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.