Research on the application of large enterprise mo

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According to the statistical data of the American Society for production and inventory control (APICS), the use of an ERP system can bring the following economic benefits to enterprises on average: the inventory decreases by 30%~50%, the delay in delivery decreases by 80%, the early stage of purchase and withdrawal decreases by 50%, the downtime for materials decreases by 60%, the manufacturing cost decreases by 12%, the management level improves, the management personnel decreases by 10%, and the production capacity increases by 10%~15%, The production efficiency is increased by 25%~40% on average, and overtime is reduced by 50%~90%. These incomparably brilliant figures not only mean low costs and huge profits for an enterprise, but also the intangible social benefits it can bring is a considerable wealth

zhengyulin, the product development director of UFIDA, mentioned in his statement: "ERP has been developed in foreign countries for more than ten years. Almost all enterprises have built their own ERP systems. At this time, foreign enterprises naturally need to pay attention to CRM (Customer Relationship Management) However, the informatization level of Chinese enterprises is relatively low. As the basis of enterprise informatization construction, the penetration rate of ERP system is still quite low and there is a large demand space. Therefore, China's ERP market is still a sunrise market. "

in the past, after many enterprises were frustrated by ERP construction, a large number of small and medium-sized enterprises in China chose to continue to wait and see without taking action. Relevant data show that there are more than 8million small and medium-sized enterprises in China. It accounts for more than 99% of the total number of enterprises in China, but only 3.8% of small and medium-sized enterprises choose to implement ERP at present. In the face of this feast, can small and medium-sized enterprises only step back

first, from the concept of ERP, ERP (Enterprise Resources Planning) is what we call "enterprise resource planning". The essence of ERP is a management idea for the whole supply chain, which is further developed on the basis of MRPII (the research achievement of M was published in the latest issue of "manufacturing resources planning" in the Journal of using materials and interfaces). In addition, its management idea also includes advanced management ideas such as lean production, synchronous engineering, agile manufacturing, pre planning, in-process control, etc

however, at present, most people in China have confused the concepts of ERP and ERP system. ERP system is a management platform based on information technology, which provides decision-making and operation means for enterprise decision-makers and employees with systematic management ideas. It integrates information technology and advanced management ideas, becomes the operation mode of modern enterprises, reflects the requirements of the times for enterprises to reasonably allocate resources and maximize the creation of social wealth, and becomes the cornerstone for enterprises to survive and develop in the information age. In short, ERP system embodies the concept of ERP and helps enterprises better implement the idea of ERP

erp is the product of adapting to the development of market economy and the only way for enterprises to enter the mature stage. If enterprises want to survive, they must have good adaptability and the ability to quickly respond to the market, and do everything possible to reduce costs; We should break the past large and comprehensive model and expand cooperation between enterprises and upstream and downstream enterprises; Make full use of information resources and keep abreast of the latest market trends. It is difficult for human resources to fully meet these requirements, so we must optimize and strengthen the operation and management of enterprises with the help of the latest achievements of contemporary information technology

this is exactly what ERP can provide to us. Although there is a certain gap between the management of Chinese enterprises and that of foreign developed countries. However, with China's entry into WTO, the Chinese market has become an important part of the international market. With the globalization of economy and the internationalization of China's local market, Chinese enterprises have to actively participate in the international competition for the management of international operation. Therefore, even if the success rate of ERP implementation in Chinese enterprises is not high, the implementation of ERP is still the general trend

The traditional application of ERP is concentrated in large enterprises, and the implementation of ERP in China also starts from large enterprises. However, today, management has become a common need of all kinds of enterprises. Under the pressure of fierce market competition and internal and external environment, if enterprises want to achieve the expected market share and expected economic benefits, and improve their adaptability and competitiveness, they must have their own advantages in product quality, performance, delivery time, price and so on

in the environment that the popularization and utilization of nano materials will impact the printing industry in today's market, the main way to improve competitiveness is to strengthen management and carry out practical reforms in management, mode, means and tools. As an advanced management system, ERP is not only needed by large enterprises, but also by small and medium-sized enterprises. According to the different operation and management modes of enterprises of different sizes, ERP is flexibly implemented to make ERP have Chinese characteristics. In this way, small and medium-sized enterprises can also share the feast of ERP

at the same time, we must also realize that the ultimate benefit depends on the product, and ERP is at best an information means. For an enterprise, the long-term benefit is the improvement of efficiency and the reduction of cost. The most fundamental thing is that the enterprise management will produce fundamental changes and embark on the road of structural self optimization

as large enterprises have crossed the stage of survival and entered the stage of stable and expanded development, they are relatively mature in terms of environment and management, and have a strong financial guarantee. Therefore, in the process of implementing ERP, as long as the enterprise is correctly analyzed, appropriate ERP system software is selected, standardized and reasonable management and application are carried out, the implementation of ERP is likely to be successful

as small and medium-sized enterprises in the survival stage, there are many differences between them and large enterprises:

1) enterprise core competitiveness: the most important thing for large-scale enterprise development is strategy and organization, but for small and medium-sized enterprises, the core competitiveness is the management level of the enterprise itself or the key business of the enterprise. Because of this, compared with large enterprises, small and medium-sized enterprises are more independent, which is difficult to form scale effect. This also makes it difficult to maintain close cooperation with suppliers, vendors, partners and customers in the supply chain

2) management: large enterprises mainly focus on long-term benefits and interests. However, as small and medium-sized enterprises, due to their limited funds and large market risks, small and medium-sized enterprises pay more attention to short-term interests

3) cost: small and medium-sized enterprises have less investment and less profit, which basically belongs to the category of "small capital operation", so their sensitivity to profit and loss is much higher than that of large enterprises

4) talents: due to the scale and capital of small and medium-sized enterprises, it is difficult to recruit talents with high quality and rich experience. In addition, the treatment of such enterprises is low, the salary is unstable, and the development prospect is not optimistic, which makes it easy for the talents cultivated by them to drain after they have rich experience

in addition to the above differences, small and medium-sized enterprises also generally have product backlog; Cannot guarantee delivery on time; Poor user service level; Poor strain capacity; Poor market competitiveness; Excessive use of inventory funds; Low equipment utilization; Long production cycle; Material shortage; High cost; Long planned span; Information feedback is not timely; Poor prediction ability; The problem of slow product upgrading. Actively expand the research and development of new materials in aerospace, national defense and military industry, rail transit, deep-sea operation and other fields, so when small and medium-sized enterprises implement ERP, they cannot copy the steps of large-scale enterprises to implement ERP. (end)

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