谁来介绍一下企业上ERP的利弊？

野外定向

我们公司最近要上ERP，有那位家人的公司也上了，请介绍一下好处，或者利弊所在？是否起到了预期中的作用？

倾斜的影子

ERP本身没有问题，有问题的是人，问题是人为造成的。

倾斜的影子

第一步：先做BPM，这步非常重要。

第二步：上线。这个过程需要一段时间的磨合期，痛苦与快乐并存。

times

同意"ERP"是管理问题，任何企业都不要为ERP而ERP。

笨笨哦

ERP肯定是个好东西(因只接触过国外软件,以下都均以国外软件所能达到效果为例),只是你公司清晰的明白上ERP要达到些什么目标吗?能做到吗?假如贵公司的基础管理比较好,老板的执行力度也强的话,那还也行.

管理水平较好的基础上上ERP,能较好的把许多原人力不可为的管理工作细化,而且把原来人工或简单电脑运算做不到或做不好的生产经营物资需求计划几分钟内搞定,生产经营业务与财务的集成也是让人不可想象,做为原来财务软件是根本不可能做到的.做为决策管理层能即时的了解到生产经营情况,这是真正的即时(实时)........好处多多...

但想做到以上是得花费好大心血与功夫的,得老总全力的推动,整个管理层的配合加全体实施人员的付出才能做到的.失败的概率是非常大.最大一点是因大多人只看到本部门的利益,决不会从全局来考虑问题,更有甚者,上ERP会触犯到他的私人利益(清水则无鱼),信息的透明,准确,无误的传递会导致一些中层管理员失权,所有的这些人会应用各种方式行动来阻挠甚至是反抗ERP的实施..其他还有人力物力、技术与数据方面都会给ERP实施带来困难

不要相信ERP实施公司的花言巧语,把软件的功能说得无所不能,在软件介绍或初期培训时用专业得让人摸不着头脑词句把你唬住.坚持公司的需求与目标,写到合同中,有条件的话可采用第三方咨询服务.

ERP只是一个工具,用得好否还得取决于实施者与应用者的素质与水平,可惜决大多数实施者更偏向于软件实施,并不能较深的了解与掌握企业管理上的真正需要,公司也是在ERP上线后慢慢才发现不足,ERP并不能带来一切.甚至把企业管理不足之处暴露无遗,把矛盾白热化....

做完一个信息化项目后,你切身体会到咱们中国人的机智与聪明,以至于一个在国外很平常很好用的管理工具到了中国就这么难用好,甚至变味.

以上只是自己的一点感受,有失偏颇之处,请见谅

liu_xiaolx

这是个很大的问题啊,不能说ERP是个好东西,就不管适应不适应企业自身情况,都上ERP.

songyl

上ERP不是一个技术问题，是管理理念的变革

clandy

企业上ERP的是想通过计算机整合企业内外部资源，最终目的是提高企业的获利能力和提高企业绩效。我的观点是软件、硬件只是ERP成败的一部分，更重要的是企业中的人、管理、业务流程。实施ERP是一个长期的过程，需要实施前的准备工作、实施、实施后三个阶段。而实施后的持续改善是很重要的。

我公司一直专注于ERP持续改善咨询，很想向各位分享我公司的咨询理念：Purpose Driven ERP.

Thank you for your time for considering this information with me about Purpose Driven ERP. “Purpose Driven ERP” involves helping companies solve installation problems and improve their daily software use. Ultimately, our customers achieve “A” class implementation status by focusing on business issues, daily operational consistency, and change management to allow business use to keep pace with increased functionality introduced by the software. Manufacturers often start with a good installation, but research proves the period before and afterward is even more critical to the ultimate success. No other ERP company, in China, except GENISYS focuses on this. GENISYS specializes in ERP improvement, helps companies create a corporate culture to support ERP progress, and provides outside Advisory support and tools.

GENISYS has well-known consultant/training experts John Carlson, who was the original Fourth Shift architect and product father, and Zhou Yuqing who have been put into the 2004 list of “Fifty Important Contributors to ERP in China (年中国影响企业信息化进程人物”). Zhou Yuqing and VGM Liu Bo Ying have also written and published two ERP textbooks that have been widely used, nationally; and Scott Carlson, President of GENISYS and creator of “Purpose Driven ERP”.

FACT: Only 10% of ERP companies receive significant return on investment among over one million companies using ERP.

FACT: Among many companies using ERP in Tianjin, only one company has achieved “A” class status

Two years critical processes

The gap in success using ERP is huge among many manufacturing enterprises. The gap becomes more obvious two years after the initial installation.

The most important factor for the gap is the process and problem resolution technique established in the first two years.

This includes factors such as gap in Employee sophistication and focus on “Initial Benefits” rather than the daily operational management

Purpose Driven ERP will bring the

following benefits to you and your company:

· Provide APICS content in a “live” practice environment to increase business impact of ERP system

· Provide ERP self assessment forms and progress tracking software that can be used forever- every customer needs to measure!

· Introduces a change management process so the company can increase performance from new ERP capabilities.

· Provides direction for progressing stage-by-stage to “A” class status

· Revives hope for ROI from ERP through GENISYS` Advisory support

有兴趣的朋友，可以给我发邮件，中英文资料备索。ytwen@gs-corp.com

cnaps

大企业用不好，小企业用不着

说穿了，就是ERP不符合中国国情哦。

当然，那种在PC、PC Server 上蹦达的“另类ERP”不算哦，花样太多啦，说不清楚。