A公司ERP項目實施及風(fēng)險管理研究
發(fā)布時間：2018-10-13 10:25
【摘要】：當(dāng)今世界,企業(yè)之間競爭早已經(jīng)轉(zhuǎn)變成整個供應(yīng)鏈和管理水平的立體競爭。在某種程度上來說,這也是企業(yè)信息化平臺的建設(shè)水平之間的競爭。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)通過規(guī)范化的業(yè)務(wù)流程來統(tǒng)一企業(yè)內(nèi)部的運作流程,從而提高運營效率,實現(xiàn)對整個企業(yè)資源在集團層面進行統(tǒng)一規(guī)劃和統(tǒng)籌。ERP在跨國企業(yè)收購中國本土企業(yè)后的整合項目上存在很大的風(fēng)險,從根本上來說,原因主要是因為ERP項目實施受企業(yè)內(nèi)外部影響比較大、周期長、涉及各業(yè)務(wù)層面、對項目組成員要求比較高等特點,再加上跨國企業(yè)并購ERP項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)險性。因此,在跨國企業(yè)并購實施ERP的項目中應(yīng)該注意哪些風(fēng)險,怎樣控制這些風(fēng)險的發(fā)生從而實現(xiàn)1+1)2,都是這類型企業(yè)所應(yīng)該思考的問題。 本文主要對殼牌收購中國本土潤滑油企業(yè)A后,在實施ERP項目過程中遇到的風(fēng)險作了專題研究。本文首先對A公司ERP項目的背景進行介紹,再以風(fēng)險管理理論為基礎(chǔ),將理論研究與實際運用相結(jié)合,通過頭腦風(fēng)暴法在對影響項目實施過程中諸多風(fēng)險因素進行識別、評估,重點分析了ERP實施過程中外部風(fēng)險、內(nèi)部風(fēng)險、變革風(fēng)險、基礎(chǔ)數(shù)據(jù)管理風(fēng)險和人員風(fēng)險。在此基礎(chǔ)上通過風(fēng)險概率和影響矩陣法,對風(fēng)險進行歸類和風(fēng)險等級評定和量化,確定不同風(fēng)險的重要程度和處理優(yōu)先級。然后對各個風(fēng)險點進行科學(xué)、合理的風(fēng)險管理,給出相應(yīng)的應(yīng)對措施。最后通過設(shè)置長期運維平臺來完成對項目風(fēng)險的監(jiān)控。整個論文緊緊圍繞項目風(fēng)險管理理論的預(yù)測、識別、評估、處理、監(jiān)控幾大步驟來進行闡述,重點是在對項目風(fēng)險的識別、評估和處理上。希望通過此案例中跨國大型企業(yè)收購中國本土企業(yè)ERP項目的實施過程研究,來總結(jié)出一些可能相類似的項目風(fēng)險及如何進行控制的研究,能夠為后繼跨國企業(yè)收購,特別是今后更多中國企業(yè)走出國門,參與國際并購實施ERP項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)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F270.7
本文編號：2268272
[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)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F270.7
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