【摘要】：當(dāng)今世界,企業(yè)之間競(jìng)爭(zhēng)早已經(jīng)轉(zhuǎn)變成整個(gè)供應(yīng)鏈和管理水平的立體競(jìng)爭(zhēng)。在某種程度上來(lái)說(shuō),這也是企業(yè)信息化平臺(tái)的建設(shè)水平之間的競(jìng)爭(zhēng)。ERP是建立在信息技術(shù)上的系統(tǒng)化的管理思想,它可以讓企業(yè)通過(guò)規(guī)范化的業(yè)務(wù)流程來(lái)統(tǒng)一企業(yè)內(nèi)部的運(yùn)作流程,從而提高運(yùn)營(yíng)效率,實(shí)現(xiàn)對(duì)整個(gè)企業(yè)資源在集團(tuán)層面進(jìn)行統(tǒng)一規(guī)劃和統(tǒng)籌。ERP在跨國(guó)企業(yè)收購(gòu)中國(guó)本土企業(yè)后的整合項(xiàng)目上存在很大的風(fēng)險(xiǎn),從根本上來(lái)說(shuō),原因主要是因?yàn)镋RP項(xiàng)目實(shí)施受企業(yè)內(nèi)外部影響比較大、周期長(zhǎng)、涉及各業(yè)務(wù)層面、對(duì)項(xiàng)目組成員要求比較高等特點(diǎn),再加上跨國(guó)企業(yè)并購(gòu)ERP項(xiàng)目又存在不同文化背景導(dǎo)致的溝通理解不暢、內(nèi)部變革阻力大等較高的風(fēng)險(xiǎn)性。因此,在跨國(guó)企業(yè)并購(gòu)實(shí)施ERP的項(xiàng)目中應(yīng)該注意哪些風(fēng)險(xiǎn),怎樣控制這些風(fēng)險(xiǎn)的發(fā)生從而實(shí)現(xiàn)1+1)2,都是這類型企業(yè)所應(yīng)該思考的問(wèn)題。 本文主要對(duì)殼牌收購(gòu)中國(guó)本土潤(rùn)滑油企業(yè)A后,在實(shí)施ERP項(xiàng)目過(guò)程中遇到的風(fēng)險(xiǎn)作了專題研究。本文首先對(duì)A公司ERP項(xiàng)目的背景進(jìn)行介紹,再以風(fēng)險(xiǎn)管理理論為基礎(chǔ),將理論研究與實(shí)際運(yùn)用相結(jié)合,通過(guò)頭腦風(fēng)暴法在對(duì)影響項(xiàng)目實(shí)施過(guò)程中諸多風(fēng)險(xiǎn)因素進(jìn)行識(shí)別、評(píng)估,重點(diǎn)分析了ERP實(shí)施過(guò)程中外部風(fēng)險(xiǎn)、內(nèi)部風(fēng)險(xiǎn)、變革風(fēng)險(xiǎn)、基礎(chǔ)數(shù)據(jù)管理風(fēng)險(xiǎn)和人員風(fēng)險(xiǎn)。在此基礎(chǔ)上通過(guò)風(fēng)險(xiǎn)概率和影響矩陣法,對(duì)風(fēng)險(xiǎn)進(jìn)行歸類和風(fēng)險(xiǎn)等級(jí)評(píng)定和量化,確定不同風(fēng)險(xiǎn)的重要程度和處理優(yōu)先級(jí)。然后對(duì)各個(gè)風(fēng)險(xiǎn)點(diǎn)進(jìn)行科學(xué)、合理的風(fēng)險(xiǎn)管理,給出相應(yīng)的應(yīng)對(duì)措施。最后通過(guò)設(shè)置長(zhǎng)期運(yùn)維平臺(tái)來(lái)完成對(duì)項(xiàng)目風(fēng)險(xiǎn)的監(jiān)控。整個(gè)論文緊緊圍繞項(xiàng)目風(fēng)險(xiǎn)管理理論的預(yù)測(cè)、識(shí)別、評(píng)估、處理、監(jiān)控幾大步驟來(lái)進(jìn)行闡述,重點(diǎn)是在對(duì)項(xiàng)目風(fēng)險(xiǎn)的識(shí)別、評(píng)估和處理上。希望通過(guò)此案例中跨國(guó)大型企業(yè)收購(gòu)中國(guó)本土企業(yè)ERP項(xiàng)目的實(shí)施過(guò)程研究,來(lái)總結(jié)出一些可能相類似的項(xiàng)目風(fēng)險(xiǎn)及如何進(jìn)行控制的研究,能夠?yàn)楹罄^跨國(guó)企業(yè)收購(gòu),特別是今后更多中國(guó)企業(yè)走出國(guó)門,參與國(guó)際并購(gòu)實(shí)施ERP項(xiàng)目提供一定的借鑒意義和參考作用。
[Abstract]:In today's world, competition among enterprises has long been transformed into the whole supply chain and management level of three-dimensional competition. To some extent, this is also the competition between the construction level of enterprise information platform. ERP is a systematic management thought based on information technology. It allows enterprises to unify their internal operational processes through standardized business processes, thereby improving operational efficiency. Achieving a unified planning and integration of the entire enterprise's resources at the group level. ERP has great risks in the integration projects of multinational companies after acquiring local Chinese enterprises, fundamentally speaking, The main reasons are that the implementation of ERP projects is affected by the internal and external influence of enterprises, has a long period, involves various business levels, and requires relatively high requirements for project team members. In addition, the M & A ERP project of multinational enterprises also has the higher risk of communication and understanding caused by different cultural backgrounds, and great resistance to internal change. Therefore, what risks should be paid attention to and how to control the occurrence of these risks in the project of implementing ERP in M & A of multinational enterprises, so as to realize 11) 2) 2, all these problems should be considered by this type of enterprise. This paper makes a special study on the risks encountered in the implementation of ERP project after Shell's acquisition of China's local lube oil company A. This paper first introduces the background of the ERP project of company A, and then, based on the theory of risk management, combines the theoretical research with the practical application, and identifies and evaluates many risk factors that affect the implementation of the project through brainstorming method. The external risk, internal risk, change risk, basic data management risk and personnel risk are analyzed in detail. On this basis, risk classification, risk grade evaluation and quantification are carried out through the method of risk probability and influence matrix, and the importance and priority of different risks are determined. Then scientific and reasonable risk management is carried out on each risk point, and corresponding countermeasures are given. Finally, the project risk monitoring is accomplished by setting up long-term operation and maintenance platform. The whole paper focuses on the prediction, identification, evaluation, processing and monitoring of the project risk management theory, focusing on the identification, evaluation and treatment of the project risk. It is hoped that through the study of the implementation process of the ERP project acquired by large multinational enterprises in China in this case, we can sum up some possible similar research on project risk and how to control it, so that it can be used as a successor to the acquisition of multinational enterprises. Especially, more Chinese enterprises go abroad and participate in international M & A to implement ERP project in the future.
【學(xué)位授予單位】：華東理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F270.7

【參考文獻(xiàn)】

相關(guān)期刊論文 前4條

1 楊皖蘇,嚴(yán)鴻和;影響我國(guó)企業(yè)成功實(shí)施ERP系統(tǒng)的主要原因分析[J];科學(xué)管理研究;2001年01期

2 高紅玉;醫(yī)藥商業(yè)企業(yè)信息化建設(shè)中的ERP管理淺探[J];山西電子技術(shù);2003年05期

3 汪勇;企業(yè)實(shí)施ERP面臨的主要問(wèn)題與對(duì)策[J];武漢科技大學(xué)學(xué)報(bào)(社會(huì)科學(xué)版);2001年01期

4 張后啟;ERP系統(tǒng)的概念及其管理思想[J];中外管理導(dǎo)報(bào);1999年01期

，

本文編號(hào)：2268272