In recent years, there has been a wave of rounds of ERP in various industries in China. However, the success rate of traditional ERP implementation is not high, and the success rate of implementation in printing companies is even lower. Although some companies have spent a lot of money to purchase well-known foreign ERP software, their application effects have not been fully reflected.
The enterprise is a direct user of the ERP system. The degree of participation and the degree of emphasis of the enterprise largely determine the success or failure of the project implementation. Therefore, there are many factors that cause the failure of the ERP project from the enterprise side.
1. Knowledge problem
ERP software system is a computer software system that embodies ERP thoughts and methods. Only when this tool is used can an enterprise realize ERP thinking and improve management level. ERP can not cure all diseases, it can only improve the management level of enterprises, can not solve all the problems of the enterprise, such as market development, quality improvement, product innovation, etc., should be solved by other methods.
The success or failure of ERP application in China does not depend on the implementation of technology, funds, networks, application software and software, but mainly on the awareness of the enterprise itself. The same is true of printing companies. The enterprise is the main body of the application of ERP. The application of ERP must improve the ideological understanding, change the ideology, and enhance the awareness of its own subject. Only by enhancing the awareness of the subject can the subject's ability be improved, and the main role can be played to ensure the success of the ERP project.
2. Basic management issues
(1) Institutional basis. Refers to the enterprise's property rights system, corporate governance structure and incentive and restraint mechanisms and other basic corporate systems. A good institutional foundation is the source of power for enterprises to establish and use information systems, and it is also the key to breaking through implementation barriers.
(2) Business process basics. The business process of an enterprise should be relatively fixed and solidified into a management system. Even if the business process changes frequently, all departments of the enterprise should adjust according to regulations.
(3) Data Foundation. The printing industry has a lot of data, including production data and business management data. The implementation personnel of the project often issued "three-point technology, seven-point management, and twelve points of implementation (data) feelings.
(4) Human resource base. Including the quality of employees, ability, responsibility and a variety of human resources policies. The important task of the ERP implementation process is to provide training to employees of the company for computer operations. The employees' operating ability, job comprehension and learning ability are also important factors influencing the success of the implementation.
There are two types of enterprises that are more likely to implement success. First, the basic management of the enterprise is complete, the management level is relatively high, and the quality of management personnel and grassroots personnel is relatively high. The members of the project team have a deep understanding of the information system, have a deep understanding of the company, and have sufficient ability to control and communicate the project. Second, the business decision makers of the company have a clear understanding of information management, full support and participation. The implementation of this kind of enterprise can be carried out step by step, and the implementation work can be completed as planned to achieve the desired goal.
3. Implementation issues
Business leaders should formulate a mid- to long-term ERP implementation plan based on the current status of the company and its development strategy, and define the scope and objectives of the ERP implementation date. Determine the business processes that should be covered by ERP applications and set clear goals for business process optimization.
Due to the constraints of time, capital, and human resources, it is usually impossible for an enterprise to implement ERP at the same time in all business processes, and it is impossible to implement all functions in ERP at a time. Therefore, from the perspective of improving the overall competitiveness of the company, we should start from those “bottleneck†business processes and give priority to the need to improve the key value-added activities. Only in this way can we effectively control the time and cost of ERP projects, and effectively see the benefits, and the subsequent ERP projects can proceed smoothly.