous experience with the consultants as part of a number of conditions: executives, industry many years of experience, there are highly educated .
Inadequacies of the ERP
ERP (Enterprise Resource Plan) is made of the nineties the concept of its predecessor dating back to the sixties of last century brought about the MRP (Material Require Plan) concept. "ERP's core philosophy is to plan and balance here of plans, including strategic planning, sales and operations planning, master production scheduling, material requirements planning, capacity planning and procurement plans, while also including the company's operating budget, capital budget and the final cash budget.
Here the balance, including the internal environment and external environment, the balance of corporate, strategic and tactical balance of external demand and ability to balance business, business operation and financial supply balance. From strategic planning, sales and operations planning, master production scheduling and to the material requirements planning to undergo a top to bottom, from coarse to fine the decomposition process. In this process, in order to ensure that the scheme is feasible after decomposition, it is necessary in the plan to balance on all levels, first level of the strategic plan to balance, then the sales and operational planning levels of balance, followed by the master production schedule level and, finally, material requirements planning level. Not on a level of balance, should not and can not plan for the next level of balance in an attempt to do so, only may increase the planned confusion in the implementation process, the plan becomes unenforceable. So, now most of the companies, in addition to the bottom of the operator to do some things in the real, other levels of people did not do anything else, is to do a thing all day, is to do the coordination of resources and deployment. "
If all goes according to plan can, of course, this is a good program. Unfortunately, a large gap between ideal and reality, customers, competitors and market environment is not according to your plan. So keep an "abnormal situation" and must be constantly adjusted. "Abnormal situation" more than one enterprise will inevitably stretched, struggling to cope, resulting in poor management, shortages of materials or redundant, production delays, lower-quality product, on time delivery of orders and other consequences.
From the implementation technology, the current ERP software is basically a hard-coded program. Software vendors according to the prevailing business environment, general business needs, achieve their vision for the enterprise's various business functions. However, each company's situation is not the same, the software vendor is unlikely to clear the user's business, not to think of what changes will happen. However, we see that software vendors is to shape the basic features of the software and its imposition to the user, regardless of these features is appropriate to the actual situation, the lingua franca of access to, and the United States its called "standardized", "the most best practice. " Do a better job, and business in the future would be possible to do some business and environmental changes predicted in response to changes in the software set aside some of the means (for example, by setting some parameters), but because the software itself to the construction of its response to changes in capacity is very limited. So many ERP system in the on-line a few years later, it can not meet the requirements of corporate business development, had to reinvent the wheel. What is more, not even on the line, and finally nothing.
From the point of view of business processes to achieve the current ERP software is basically to support the "function-centric" mode of operation, the distribution of a complete business process of each function in the system menu, and then allocated to each individual job function menu employees. Characterized by the staff saw wood for the trees, the overall purpose and significance of the process is not clear, can only passively to fulfill its responsibilities. "Business process" is not a managed object, but implicit in the system, each function menu. Therefore, to adjust a business process, you must modify the business processes of the formation of several programs, involving a wide range of difficulty and risks are great, sometimes not feasible. "Business-centric" operations require employees with a great deal of autonomy, according to the order specific requirements, flexibility to adjust processes and organizational resources, quickly and efficiently provide customers with products and services. Therefore, a good ERP software required to support the current "business-centric" mode of operation, are wrong.
It says so much, summed up the word: the current inability to deal with fundamental changes in ERP software. This is determined by its philosophy, technology and features of the decision is flawed, there is no antidote.
Admittedly, some of the ERP project is now achieved some results, but from the "success" standard is very weak. "At least so far, no company claims, ERP to produce a surprisingly effective growth, the successful implementation of ERP is just that the original business can basically running on the ERP." Even if such a standard measure , ERP project's "success rate" is still very low, probably less than 10 percent.
In order to completely change the current corporate status of information system applications, the need for new ideas and new thinking.
Here the balance, including the internal environment and external environment, the balance of corporate, strategic and tactical balance of external demand and ability to balance business, business operation and financial supply balance. From strategic planning, sales and operations planning, master production scheduling and to the material requirements planning to undergo a top to bottom, from coarse to fine the decomposition process. In this process, in order to ensure that the scheme is feasible after decomposition, it is necessary in the plan to balance on all levels, first level of the strategic plan to balance, then the sales and operational planning levels of balance, followed by the master production schedule level and, finally, material requirements planning level. Not on a level of balance, should not and can not plan for the next level of balance in an attempt to do so, only may increase the planned confusion in the implementation process, the plan becomes unenforceable. So, now most of the companies, in addition to the bottom of the operator to do some things in the real, other levels of people did not do anything else, is to do a thing all day, is to do the coordination of resources and deployment. "
If all goes according to plan can, of course, this is a good program. Unfortunately, a large gap between ideal and reality, customers, competitors and market environment is not according to your plan. So keep an "abnormal situation" and must be constantly adjusted. "Abnormal situation" more than one enterprise will inevitably stretched, struggling to cope, resulting in poor management, shortages of materials or redundant, production delays, lower-quality product, on time delivery of orders and other consequences.
From the implementation technology, the current ERP software is basically a hard-coded program. Software vendors according to the prevailing business environment, general business needs, achieve their vision for the enterprise's various business functions. However, each company's situation is not the same, the software vendor is unlikely to clear the user's business, not to think of what changes will happen. However, we see that software vendors is to shape the basic features of the software and its imposition to the user, regardless of these features is appropriate to the actual situation, the lingua franca of access to, and the United States its called "standardized", "the most best practice. " Do a better job, and business in the future would be possible to do some business and environmental changes predicted in response to changes in the software set aside some of the means (for example, by setting some parameters), but because the software itself to the construction of its response to changes in capacity is very limited. So many ERP system in the on-line a few years later, it can not meet the requirements of corporate business development, had to reinvent the wheel. What is more, not even on the line, and finally nothing.
From the point of view of business processes to achieve the current ERP software is basically to support the "function-centric" mode of operation, the distribution of a complete business process of each function in the system menu, and then allocated to each individual job function menu employees. Characterized by the staff saw wood for the trees, the overall purpose and significance of the process is not clear, can only passively to fulfill its responsibilities. "Business process" is not a managed object, but implicit in the system, each function menu. Therefore, to adjust a business process, you must modify the business processes of the formation of several programs, involving a wide range of difficulty and risks are great, sometimes not feasible. "Business-centric" operations require employees with a great deal of autonomy, according to the order specific requirements, flexibility to adjust processes and organizational resources, quickly and efficiently provide customers with products and services. Therefore, a good ERP software required to support the current "business-centric" mode of operation, are wrong.
It says so much, summed up the word: the current inability to deal with fundamental changes in ERP software. This is determined by its philosophy, technology and features of the decision is flawed, there is no antidote.
Admittedly, some of the ERP project is now achieved some results, but from the "success" standard is very weak. "At least so far, no company claims, ERP to produce a surprisingly effective growth, the successful implementation of ERP is just that the original business can basically running on the ERP." Even if such a standard measure , ERP project's "success rate" is still very low, probably less than 10 percent.
In order to completely change the current corporate status of information system applications, the need for new ideas and new thinking.
"Beyond ERP" era, PM is coming
A company is a listed private companies in the United States, in Germany, the United States, Spain, with offices in more than 10 countries. No implementation of financial performance management system (hereinafter referred to as "PM") before the finance department to spend per month 5-7 days to complete the various branches of the global financial consolidated statements, the annual budget cycle is usually 2-3 months.
At the time, A company has implemented ERP systems to achieve the financial accounting, production planning, materials planning and a series of management information, financial performance management in the field is still blank.
"Beyond ERP" era, with the changing economic environment, many enterprises, especially large central enterprises and multinational companies gradually began the PM had a strong interest. On the one hand, they want to finance operations through the development of standards and performance management standards and use of the core financial management to ensure that enterprise funds, and financial standards; the other hand, how to attract talent and presence, how to consider the staff's performance, how to develop talent etc., has become more and more business concerns.
PM to what?
Performance management for the majority of Chinese enterprises, both strange and familiar, not a business enterprise does not own assessment, but the use of software and information technology tools for performance management is only a small part.
Performance management system as a variety of management systems for enterprises to build a management platform, which is the link between various management systems, through its management system to verify the effects of the operation.
So, why should companies launched financial performance management software, which can bring value to business management? As the world's third-largest supplier of business management software, Infor's financial performance management solutions specializing in senior management consultant, Chu Jiaming in the past 10 years, has repeatedly surgeon, including Baosteel Group, the United States, including more than 100 metropolitan and other a financial management and performance management implementation of the project, he believes the implementation of performance management, especially financial performance management, business management can bring the following four areas of significant value.
"First, through the performance management strategy, forecasting and simulation program management processes, companies can effectively achieve the strategic objectives and the balance of resource allocation; second, by improving the financial performance management in the financial consolidated statements, a comprehensive budget management process, can effectively shorten the period required for the same time, greatly enhance the effectiveness of work-related processes; third, to improve financial transparency, strengthen financial internal control, reduce business risk; fourth, to make the shift to financial sector analysis and control rather than remain in the accounting, reporting on the use of financial performance management company dedicated real-time monitoring of performance, the financial sector can be effective in changing the traditional ways of working, and increase the financial sector, corporate decision-making for operational business insight and improve business agility and response capabilities. "Chujia Ming said.
According to Chu Jiaming introduced in June last year, A Company began to be launched PM project, has made a very good implementation of the results. The corresponding process will not only shorten the work cycle, but also to achieve some of the past can not be achieved management functions, such as the user through some simple operations can be measured by changes in various internal and external, for achievement of the goals of the business (such as estimates of RMB appreciation For the impact of export profits).
Obviously, many began the implementation of financial performance management company, has been seeing the benefits.
Implementation of the PM to be implemented progressively
It is worth mentioning that the financial performance management system is in the application of information has accumulated most of its production and financial data after the high-level applications, without a considerable degree of accumulation of performance management software is no way to work.
Many enterprises in the implementation of performance management, when there will be a problem, before and after the implementation of the order, you can not clearly understand which business is currently in the link. For example, many companies on the PM first consider the BI (business intelligence), but in fact, the process on the basis of many issues such as budget, consolidated statements are not yet formed the basis of an effective information management, BI that time and how to do analysis You can get to the appropriate data to compare it? Chu Jiaming suggested that companies in the implementation of PM, the CFO must distinguish the order.
He believes that the implementation of the PM steps can be divided into two steps. The first step, the enterprise based information system to ensure the normal running well, including general ledger, ERP, CRM, HR, etc., to ensure that all needs were reflected in the financial performance management information in the front end has a good data base. The second step, the management company to clear its own objectives and scope of the implementation of the PM, not the pursuit of one step, but step by step, based on the early realization of process management and optimization of PM parts, including planning, budgeting, and consolidated statements in this based on the implementation of the strategy and performance measurement.
Be noted that, PM, and BI is different. BI is a purely technical level, data mining, analysis of common tools, with no business processes; and PM it will be deep into the business processes of financial performance management applications, such as the overall budget, financial consolidated statements and other processes.
In addition, Chu Jiaming the deployment of the PM is divided into three levels: strategic layer, business layer and base layer. Strategic level of the PM application is for users of corporate management can help companies develop strategic objectives and key performance indicators to measure progress in achievement of objectives. Strategic level of the PM is usually combined with the balanced scorecard applications, through strategic crystal ball approach to reflect the company a variety of key performance indicators; business layer includes a variety of business process applications, such as the overall budget, consolidated statements, forecasts, etc.; base layer is the data warehouse and data marts form.
In the PM system with their existing financial performance management integration, we should pay attention to process improvement and reengineering the existing balance: to adhere to the "business systems for enterprises and people will always be service" principle, but also actively absorb PM in the advanced management concept, to optimize existing processes, based on the implementation of the PM.
At the time, A company has implemented ERP systems to achieve the financial accounting, production planning, materials planning and a series of management information, financial performance management in the field is still blank.
"Beyond ERP" era, with the changing economic environment, many enterprises, especially large central enterprises and multinational companies gradually began the PM had a strong interest. On the one hand, they want to finance operations through the development of standards and performance management standards and use of the core financial management to ensure that enterprise funds, and financial standards; the other hand, how to attract talent and presence, how to consider the staff's performance, how to develop talent etc., has become more and more business concerns.
PM to what?
Performance management for the majority of Chinese enterprises, both strange and familiar, not a business enterprise does not own assessment, but the use of software and information technology tools for performance management is only a small part.
Performance management system as a variety of management systems for enterprises to build a management platform, which is the link between various management systems, through its management system to verify the effects of the operation.
So, why should companies launched financial performance management software, which can bring value to business management? As the world's third-largest supplier of business management software, Infor's financial performance management solutions specializing in senior management consultant, Chu Jiaming in the past 10 years, has repeatedly surgeon, including Baosteel Group, the United States, including more than 100 metropolitan and other a financial management and performance management implementation of the project, he believes the implementation of performance management, especially financial performance management, business management can bring the following four areas of significant value.
"First, through the performance management strategy, forecasting and simulation program management processes, companies can effectively achieve the strategic objectives and the balance of resource allocation; second, by improving the financial performance management in the financial consolidated statements, a comprehensive budget management process, can effectively shorten the period required for the same time, greatly enhance the effectiveness of work-related processes; third, to improve financial transparency, strengthen financial internal control, reduce business risk; fourth, to make the shift to financial sector analysis and control rather than remain in the accounting, reporting on the use of financial performance management company dedicated real-time monitoring of performance, the financial sector can be effective in changing the traditional ways of working, and increase the financial sector, corporate decision-making for operational business insight and improve business agility and response capabilities. "Chujia Ming said.
According to Chu Jiaming introduced in June last year, A Company began to be launched PM project, has made a very good implementation of the results. The corresponding process will not only shorten the work cycle, but also to achieve some of the past can not be achieved management functions, such as the user through some simple operations can be measured by changes in various internal and external, for achievement of the goals of the business (such as estimates of RMB appreciation For the impact of export profits).
Obviously, many began the implementation of financial performance management company, has been seeing the benefits.
Implementation of the PM to be implemented progressively
It is worth mentioning that the financial performance management system is in the application of information has accumulated most of its production and financial data after the high-level applications, without a considerable degree of accumulation of performance management software is no way to work.
Many enterprises in the implementation of performance management, when there will be a problem, before and after the implementation of the order, you can not clearly understand which business is currently in the link. For example, many companies on the PM first consider the BI (business intelligence), but in fact, the process on the basis of many issues such as budget, consolidated statements are not yet formed the basis of an effective information management, BI that time and how to do analysis You can get to the appropriate data to compare it? Chu Jiaming suggested that companies in the implementation of PM, the CFO must distinguish the order.
He believes that the implementation of the PM steps can be divided into two steps. The first step, the enterprise based information system to ensure the normal running well, including general ledger, ERP, CRM, HR, etc., to ensure that all needs were reflected in the financial performance management information in the front end has a good data base. The second step, the management company to clear its own objectives and scope of the implementation of the PM, not the pursuit of one step, but step by step, based on the early realization of process management and optimization of PM parts, including planning, budgeting, and consolidated statements in this based on the implementation of the strategy and performance measurement.
Be noted that, PM, and BI is different. BI is a purely technical level, data mining, analysis of common tools, with no business processes; and PM it will be deep into the business processes of financial performance management applications, such as the overall budget, financial consolidated statements and other processes.
In addition, Chu Jiaming the deployment of the PM is divided into three levels: strategic layer, business layer and base layer. Strategic level of the PM application is for users of corporate management can help companies develop strategic objectives and key performance indicators to measure progress in achievement of objectives. Strategic level of the PM is usually combined with the balanced scorecard applications, through strategic crystal ball approach to reflect the company a variety of key performance indicators; business layer includes a variety of business process applications, such as the overall budget, consolidated statements, forecasts, etc.; base layer is the data warehouse and data marts form.
In the PM system with their existing financial performance management integration, we should pay attention to process improvement and reengineering the existing balance: to adhere to the "business systems for enterprises and people will always be service" principle, but also actively absorb PM in the advanced management concept, to optimize existing processes, based on the implementation of the PM.
How to deal with corporate ERP Environment audit risk?
In the information age, in order to improve operational efficiency, many companies are using ERP systems. Through the use of computer-aided technology, ERP systems for enterprise production, supply, sell all the production process for dynamic monitoring, integrated financial, asset, production, supply, sales and other functional modules, standardized internal control system. At the same time, ERP system, extensive use of the audit gave brings new risks.
First, the business risks inherent in ERP systems. As the ERP system based on Internet technology to share information, which there is infection or electronic data transmission errors, and many other risks.
Second, ERP systems to expand the enterprise to control risk. Traditional management methods, the division of responsibilities between officers of different positions by the effective mutual supervision. In the ERP system, the division of responsibilities by giving different people different rights to be realized, and the way vulnerable to intentional or unintentional disclosure of access code and the loss of effectiveness, thus increasing the internal control risk. In addition, the information technology environment, companies of potential fraud risk can not be ignored. Reported excellent results with 200 years of British Barings Bank, it is because there is computer fraud and plunged into bankruptcy. The bank employees Sen, the use of computerized accounting systems set up false accounts of fraud and corruption, the 800 million Barings Bank suffered huge losses of ￡ 6,000.
Third, the ERP system to expand the audit detection risk. First, ERP environment, the environmental changes faced by the audit, the audit scope. ERP system, through production, supply, marketing and other functions of each module integration, the financial module of the data base by the data service module automatically generated. The traditional audit approach relies heavily on financial data, this time, if you do not expand the scope of the audit will result in significant blind spots, increase the risk of audit checks. Second, ERP changes in the audit trail system. Traditionally, the financial audit work under the "original certificate - breakdown (journal) - General Ledger - Reports," the order of two-way query. Through a wide range of comparison, to verify the audit trail to look for. And ERP environment, business accounting methods in the initial setting has already been set in accordance with relevant provisions, firm-specific accounting treatment of the basic accuracy and compliance no big problem, if want to look for flaws, then the audit efficiency and effectiveness will be affected.
Fourth, the ERP environment, the audit to obtain "first-hand data" difficult. Currently, domestic enterprises widely used ERP systems management software with SAP, Oracle, UF, wave and so on. In the data environment, the existing AO audit software is difficult to obtain data interface, data import, there are significant difficulties.
Although both the ERP system itself or its operation there is a huge risk, but the ERP system to improve business efficiency and improve the internal control environment or the positive role played can not be ignored, on the whole outweigh the costs. Therefore, the face of enterprise ERP environment a number of risks, the audit should be to face, not escape.
First, to strengthen the understanding of internal control and review of the balance of strength. In the investigation stage with the corporate management of the competent authorities to communicate, understand the ERP business success of the project is really on the line, in the ERP system implementation difficulties exist, the enterprise is how to deal with, and control risk by asking that point. In the audit field, to strengthen the verification of assets and liabilities of enterprises efforts to compensate for the lack of knowledge may exist in the system arising from the audit risk. As some business operators to improve sales of the year, the system operator may be asked to input sales orders in advance, while sales in inventory management system for shipping, logistics and ERP systems in the coming year in the financial system or directly by modifying, deleting to red account. At this point, auditors can export directly in the ERP system history / current inventory query and reporting, by the number of physical inventory data with the ERP system, compare, analyze to see the company's accounts and compliance.
The second is from the macro-policy assessment of the effectiveness of business decisions and their implementation. ERP system will be implemented corporate finance from the tedious day to day accounting operations freed, as they are engaged in providing financial management more time. This change also contributed to the oversight of auditors to determine the business focus from the correctness of specific aspects of the business approach to the assessment of the transfer of the effectiveness of business decisions and their implementation up.
Third, efforts to develop with the enterprise ERP environment to adapt to computer audit software. At present, although some audit software come out, but strictly speaking, no better matched with the ERP environment. One obstacle is the existing accounting software does not provide a standard data interface or data structure does not open, resulting in the unit audited data can not be fast through the interface into the audit system. To this end, according to different information systems developed for different computer platforms and operating environment of the computer audit software, especially database mining, in order to access Beishendanwei different types of databases, from which the raw data collected for the audit, improve the efficiency of computerized audit.
Fourth, to strengthen the audit team, and actively develop both financial, auditing and computer capabilities of the compound, and many other talents. First, the auditor should supervise their own learning, update and broaden their knowledge and continuously improve their quality. Meanwhile, authorities have to provide a regular computer audit, information systems, networks and other aspects of training courses for auditors to create conditions for updating the knowledge structure.
Fifth, strengthen the environment of computer audit auditing standards of research and improvement. On the one hand, the introduction of new auditing standards system, conforms to China's market economy development and the objective needs of economic globalization, to adapt to our information systems, e-commerce development. On the other hand, with the development of information systems, practice audit will continue to change, new problems will emerge, some of auditing standards in the imperfections will be highlighted.
The audit, the ERP system as a critical friend, a way to force it to close to urging changes in auditors audit of thinking, to improve the audit tool. In this environment, the auditor only continue to enhance learning and innovation audit, in order to keep up the pace in order to effectively play the role of supervision and services.
First, the business risks inherent in ERP systems. As the ERP system based on Internet technology to share information, which there is infection or electronic data transmission errors, and many other risks.
Second, ERP systems to expand the enterprise to control risk. Traditional management methods, the division of responsibilities between officers of different positions by the effective mutual supervision. In the ERP system, the division of responsibilities by giving different people different rights to be realized, and the way vulnerable to intentional or unintentional disclosure of access code and the loss of effectiveness, thus increasing the internal control risk. In addition, the information technology environment, companies of potential fraud risk can not be ignored. Reported excellent results with 200 years of British Barings Bank, it is because there is computer fraud and plunged into bankruptcy. The bank employees Sen, the use of computerized accounting systems set up false accounts of fraud and corruption, the 800 million Barings Bank suffered huge losses of ￡ 6,000.
Third, the ERP system to expand the audit detection risk. First, ERP environment, the environmental changes faced by the audit, the audit scope. ERP system, through production, supply, marketing and other functions of each module integration, the financial module of the data base by the data service module automatically generated. The traditional audit approach relies heavily on financial data, this time, if you do not expand the scope of the audit will result in significant blind spots, increase the risk of audit checks. Second, ERP changes in the audit trail system. Traditionally, the financial audit work under the "original certificate - breakdown (journal) - General Ledger - Reports," the order of two-way query. Through a wide range of comparison, to verify the audit trail to look for. And ERP environment, business accounting methods in the initial setting has already been set in accordance with relevant provisions, firm-specific accounting treatment of the basic accuracy and compliance no big problem, if want to look for flaws, then the audit efficiency and effectiveness will be affected.
Fourth, the ERP environment, the audit to obtain "first-hand data" difficult. Currently, domestic enterprises widely used ERP systems management software with SAP, Oracle, UF, wave and so on. In the data environment, the existing AO audit software is difficult to obtain data interface, data import, there are significant difficulties.
Although both the ERP system itself or its operation there is a huge risk, but the ERP system to improve business efficiency and improve the internal control environment or the positive role played can not be ignored, on the whole outweigh the costs. Therefore, the face of enterprise ERP environment a number of risks, the audit should be to face, not escape.
First, to strengthen the understanding of internal control and review of the balance of strength. In the investigation stage with the corporate management of the competent authorities to communicate, understand the ERP business success of the project is really on the line, in the ERP system implementation difficulties exist, the enterprise is how to deal with, and control risk by asking that point. In the audit field, to strengthen the verification of assets and liabilities of enterprises efforts to compensate for the lack of knowledge may exist in the system arising from the audit risk. As some business operators to improve sales of the year, the system operator may be asked to input sales orders in advance, while sales in inventory management system for shipping, logistics and ERP systems in the coming year in the financial system or directly by modifying, deleting to red account. At this point, auditors can export directly in the ERP system history / current inventory query and reporting, by the number of physical inventory data with the ERP system, compare, analyze to see the company's accounts and compliance.
The second is from the macro-policy assessment of the effectiveness of business decisions and their implementation. ERP system will be implemented corporate finance from the tedious day to day accounting operations freed, as they are engaged in providing financial management more time. This change also contributed to the oversight of auditors to determine the business focus from the correctness of specific aspects of the business approach to the assessment of the transfer of the effectiveness of business decisions and their implementation up.
Third, efforts to develop with the enterprise ERP environment to adapt to computer audit software. At present, although some audit software come out, but strictly speaking, no better matched with the ERP environment. One obstacle is the existing accounting software does not provide a standard data interface or data structure does not open, resulting in the unit audited data can not be fast through the interface into the audit system. To this end, according to different information systems developed for different computer platforms and operating environment of the computer audit software, especially database mining, in order to access Beishendanwei different types of databases, from which the raw data collected for the audit, improve the efficiency of computerized audit.
Fourth, to strengthen the audit team, and actively develop both financial, auditing and computer capabilities of the compound, and many other talents. First, the auditor should supervise their own learning, update and broaden their knowledge and continuously improve their quality. Meanwhile, authorities have to provide a regular computer audit, information systems, networks and other aspects of training courses for auditors to create conditions for updating the knowledge structure.
Fifth, strengthen the environment of computer audit auditing standards of research and improvement. On the one hand, the introduction of new auditing standards system, conforms to China's market economy development and the objective needs of economic globalization, to adapt to our information systems, e-commerce development. On the other hand, with the development of information systems, practice audit will continue to change, new problems will emerge, some of auditing standards in the imperfections will be highlighted.
The audit, the ERP system as a critical friend, a way to force it to close to urging changes in auditors audit of thinking, to improve the audit tool. In this environment, the auditor only continue to enhance learning and innovation audit, in order to keep up the pace in order to effectively play the role of supervision and services.
ERP Selection: Implementation Consultant must have four capabilities
Now, many SMEs do not know the place and because the cost of other related issues in the implementation of ERP system, skip the third-party consulting firms, software companies directly to consulting, implementation. In the selection, the company will be from the company size, qualifications, professional background, industry case; ERP software functionality, integration, scalability, flexibility; implementation services, and other aspects of inspection, appraisal software company, and then choose a software company implementation. However, in the selection process, companies are easy to overlook a very important task - implementation of the consultant selection.
Industry spread the word: "Three software, the implementation of seven, twelve data." This shows that the success of the project, only a small part of the software, even if the company chose a very appropriate to the enterprise software, but no good implementation of the consultant, the project's success rate is still difficult to guarantee. As another example, the purchase of SAP software, select the same number of modules, but choose different levels of agents willing to price a lot of difference, and why? Is it just the level of different agents? I think the agent should be a high level implementation capacity is high, the corresponding price also high. Since the implementation of the consultant is so important that the implementation of a qualified consultant should have what capacity?
The nature of the two ERP
Have seen in a book on this sentence: "ERP software is an advanced management concepts with the software!" From this statement, we can easily come to two points:
First, ERP software or a software nature, so the implementation of the consultant should first have the computer expertise, the most important is the network and database-related knowledge, and to be proficient in ERP software, ERP software can be through Function switch set to achieve business-related processes. Can be developed for enterprise reporting, and to some small-scale redevelopment.
Second, ERP software contains advanced management concept, which requires the implementation of the consultant to understand business management. Business management is the most important production and financial management. Therefore, the implementation of the consultant is in business to be the best two or three years, the company's sales, purchasing, production processes have a certain understanding, and corresponding activities to understand how the financial relationship between the lending and related documents.
Implementation of the consultant should have the ability of the four
First, the implementation of the consultant to have the ability to communicate. This includes not only communication with business leaders, and the project team of internal staff communication, the most important is the actual operation with internal staff communication. And the actual operator of the internal communication needs may be more than communication skills, but also need to understand the internal terms. This is on the implementation of the consultant's ability to adapt to the environment a requirement. Because the language of communication within an enterprise is the result of many years of formation, and enterprise wide circulation, so can only be implemented to adapt to business consultant. If you can not adapt, it is likely to cause: with a document, a term to implement the consultants said, the enterprise's employees, said a term, the results do not know what the other said, according to documents generated by this issue may be very small a problem, but because of poor communication between the two sides may remain unresolved.
Second, the implementation of the consultant to have the ability to host seminars. Implementation process often hold seminars, participate in the discussion of personnel and more. More than one person, the discussion is often easy to tricky question, then we should seize the theme of the implementation consultant, led the others back to the topic of discussion, can not allow its development, brighter Luankan. Otherwise, discuss a few hours later, still a problem.
Third, the implementation of the consultant to have the ability to write programs. What is the program? Program is the implementation of the consultant to express ideas, to express the intention of the carrier, the program is the implementation of standard operating personnel, and technical personnel engaged in this design is the same, technical staff on how to transform their technological achievements into productive forces is communicated through the drawings to the production staff, production officer photographs a specific physical process. The solution is to implement the consultants' drawings. " So, if implementation of the consultant's program to write well, can not be implementation of the consultant's ideas, intentions fully expressed, it is easy to cause misunderstanding.
Fourth, the implementation of the consultant to have every moment of awareness training for employees. ERP software for enterprises, is a new thing. At least initially, although the staff has been trained, but will still be some problems, this time, implementation of the consultant should seize the opportunity to delegate to fish.
Put so many requirements that enterprises in the actual operation, how to choose the implementation of the consultant do?
First, companies should recognize that combines computer, production management, financial management and other related expertise in one of the people may be small, so we should choose a team. Team need to have worked in production management from the enterprise out of the main responsible for the process of combing; understand the financial officer responsible for the implementation of financial modules, the other a computer science background of the person responsible for data processing, import, report development and secondary development and so on.
Second, to distinguish between pre-sales consultants and implementation consultants. Currently, many software companies will pre-sales and implementation is divided into two departments, the contract is not signed before the general pre-sales consultant's report rate is very high, and its relatively strong, may be part of the pre-sales consultants will make you think "how to look pleasing to the eye ! "But after the signing of the contract, basically disappear as pre-sales consultants. So, do not pre-sales consultant with the ability to determine the implementation of the consultant's ability, we must figure out your eyes after a consultant is not the implementation consultant.
Third, the implementation of the consultant will be selected as the implementation of recruitment consultants. Believe that every corporate recruiters resume when they asked for it. Therefore, before signing the contract, first ask the software company to provide implementation of the consultant's resume, curriculum vitae of the implementation through the expertise of consultants to conduct a preliminary investigation, and then arrange a time for interviews. Interview can be prepared similar to the following questions:
Production facilities prepare a table (where the author's terminology) or similar form and form-related procedures, financial issues, see the exchange process, the implementation of the consultant with the ERP software in terms of the forms were interpretation and implementation of the consultant on the problem-solving ability; * questions asked on the oral elements of the program implementation consultant, examining their logical thinking skills and the ability to write programs; fourth, contract negotiations, the need to write the interview qualified personnel to implement terms of service, requiring the software company can not freely exchange in the implementation process to implement the consultants, software companies to prevent "working time has been booked" as an excuse to interview qualified implementation consultants have been replaced. Each implementation of the consultant and the implementation of working time to the business request, to prevent the software company to arrange senior adviser for less than the normal time required for implementation.
Finally, companies must understand, and not because the choice of the ability of the implementation of the consultant, it will be tail wagging the dog, do not focus on internal training. Otherwise, leave the implementation of consultant companies, who have problems to solve? Who to stir up the enterprise ERP software maintenance of the beam?
Industry spread the word: "Three software, the implementation of seven, twelve data." This shows that the success of the project, only a small part of the software, even if the company chose a very appropriate to the enterprise software, but no good implementation of the consultant, the project's success rate is still difficult to guarantee. As another example, the purchase of SAP software, select the same number of modules, but choose different levels of agents willing to price a lot of difference, and why? Is it just the level of different agents? I think the agent should be a high level implementation capacity is high, the corresponding price also high. Since the implementation of the consultant is so important that the implementation of a qualified consultant should have what capacity?
The nature of the two ERP
Have seen in a book on this sentence: "ERP software is an advanced management concepts with the software!" From this statement, we can easily come to two points:
First, ERP software or a software nature, so the implementation of the consultant should first have the computer expertise, the most important is the network and database-related knowledge, and to be proficient in ERP software, ERP software can be through Function switch set to achieve business-related processes. Can be developed for enterprise reporting, and to some small-scale redevelopment.
Second, ERP software contains advanced management concept, which requires the implementation of the consultant to understand business management. Business management is the most important production and financial management. Therefore, the implementation of the consultant is in business to be the best two or three years, the company's sales, purchasing, production processes have a certain understanding, and corresponding activities to understand how the financial relationship between the lending and related documents.
Implementation of the consultant should have the ability of the four
First, the implementation of the consultant to have the ability to communicate. This includes not only communication with business leaders, and the project team of internal staff communication, the most important is the actual operation with internal staff communication. And the actual operator of the internal communication needs may be more than communication skills, but also need to understand the internal terms. This is on the implementation of the consultant's ability to adapt to the environment a requirement. Because the language of communication within an enterprise is the result of many years of formation, and enterprise wide circulation, so can only be implemented to adapt to business consultant. If you can not adapt, it is likely to cause: with a document, a term to implement the consultants said, the enterprise's employees, said a term, the results do not know what the other said, according to documents generated by this issue may be very small a problem, but because of poor communication between the two sides may remain unresolved.
Second, the implementation of the consultant to have the ability to host seminars. Implementation process often hold seminars, participate in the discussion of personnel and more. More than one person, the discussion is often easy to tricky question, then we should seize the theme of the implementation consultant, led the others back to the topic of discussion, can not allow its development, brighter Luankan. Otherwise, discuss a few hours later, still a problem.
Third, the implementation of the consultant to have the ability to write programs. What is the program? Program is the implementation of the consultant to express ideas, to express the intention of the carrier, the program is the implementation of standard operating personnel, and technical personnel engaged in this design is the same, technical staff on how to transform their technological achievements into productive forces is communicated through the drawings to the production staff, production officer photographs a specific physical process. The solution is to implement the consultants' drawings. " So, if implementation of the consultant's program to write well, can not be implementation of the consultant's ideas, intentions fully expressed, it is easy to cause misunderstanding.
Fourth, the implementation of the consultant to have every moment of awareness training for employees. ERP software for enterprises, is a new thing. At least initially, although the staff has been trained, but will still be some problems, this time, implementation of the consultant should seize the opportunity to delegate to fish.
Put so many requirements that enterprises in the actual operation, how to choose the implementation of the consultant do?
First, companies should recognize that combines computer, production management, financial management and other related expertise in one of the people may be small, so we should choose a team. Team need to have worked in production management from the enterprise out of the main responsible for the process of combing; understand the financial officer responsible for the implementation of financial modules, the other a computer science background of the person responsible for data processing, import, report development and secondary development and so on.
Second, to distinguish between pre-sales consultants and implementation consultants. Currently, many software companies will pre-sales and implementation is divided into two departments, the contract is not signed before the general pre-sales consultant's report rate is very high, and its relatively strong, may be part of the pre-sales consultants will make you think "how to look pleasing to the eye ! "But after the signing of the contract, basically disappear as pre-sales consultants. So, do not pre-sales consultant with the ability to determine the implementation of the consultant's ability, we must figure out your eyes after a consultant is not the implementation consultant.
Third, the implementation of the consultant will be selected as the implementation of recruitment consultants. Believe that every corporate recruiters resume when they asked for it. Therefore, before signing the contract, first ask the software company to provide implementation of the consultant's resume, curriculum vitae of the implementation through the expertise of consultants to conduct a preliminary investigation, and then arrange a time for interviews. Interview can be prepared similar to the following questions:
Production facilities prepare a table (where the author's terminology) or similar form and form-related procedures, financial issues, see the exchange process, the implementation of the consultant with the ERP software in terms of the forms were interpretation and implementation of the consultant on the problem-solving ability; * questions asked on the oral elements of the program implementation consultant, examining their logical thinking skills and the ability to write programs; fourth, contract negotiations, the need to write the interview qualified personnel to implement terms of service, requiring the software company can not freely exchange in the implementation process to implement the consultants, software companies to prevent "working time has been booked" as an excuse to interview qualified implementation consultants have been replaced. Each implementation of the consultant and the implementation of working time to the business request, to prevent the software company to arrange senior adviser for less than the normal time required for implementation.
Finally, companies must understand, and not because the choice of the ability of the implementation of the consultant, it will be tail wagging the dog, do not focus on internal training. Otherwise, leave the implementation of consultant companies, who have problems to solve? Who to stir up the enterprise ERP software maintenance of the beam?
ERP does not meet the 500 highlights the superiority of SCM
From the 1960s, the company began the application of management information from MRP to ERP, and gradually realized the procurement, inventory, production, sales, finance and human resources, business management, its internal business processes and process is automated, vertical integration within the enterprise management creates an indelible contribution. However, in today's booming economic globalization, ERP in supply chain management, horizontal integration across the enterprise appeared to be inadequate. Thus, the global top 500 enterprises in the years after the introduction of the ERP application and then have a SCM (supply chain management).
So, ERP and SCM in the end What is the difference?
First, theoretical models and methods: SCM Vs ERP
Over the years, people have been consistently used in the mathematical programming methods such as business planning and management arrangements, giving rise to the MRP method and mathematical programming, the two main methods of planning, the latter due to difficulties such as modeling, large amount of computing and other objective conditions, the development of relatively slow, and omitted some of the MRP rules as real, but difficult to solve factors, simple and easy calculation, to obtain good results and development. However, people gradually found that those factors are often ignored and must be attention, coupled with the rapid development of computer calculation speed makes the use of mathematical programming is not difficult, people began to permanent way a computer's memory using the mathematical programming method to the planning, which The new plan is to kind of the beginning of the SCM, it was discovered that this method regardless of the accuracy of the plan, or preparation in terms of speed and optimization of ERP is so much better than the MRP method still used today.
SCM uses a variety of optimization models and mathematical analysis of the rules is based on the theory of constraints to plan, it considered the materials, equipment, personnel, space, time and technology, all the constraints, different objectives can be regulated by different optimization. It has a more solid theoretical foundation and guidance of a more scientific approach to a more optimal plan, accuracy and feasibility. In addition, SCM by means of various models and algorithms to the enterprise and supply chain decision-making and optimization. The ERP of the theoretical model is too simple and old, it plans to model and lead time is calculated and so can not simulate today's complex business processes. For example, it is planned by the assumption that companies have unlimited material and capacity planning model is unconstrained; Again, ERP is generally a simple linear equation T = A + BX computing product lead time, but each item every procurement lead time may be there is a big difference, can not use this simple formula to accurately calculate; and lack of support for the theoretical model, can not achieve business optimization and scientific decision-making.
Second, in the management of scope: SCM Vs ERP
ERP is for internal management, can only manage its internal resources. Alone, however, improve the internal business has become more effective access to limited. With economic globalization and market competition, the formation of the production and delivery of customized products continue to shorten the trend, companies face more complex business environment, the focus gradually shifted to the management company outside of the supply beyond the upstream and downstream chain management and business collaboration, and to adapt to environmental changes. The ERP in the scope of management and coordination of multiple functions do not have the ability to inter-enterprise resources, not the supply chain information sharing. However, SCM is able to meet supply chain requirements of the operation of horizontal integration, which help companies better compete in the new environment, taking into account the resource constraints, optimization and decision support, effective use and integration of external resources, and the upstream and downstream enterprises to establish a partnership to achieve information sharing and business integration, co-coordinating the development of balanced joint plans to achieve operational synergies and maximize the value of the supply chain as a whole.
SCM other than ERP is that it can simulate and improve the financial indicators, in particular, income, cost and asset utilization indicators. It is not simply to reduce costs, but to use different ways to meet market and customer demand, the enterprise and the whole supply chain to maximize profit, it is by improving the income statement and balance sheet of the key factors to achieve equity maximization. Thus, ERP is only a single enterprise to achieve maximum value, while the SCM is achieved throughout the supply chain as well as social value maximization.
Third, in the preparation of plans: SCM Vs ERP
First, SCM is based on certain rules planned. It is through the different rules for different business plan, and a single target and multi-objective optimization program, which expanded the scope of the plan. The ERP is difficult to achieve optimization; Secondly, it is complicated by the plan, the plan period is continuous, it is comprehensive and complete account of the constraint, the resulting lead time is flexible, project visibility, reach worldwide. It can be on the supply chain and enterprise business planning, business processes once considered the vertical and horizontal coordination, no one to turn to plan. The ERP program is prepared according to the order of the plan period is discrete, the resulting lead time is fixed, only for a function plan, its visibility is limited to local, almost without regard to constraints; again, SCM plan covering all business planning model can be done in sufficient detail, covering long, medium and short-cycle, can be inverted to achieve, along row and middle row, from the sophistication of its year, month, until the day on Monday, hours and minutes. At the same time, SCM can be produced at any time and changes in customer demand for rearrangement program quantification reflect even ahead of market demand, such as changes in the resources and constraints, the user's priority and so on. It can achieve a sustainable transformation process, making the rearrangement of each plan can be ready to deal with unexpected changes. The ERP program is sometimes very difficult to do by day, but not accurate to the hour and minute, it is difficult to achieve rapid rearrangement plan; Finally, the generated plan, SCM under the "evaluation plan cost" criteria to evaluate the cost of the project, and with the company's financial indicators compare and measure, and further verify its feasibility. However, ERP can not make the cost of the project evaluation.
Fourth, in business management: SCM Vs ERP
SCM in the ERP business management with a better than more features. First, SCM has a strong commitment of time, its commitment to standards to provide customers with accurate delivery date. Although the amount of ERP can also have a commitment to check the ability of ATP, but only based on the existing inventory checks, based on the SCM in the ATP, based on the commitment through the ability to demand commitment and ability to check the order, expand the availability of production inspection and examination of the profitability of such function, including suppliers and service providers, including resources for dynamic analysis and physical examination to make accurate delivery of customer commitments, and in order to discuss the first a time will be able to determine whether the order can be profitable, the need to accept orders; second, SCM supply chain can be optimized allocation of resources, the supply chain in advance of a scarce resource with higher priority assigned to the the needs of customers or channels to other clients or channels to avoid competing with them the resources to achieve balance and optimal use of resources. The ERP does not have this ability; Third, SCM plans to extend outside the enterprise can generate cross-enterprise collaborative planning, real-time business partners understand the changes, timely rearrangement plan, maintain a high degree of flexibility and predictability, in order to respond quickly to market demand. The ERP is unable to meet this demand; fourth, SCM can dynamically calculate the lead time, it provides a lead time than the standard features of ERP, ERP logic use a fixed lead time to plan, which has run throughout the supply chain number of negative effects; fifth, SCM can demand the supply chain, supply and constraints to monitor, in real time to compare these three, when it fails to match the early warning signals immediately, and perform logical operations to make them intelligent re- restore balance and re-achieve synchronization, which is ERP can not be achieved; Finally, compared with SCM, ERP lack of optimization and decision support, business partner relationship management, collaborative management of upstream and downstream operations and logistics management capabilities, enterprise supply chain can not be achieved operation and synergy between the more efficient use of resources outside the enterprise.
Therefore, ERP can only tell you how to perform, while the SCM is able to help you decide how to implement in order to make improvements to how the profit-based optimization of the total value of consideration? How to determine the optimal sequence of production processes to minimize process and equipment integration and Set? suppliers and how the customer's location changes will affect transportation costs? or cancel a distribution center, or cross-docking will affect transportation costs? the lowest shipping cost based on how to determine the components of the extra service the best re- configuration, these are the ERP can not answer, and must give way to the SCM to be resolved.
Fifth, the running speed: SCM Vs ERP
SCM uses a 4th generation resident memory to run the technology, all relevant data is read into memory from the main server, to avoid frequent disk access, this method than the MRP-based ERP operation hundreds of times faster, with faster delivery and decision-making speed and responsiveness, so as to capture and seize market opportunities, seize the ancestors of a chip market. Meanwhile, the visual GUI support advanced navigation features of the supply chain, providing a visual map of the form user interface, the actual supply chain network structure, such as supply and demand, and connect live with a full line of front, it is excellent with the ERP system so that managers can more easily make decisions to achieve profitability.
Sixth, in the transaction processing: SCM Vs ERP
Although SCM has many plans, optimization and decision-making functions, but it does not have some transaction processing and data maintenance functions, such as goods receiving, inventory and a library, work orders / purchase orders issued, the invoice / text block management, accounting management, the project master file / BOM, list maintenance. The ERP can accomplish these functions. Currently, some SCM systems also expanded its capabilities, increased supply chain execution system SCE, by the system to complete the work.
So, ERP and SCM in the end What is the difference?
First, theoretical models and methods: SCM Vs ERP
Over the years, people have been consistently used in the mathematical programming methods such as business planning and management arrangements, giving rise to the MRP method and mathematical programming, the two main methods of planning, the latter due to difficulties such as modeling, large amount of computing and other objective conditions, the development of relatively slow, and omitted some of the MRP rules as real, but difficult to solve factors, simple and easy calculation, to obtain good results and development. However, people gradually found that those factors are often ignored and must be attention, coupled with the rapid development of computer calculation speed makes the use of mathematical programming is not difficult, people began to permanent way a computer's memory using the mathematical programming method to the planning, which The new plan is to kind of the beginning of the SCM, it was discovered that this method regardless of the accuracy of the plan, or preparation in terms of speed and optimization of ERP is so much better than the MRP method still used today.
SCM uses a variety of optimization models and mathematical analysis of the rules is based on the theory of constraints to plan, it considered the materials, equipment, personnel, space, time and technology, all the constraints, different objectives can be regulated by different optimization. It has a more solid theoretical foundation and guidance of a more scientific approach to a more optimal plan, accuracy and feasibility. In addition, SCM by means of various models and algorithms to the enterprise and supply chain decision-making and optimization. The ERP of the theoretical model is too simple and old, it plans to model and lead time is calculated and so can not simulate today's complex business processes. For example, it is planned by the assumption that companies have unlimited material and capacity planning model is unconstrained; Again, ERP is generally a simple linear equation T = A + BX computing product lead time, but each item every procurement lead time may be there is a big difference, can not use this simple formula to accurately calculate; and lack of support for the theoretical model, can not achieve business optimization and scientific decision-making.
Second, in the management of scope: SCM Vs ERP
ERP is for internal management, can only manage its internal resources. Alone, however, improve the internal business has become more effective access to limited. With economic globalization and market competition, the formation of the production and delivery of customized products continue to shorten the trend, companies face more complex business environment, the focus gradually shifted to the management company outside of the supply beyond the upstream and downstream chain management and business collaboration, and to adapt to environmental changes. The ERP in the scope of management and coordination of multiple functions do not have the ability to inter-enterprise resources, not the supply chain information sharing. However, SCM is able to meet supply chain requirements of the operation of horizontal integration, which help companies better compete in the new environment, taking into account the resource constraints, optimization and decision support, effective use and integration of external resources, and the upstream and downstream enterprises to establish a partnership to achieve information sharing and business integration, co-coordinating the development of balanced joint plans to achieve operational synergies and maximize the value of the supply chain as a whole.
SCM other than ERP is that it can simulate and improve the financial indicators, in particular, income, cost and asset utilization indicators. It is not simply to reduce costs, but to use different ways to meet market and customer demand, the enterprise and the whole supply chain to maximize profit, it is by improving the income statement and balance sheet of the key factors to achieve equity maximization. Thus, ERP is only a single enterprise to achieve maximum value, while the SCM is achieved throughout the supply chain as well as social value maximization.
Third, in the preparation of plans: SCM Vs ERP
First, SCM is based on certain rules planned. It is through the different rules for different business plan, and a single target and multi-objective optimization program, which expanded the scope of the plan. The ERP is difficult to achieve optimization; Secondly, it is complicated by the plan, the plan period is continuous, it is comprehensive and complete account of the constraint, the resulting lead time is flexible, project visibility, reach worldwide. It can be on the supply chain and enterprise business planning, business processes once considered the vertical and horizontal coordination, no one to turn to plan. The ERP program is prepared according to the order of the plan period is discrete, the resulting lead time is fixed, only for a function plan, its visibility is limited to local, almost without regard to constraints; again, SCM plan covering all business planning model can be done in sufficient detail, covering long, medium and short-cycle, can be inverted to achieve, along row and middle row, from the sophistication of its year, month, until the day on Monday, hours and minutes. At the same time, SCM can be produced at any time and changes in customer demand for rearrangement program quantification reflect even ahead of market demand, such as changes in the resources and constraints, the user's priority and so on. It can achieve a sustainable transformation process, making the rearrangement of each plan can be ready to deal with unexpected changes. The ERP program is sometimes very difficult to do by day, but not accurate to the hour and minute, it is difficult to achieve rapid rearrangement plan; Finally, the generated plan, SCM under the "evaluation plan cost" criteria to evaluate the cost of the project, and with the company's financial indicators compare and measure, and further verify its feasibility. However, ERP can not make the cost of the project evaluation.
Fourth, in business management: SCM Vs ERP
SCM in the ERP business management with a better than more features. First, SCM has a strong commitment of time, its commitment to standards to provide customers with accurate delivery date. Although the amount of ERP can also have a commitment to check the ability of ATP, but only based on the existing inventory checks, based on the SCM in the ATP, based on the commitment through the ability to demand commitment and ability to check the order, expand the availability of production inspection and examination of the profitability of such function, including suppliers and service providers, including resources for dynamic analysis and physical examination to make accurate delivery of customer commitments, and in order to discuss the first a time will be able to determine whether the order can be profitable, the need to accept orders; second, SCM supply chain can be optimized allocation of resources, the supply chain in advance of a scarce resource with higher priority assigned to the the needs of customers or channels to other clients or channels to avoid competing with them the resources to achieve balance and optimal use of resources. The ERP does not have this ability; Third, SCM plans to extend outside the enterprise can generate cross-enterprise collaborative planning, real-time business partners understand the changes, timely rearrangement plan, maintain a high degree of flexibility and predictability, in order to respond quickly to market demand. The ERP is unable to meet this demand; fourth, SCM can dynamically calculate the lead time, it provides a lead time than the standard features of ERP, ERP logic use a fixed lead time to plan, which has run throughout the supply chain number of negative effects; fifth, SCM can demand the supply chain, supply and constraints to monitor, in real time to compare these three, when it fails to match the early warning signals immediately, and perform logical operations to make them intelligent re- restore balance and re-achieve synchronization, which is ERP can not be achieved; Finally, compared with SCM, ERP lack of optimization and decision support, business partner relationship management, collaborative management of upstream and downstream operations and logistics management capabilities, enterprise supply chain can not be achieved operation and synergy between the more efficient use of resources outside the enterprise.
Therefore, ERP can only tell you how to perform, while the SCM is able to help you decide how to implement in order to make improvements to how the profit-based optimization of the total value of consideration? How to determine the optimal sequence of production processes to minimize process and equipment integration and Set? suppliers and how the customer's location changes will affect transportation costs? or cancel a distribution center, or cross-docking will affect transportation costs? the lowest shipping cost based on how to determine the components of the extra service the best re- configuration, these are the ERP can not answer, and must give way to the SCM to be resolved.
Fifth, the running speed: SCM Vs ERP
SCM uses a 4th generation resident memory to run the technology, all relevant data is read into memory from the main server, to avoid frequent disk access, this method than the MRP-based ERP operation hundreds of times faster, with faster delivery and decision-making speed and responsiveness, so as to capture and seize market opportunities, seize the ancestors of a chip market. Meanwhile, the visual GUI support advanced navigation features of the supply chain, providing a visual map of the form user interface, the actual supply chain network structure, such as supply and demand, and connect live with a full line of front, it is excellent with the ERP system so that managers can more easily make decisions to achieve profitability.
Sixth, in the transaction processing: SCM Vs ERP
Although SCM has many plans, optimization and decision-making functions, but it does not have some transaction processing and data maintenance functions, such as goods receiving, inventory and a library, work orders / purchase orders issued, the invoice / text block management, accounting management, the project master file / BOM, list maintenance. The ERP can accomplish these functions. Currently, some SCM systems also expanded its capabilities, increased supply chain execution system SCE, by the system to complete the work.
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