What problems do ERP generally encounter in enterprises? What are the countermeasures?

First, the status of ERP implementation

In the eyes of ordinary people in enterprises, ERP is to buy a set of management software, install a client on each computer, add several servers, then interconnect the company computers, input a lot of data into them, and finally produce some reports. This is ERP. Some "senior" people will say that ERP is a management system that organizes all the resources in an enterprise to optimize the combination, so as to achieve the optimal allocation of resources and improve the efficiency of the enterprise. However, how to organize and optimize how to achieve the best resource allocation has never been considered from beginning to end, thinking that this is something that ERP system itself should have, as long as it is installed and operated, it will be natural. These are two typical cognitive biases, and they are also the important reasons for the failure of ERP implementation directly due to human cognitive biases.

Of course, the company's ERP project failed because of the defects of the software itself. As an advanced management concept, ERP is mature in theory, but as a management system software, the actual software design function is far from being realized. In addition, driven by commercial interests, software developers often only do some superficial functional modules, but blow up their own software products. However, even if there is a good ERP management system, it does not mean that it will be successfully implemented. If it is so simple, the success rate of implementation will not be so low (according to the statistics of relevant departments, the success rate of ERP implementation in China is only 3096). The management concept is universal, but the management methods of different enterprises are very different, so ERP system software can not be comprehensive as a management tool. In other words, if you think that installing ERP management system software can realize enterprise resource planning and optimize resource allocation, you can improve enterprise management, then it is all wet.

At present, a mode that the industry agrees with is to operate ERP as a cooperative development project. Instead of selling it directly as a product. This is not only because of the complexity of ERP management system software, but also because of the personality differences of customer needs. Therefore, the implementation of EPP is a process of close cooperation between supply and demand, and a process of combining business processes with software development. But in reality, it is often the opposite. Developers blindly pursue progress and constantly ask enterprises to adapt their business processes to the existing programs of software. On the one hand, enterprises make do for confidentiality, on the other hand, they make do for cost. In this way, copywriting only stays in the inherent process of the original software, and only makes a fuss about some simple data integration and report retrieval, not to mention process transformation and resource optimization. Even the most basic functions of collaborative work and resource sharing can't be realized, just an embroidered pillow. Finally,

Second, the reasons for the failure of ERP implementation

Generally, there are the following situations:

First, the preliminary project research is not sufficient, and the management needs of enterprises themselves are not clear. Basically, they have only a little knowledge of ERP, only some concepts have not been digested deeply, and they have become a management system specially suitable for the business characteristics of enterprises. Implementation consultants tend to pursue the progress of the project too much, and the implementation units always hide some real images of their business processes for reasons such as trade secrets or departmental power games, so they don't know every business process in depth during the investigation. The hasty launch of the project led to the adjustment of the plan in the future. Both sides are tired, but the progress of the project is nowhere to be seen. The enterprise itself has no quantitative data of the project progress results, so it is difficult to effectively constrain the implementation of the consultation list. For the project advance payment paid according to the schedule, due to cost considerations and unsatisfactory project results, enterprises generally stop paying for the later projects, which often leads to the projects becoming unfinished projects and projects under construction in the foreseeable future.

Second, the configuration of the project implementation team is unreasonable. It stands to reason that all members of the project implementation team should be authoritative ambassadors of a certain business. However, this is often not the case. Most of them are named, and some simply let people who don't understand the business of the enterprise deal with them directly. There are many reasons for this situation, the most important one is that the top management of the enterprise has no real understanding of ERP, or just stays at the level of data information collection tools. The key users of each business did not integrate their business management into ERP, but only completed the data entry function assigned by the leaders, so it is not difficult to imagine that the implementation team formed is powerless. Enterprise "idle people" who can't change the existing business process.

Third, there is no real and effective optimization and transformation of business processes and no optimization of enterprise resource allocation. From project investigation to the establishment of the actual team, from top management to grass-roots management, there will naturally be no optimization and transformation without a serious and in-depth analysis of the existing business processes. It's just that the current business operation process of the enterprise is mechanically implanted according to the existing modules of EPP, so ERP is of course just a data set generator.

Fourth, it is not well integrated with enterprise performance management and becomes an information island. Any management system must eventually be integrated into the performance management system to really play its role, otherwise it will be a flash in the pan. Therefore, in order to truly become a management tool, we must first establish an effective performance system based on the concept of ERP management. Only in this way can we constantly improve the ERP management system, improve the management level, and maintain its vigorous vitality.

Third, ERP implementation countermeasures

How to reduce the failure of enterprises to implement ERP and reduce the daily risk of implementing ERP? First of all, enterprises should understand ERP, which can be understood as two concepts. The first layer is theory, which is an advanced management concept. Through the organization and planning of all resources (human resources, assets, customers, suppliers) in the warehousing industry, the business process of the whole process of internal supply, production and sales is optimized, and the external changes flexibly and timely with the changes of market customers and suppliers to achieve the best resource allocation, thus improving the Q of enterprises. The other layer is management tools, a set of management system software, which is developed on the basis of this management theory. Generally speaking, ERP project is only the second meaning. Few people care about the first meaning, including implementation consultants. They always brag about how powerful their software is, but explain the meaning of ERP in an understatement. In this way, the whole enterprise just regards him as a management software and ignores the real connotation. This is why the software is equipped with operation training, but the unreasonable business process remains, the resources are still wasted, the staff is still bloated, and the assessment is never implemented.

Second, it is necessary to break the shackles of traditional department management, take the complete and refined business operation process as the management unit, introduce workflow management mode, make each business process completely transparent, and allocate the corresponding resource consumption at the same time, so that the resources occupied by each step can be reflected, thus realizing the process optimization and transformation and optimizing the resource allocation. Only in this way, it is possible to establish business data model for management decision-making, provide budget model for budget management and provide quantitative indicators for performance appraisal.

Thirdly, the ERP system software is managed as a cooperative project software, and the existing ERP system software is understood, compared and selected, and the basic functional modules can be referenced. However, the specific business process must be tailored to the actual situation. The secondary development and reconstruction of ERP system software must make the system fit for the business process, instead of letting the business process accommodate the system and integrating various business data models and budget assessment indicators into the system software. At the same time, the internal control and authorization system will monitor the key points of the business process in the system, so as to effectively supervise the business and correct the deviation, and track the whole operation process.

Fourth, management needs continuous improvement, and so does ERP system. ERP system provides sufficient information for management, promotes management promotion, and constantly accepts flexible adjustment of business processes, constantly enriching and perfecting.

Fourth, summary.

ERP is not only a management software system, but also an advanced management concept. In a word, ERP is not only a set of management software system, but also a part of it. Real ERP system pays more attention to management concept, integrates advanced management concept with advanced computer technology, and realizes information management with flat organization management, collaborative operation, rapid event response and intelligent decision-making.

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