發(fā)布時(shí)間：2018-07-31 13:42

【摘要】：ERP系統(tǒng)已經(jīng)越來越多的應(yīng)用在當(dāng)今社會(huì)的企業(yè)當(dāng)中,特別是成熟成規(guī)模的國(guó)際化公司,從20世紀(jì)到21世紀(jì)初,隨著對(duì)企管文化的重視程度日益升高,隨之而生了大批企業(yè)管理軟件供應(yīng)商,如用友、金蝶、浪潮、SAP、ORACLE、 MICROSOFT等。德國(guó)研發(fā)起源于Systems Applications and Products in Data Processing的SAP管理軟件占領(lǐng)了百分之七十以上的高端企業(yè)市場(chǎng),其中在全球五百?gòu)?qiáng)企業(yè)中占絕大多數(shù)比例都在應(yīng)用SAP系統(tǒng)進(jìn)行企業(yè)管理,我國(guó)正與國(guó)際市場(chǎng)快速接軌,在我國(guó)的大型企業(yè)中實(shí)施SAP企管系統(tǒng)已經(jīng)成為企業(yè)管理規(guī)范化、效率化的標(biāo)志,特別是在金融業(yè)、運(yùn)輸業(yè),制造業(yè)、服務(wù)業(yè)等行業(yè)中的應(yīng)用成效非常明顯。然而隨著SAP軟件在各行業(yè)中廣泛深入應(yīng)用,問題也隨之而來,一些實(shí)施項(xiàng)目執(zhí)行效果不好,不是因?yàn)闆]有成型的企管體系,也不是因?yàn)檐浖旧淼墓收?更不是因?yàn)槭褂谜叩牟慌浜?究其原因其中最主要的是生搬硬套國(guó)外的項(xiàng)目管理理論,沒有根據(jù)各公司項(xiàng)目的具體情況進(jìn)行詳細(xì)分析,量體裁衣,造成實(shí)施過程中的流程走不順,執(zhí)行力不清,直到矛盾無法調(diào)和而以失敗告終。 本文通過分析了Y礦山機(jī)械公司在生產(chǎn)控制,物料控制,采購(gòu)和物流管理對(duì)SAP系統(tǒng)的需求。對(duì)應(yīng)的研究了SAP系統(tǒng)對(duì)在Y礦山機(jī)械公司的具體實(shí)施解決方案。針對(duì)原有從客戶市場(chǎng)分析預(yù)測(cè)、生產(chǎn)／服務(wù)訂單處理、物料計(jì)劃和采購(gòu)、開發(fā)選擇供應(yīng)商、質(zhì)量控制、生產(chǎn)計(jì)劃控制到售后服務(wù)和備件服務(wù)的整個(gè)訂單流程進(jìn)行了分析、修改,系統(tǒng)地完善和發(fā)展了面向訂單生產(chǎn)型企業(yè)管理系統(tǒng)的運(yùn)作流程。此外,Y礦山機(jī)械公司通過對(duì)SAP系統(tǒng)的針對(duì)生產(chǎn)訂單缺乏控制,自動(dòng)排產(chǎn),全球備件統(tǒng)籌計(jì)劃,供應(yīng)商評(píng)審,內(nèi)部工廠國(guó)際物流實(shí)時(shí)追蹤等方面管理流程進(jìn)行二次優(yōu)化改進(jìn)。探討了如何運(yùn)用需求分析,跨工廠備件分析,訂單追蹤等方法來提高生產(chǎn)和供應(yīng)鏈效率,從而提高企業(yè)效率。 本文通過在企業(yè)中的實(shí)踐,將公司解決問題的實(shí)例和有效策略記錄下來。
[Abstract]:ERP system has been used more and more in the enterprises of today's society, especially mature international companies. From the 20th century to the beginning of the 21st century, with the increasing emphasis on enterprise management culture, Then a large number of enterprise management software providers, such as friends, Kingdee, Tide SAP Oracle, MICROSOFT and so on. Germany's research and development of SAP management software originated from Systems Applications and Products in Data Processing has occupied more than 70% high-end enterprise markets, of which the vast majority of the top 500 companies in the world are using SAP system for enterprise management. Our country is rapidly connecting with the international market. The implementation of SAP enterprise management system in large enterprises in our country has become the symbol of standardization and efficiency of enterprise management, especially in the financial industry, transportation industry and manufacturing industry. The application effect in the service industry and so on is very obvious. However, with the extensive and in-depth application of SAP software in various industries, problems have followed. Some of the implementation projects have not been implemented effectively, not because there is no formed enterprise management system, nor because the software itself has failed. It is not because the users do not cooperate with each other. The main reason is to apply the foreign project management theory rigidly, without detailed analysis and tailoring according to the specific conditions of the projects of the various companies. The process of implementation is not smooth, execution is not clear, until the conflict can not be reconciled and fail. In this paper, the requirements of SAP system in production control, material control, purchasing and logistics management in Y Mining Machinery Company are analyzed. The corresponding study of the SAP system in Y mining machinery company specific implementation of the solution. The original order flow from customer market analysis and prediction, production / service order processing, material planning and purchasing, development and selection of suppliers, quality control, production planning control to after-sales service and spare parts service are analyzed and modified. The operation process of the order-oriented enterprise management system has been improved and developed systematically. In addition, through the SAP system for production orders lack of control, automatic production scheduling, global spare parts planning, supplier review, internal factory international logistics real-time tracking and other aspects of the management process for secondary optimization and improvement. This paper discusses how to improve the efficiency of production and supply chain by means of demand analysis, spare parts analysis of cross-factory, order tracking and so on, so as to improve the efficiency of enterprises. Through the practice in the enterprise, this paper records the example and the effective strategy of the company solving the problem.
【學(xué)位授予單位】：內(nèi)蒙古大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F416.4;F270.7

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本文編號(hào)：2155757