How to correctly view the value of ERP to enterpri

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How to correctly view the value of ERP to enterprises

ERP has been in China for nearly 20 years, and today it is still the focus of enterprise information construction. In these years, ERP has been deified or demonized, and there are different opinions about ERP. A few days ago, a senior person in the industry told that there are many reasons for the failure of ERP, and it is unfair to push it all to ERP itself. The person stressed that "it is time to treat ERP rationally and correct its name"

ERP "innocent"

since entering China, ERP has been the object of speculation for manufacturers, such as "ERP Popularization", "ERP towards real-time", "ERP personalization" and other slogans. At the same time, doubts and complaints such as "more than 80% failed", "billions of yuan of investment drifted", "ERP is out of date" have also been overshadowed by waves. The result of years of exploration is that the ERP market is becoming more and more dazzling, and users are still confused about ERP

"previously, the industry's understanding of the development of ERP in China has been at two extremes, either deifying ERP or demonizing ERP, which is a typical manifestation of market fickleness." Yu Muxiang, CEO of Beijing jinwukuanglo Technology Co., Ltd., who specializes in the research and development of foreign trade management software, pointed out that the reason for these two phenomena is that enterprises have too high expectations of ERP, which accounts for only 8.4%. They think that ERP is a master key, representing the most advanced tools, the first management and the strongest core competitiveness. It can solve all the problems existing in the enterprise and deify ERP. However, the result is often that enterprises rush to start without knowing what objectively existing problems ERP can solve for them, and without formulating short-term goals and long-term plans, which leads to the unsatisfactory actual effect of ERP. In this case, the enterprise demonized ERP and beat it to death

Wei Daisen, vice president of Inspur Group General Software Co., Ltd., said that there was a period of time when the application value of ERP was widely suspected. "Go to ERP and die, but don't go to ERP and die" has become a self mockery often spoken by insiders. In fact, ERP system is a tool to comprehensively solve the core business problems of enterprises in supply, marketing and inventory, finance, planning, quality, manufacturing and so on. Its significance is to integrate the overall business management of enterprises and maximize the business efficiency of enterprises. Enterprises with different scales, business complexities and management requirements naturally have different requirements for software, which makes it difficult to implement product ERP. On this basis, some so-called successful implementation cases are also fit for the job, barely available. At this time, enterprises often forget the original intention of ERP

Yu Mu stressed that in many cases, the "failure" of ERP is not that ERP is useless for the informatization of application enterprises after its launch, but that the actual application effect of ERP after its launch is far from the ideal application effect of enterprises. There are many reasons for the high failure rate or unsatisfactory effect in the implementation of ERP system in enterprises, not only the problem of ERP itself. The reasons include not only the differences in cultural background and management methods, but also the factors such as software localization, implementation experience and lack of supporting services

grasping demand is the last word

in the case of ERP implementation failure, the most common reason is that an enterprise has the intention to go on ERP, and there may be more than a dozen software providers flocking to show their enterprise and product strength through various ways and channels. Software application enterprises in the buyer's market are often dazzled and at a loss. In the bidding process of ERP providers, in order to win the "champion", ERP providers often sell ERP to customers by drawing "perfect blueprint" and "solemn promise". As for whether the "blueprint" can be implemented after winning the bid, it is the matter of software implementation staff

"when an enterprise embarks on an ERP project, it should know itself and the enemy well." Yu Mu said that before implementing the ERP system, enterprises should first have a clear understanding of themselves, systematically study and analyze the status of enterprises in global competition, the gap with domestic and foreign competitors, the obstacles affecting the survival and development of enterprises, the bottleneck of enterprise management, the focus of enterprise informatization and the differences before and after implementation, and then find out the most urgent informatization needs of enterprises, Distinguish between primary and secondary and the crux of their own informatization, and then "choose clothes according to their own body". At the same time, enterprises also need to conduct a comprehensive investigation on the ERP suppliers participating in the bidding, so as to find the most suitable ERP supplier

at present, many market researchers believe that with the deepening of enterprise informatization, the needs of ERP users are not only simple financial management applications, but also more in-depth process management needs. At the same time, the demand of users in the market is increasingly showing a personalized trend

facing the personalized needs of users, major ERP providers such as Kingdee and UFIDA are competing to put forward the concept of "personalized ERP". Yu Mu believes that "personalized ERP" is just a customized concept of manufacturers, such as Kingdee's "ERP + middleware" and UFIDA's "standard parts + industry development". When solving the contradiction between scale and personalization, they all realize limited personalization on a wide scale. Whether they really grasp the needs of users and whether the ERP users use is really "tailored", It depends on the communication and understanding between ERP providers and users

"first class ERP can only come from high-quality user needs." Wang Xingshan, President of Inspur Group Shandong General Software Co., Ltd., stressed that only high-quality user demand resources are the driving force for ERP innovation and success

a senior official of UFIDA said to, now the domestic ERP market has begun to return from impetuousness to rationality. Manufacturers no longer only boast about technology, but only focus on the number of users in the industry. Instead, they focus on user applications, pay attention to the success rate of implementation, and take quality as the precondition; Users are no longer blindly impulsive, only software can do everything, but reasonably set goals, implement them step by step, pay attention to solving practical problems, and pursue quantifiable effects

at present, the industry's understanding of ERP can be used to lean against the square level on the vertical and horizontal positions of the outer surface of the oil cylinder, and the standard tension sample can be selected more and more clearly. That is, ERP itself is not a management idea, nor can it be an advanced management idea, but it is the carrier of management ideas, solidifying some users' advanced management ideas, management methods and workflow in the software, User seeking - creating conditions for enterprise integration and reorganization to enter the production management system as early as possible. Finding a suitable solution is the key to the success of ERP implementation. (end)

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