The hottest ERP returns to the original integrated

ERP return to the original comprehensive technology, business and management

transformation is one of the most striking features of our era, and it is also an insurmountable problem for Chinese enterprises

from economic transformation to cultural transformation, from social transformation to personal transformation, from technological transformation to product transformation, transformation is reflected in almost every field and level of our era

China's economy has continued to grow at a high speed in the past 25 years and has gradually integrated with the world. Chinese enterprises have achieved unprecedented development, but also face increasingly fierce domestic and international competition. For example, the transformation and listing of large state-owned enterprises, mergers and acquisitions, or the establishment of branches at home and abroad, all need to combine existing management with international industry best practices; Emerging state-owned enterprises with rapid growth and private enterprises seeking to break through the bottleneck of growth urgently need modern methods and standardized management to enhance international competitiveness; Wholly owned enterprises and joint ventures in China need to reasonably deploy their branches in China to give full play to the effect of value chain and supply chain integration

in fact, every major transformation of human society is more or less closely related to the progress of information technology at that time. This is true of social transformation, especially for enterprises. In today's world, the most important factor leading to enterprise transformation is information technology represented by computers and Internet

in the tide of informatization, the ups and downs, success and failure of ERP in China just reflect the huge force of information technology on enterprise transformation

the power of informatization

entering the modern information society, information, as one of the production factors, has broken the structure of the "four elements" of Western classical economics and become the fifth element: labor, raw materials, capital, land and information. At present, enterprises and entrepreneurs who survive and develop in the competition often think about the question: how to make decisions quickly and effectively? How to increase customer resources? How to improve production efficiency and product competitiveness? How to reduce costs and eliminate waste? How to get market information and feedback faster? What kind of management mode and modern technology can effectively answer and solve these problems

Drucker believes that over the past 50 years, information technology has been centered on "data", including data collection, processing, storage and display. The focus of information technology is also the technical application around these aspects. He hopes that information technology can provide more data and faster speed. Others believe that information technology will affect enterprise decision-making, and even replace human thinking and decision-making. Few people feel that information technology, which limits the growth potential, will have a significant impact on enterprise reform. In fact, the application of information technology will have a revolutionary impact on the "business mode" that was not expected in advance. Such examples are endless, such as e-commerce, decentralized global enterprises, telemedicine, and distance education

the 2005 top 500 informatization enterprises survey sponsored by CECA National Informatization Evaluation Center shows that informatization effectively enhances the vitality of enterprises and brings breakthroughs in overall performance. It is manifested in: the enterprise also has certain precautions for its operation around entrepreneurship to create overall performance, from "ownership" to "control", from function to process, so as to achieve obvious direct economic benefits. First, improve the profit of main business through informatization; Second, give play to the core role of financial management to protect the operation of enterprises; Third, strengthen risk control and give play to the role of information

in recent years, after solving the stage of informatization, enterprises began to pay more and more attention to the return on investment; With the integration of the global market, the increasingly complex competitive environment, and the frequent reorganization, mergers and alliances among enterprises, enterprise informatization is facing new opportunities and challenges. The decision-making level of enterprises began to re-examine the role of informatization in enterprises. Enterprise informatization is showing more and more diversity and complexity. Different industries, different scales, different development stages and development paths, and even various dimensions such as enterprise mergers and acquisitions, personnel adjustment have had an impact and differences on enterprise informatization construction

erp returns to the original

once upon a time, Chinese enterprises have been tossing and turning between "waiting for death is the four test methods for stainless steel products that can't get ERP" and "getting ERP is equal to looking for death"

now, enterprises' understanding of ERP has returned to the original

the "2005-2006 Research Report on the development of China's manufacturing management informatization (ERP) industry" published by e-works, the information portal of China's manufacturing industry "It shows that the ERP software market of China's manufacturing industry in 2005 was 2.785 billion yuan, an increase of 16.38% over 2.393 billion yuan in 2004, accounting for about 1.3% of the global ERP market share. The deepening of information construction by group enterprises and the desire of private enterprises for information gradually replaced foreign-funded and cooperative enterprises, and became the main source of power for the development of China's manufacturing ERP market in 2005, which will continue to maintain for some time in the future." And zoom in

according to the analysis of the report, overall, the penetration rate of ERP in China's manufacturing industry is still not high, only 24.2% (excluding enterprises that only use financial software). More and more enterprises have realized the importance of ERP. At the same time, their expectations for ERP have gradually dropped, and they no longer hope that ERP can solve all the problems of enterprises. 42% and 10% of manufacturing enterprises using ERP think that the implementation of ERP system meets or exceeds the expectations, but 37% of enterprises still think that it is lower than the expectations, and 11% of enterprises think that it is far lower than the expectations

Wang Xingshan, senior vice president of Inspur Group, believes that at present, the application of informatization in domestic enterprises is still dominated by finance and logistics. Even the most mature financial management is in the process of upgrading from financial accounting to financial management. Looking back on the development of ERP in China, MIS and financial computerization became popular in the 1980s, and have evolved several times to become today's ERP. 60% of domestic group enterprises regard centralized group finance, group fund management and comprehensive budget as the focus of group informatization in 2006; 70% of manufacturing enterprise informatization does not involve production management, let alone the integrated application of the whole enterprise. Obviously, Chinese enterprise informatization is still in its infancy, just like international enterprises more than 30 years ago; Accordingly, ERP products are also in the primary stage, and their technical content, productization and maturity have been criticized, even regarded as "hard injury". It can be seen that although ERP in China has gone through nearly 10 years, the real challenge it faces is products

at the beginning, many enterprises "ERP for ERP" regarded ERP as a means of publicity and a task. They were eager to get into the system when they didn't know the ERP provider and implementation manufacturer, or even the enterprise's own situation, which inevitably led to the blindness of ERP implementation

today, more and more enterprises realize that the implementation of ERP should first carry out management consulting and business process optimization, the second step is to establish an enterprise management model, and the third step is to implement ERP system

erp= technology + business + management

in many companies, the IT department is the complained department. Because the needs of business departments are always changing, it departments can't make all business departments 100% satisfied. Measuring the value of IT department mainly depends on whether it has helped enterprises establish a controllable and evaluable management system and perfect business processes; If this goal is achieved, it is valuable. If the IT department just stays in the role of daily maintenance and fire brigade, its value is very limited

at present, the IT environment is undergoing major changes. Enterprises require management and control of the entire infrastructure, including networks, systems and various applications, from a "business perspective", with a certain degree of visibility and automation, and take service management and its impact on business as the core content

for ERP manufacturers, if it functions want to realize business operation, they must have a clear understanding of customers and their needs. Generally speaking, the "users" of it include external users or consumers, business partners, enterprise employees and enterprise management. For all it users, their basic need is high return on investment

some analysts said that under the new situation, how to choose the right breakthrough of enterprise informatization, how to achieve quick results, and how to take the informatization route suitable for the enterprise itself are particularly important for the success of enterprise informatization. Therefore, it is difficult to succeed only by a conventional informatization route, especially some large group enterprises and leading enterprises in the industry. At a certain time, enterprises must make new informatization choices according to their own comprehensive environment

obviously, the practice of ERP in China for more than 20 years shows that ERP will not automatically generate economic benefits for enterprises. If the current management system cannot be changed, the enterprise does not have advanced management ideas, and the employees of the enterprise are so lacking in sense of cooperation, low quality of personnel, and weak technical support, then even if the enterprise introduces ERP, it will not play a role

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