發(fā)布時(shí)間：2018-10-19 19:09

【摘要】：ERP是將企業(yè)所有資源進(jìn)行整合集成管理，簡(jiǎn)單的說是將企業(yè)的物流、資金流、信息流進(jìn)行全面一體化管理的管理信息系統(tǒng)。在大型企業(yè)實(shí)施ERP項(xiàng)目，既有利于企業(yè)實(shí)現(xiàn)管理創(chuàng)新，又有利于企業(yè)建立“以人為本”的競(jìng)爭(zhēng)機(jī)制，，同時(shí)能幫助企業(yè)整合內(nèi)外部各種信息、加強(qiáng)客戶關(guān)系管理。 本文在介紹大型企業(yè)實(shí)施ERP項(xiàng)目的必要性基礎(chǔ)上，分析實(shí)施ERP項(xiàng)目對(duì)大型企業(yè)產(chǎn)生的風(fēng)險(xiǎn)，探討ERP項(xiàng)目的實(shí)施過程，總結(jié)出一個(gè)大型企業(yè)ERP項(xiàng)目取得成功的五大關(guān)鍵因素：（1）公司高層領(lǐng)導(dǎo)的支持；（2）合理的期望和明確的項(xiàng)目目標(biāo)；（3）公司系統(tǒng)各單位、各業(yè)務(wù)部門的積極參與；（4）各業(yè)務(wù)部門的充分溝通；（5）企業(yè)與項(xiàng)目咨詢方的密切合作。其應(yīng)對(duì)措施為：項(xiàng)目計(jì)劃制定和項(xiàng)目進(jìn)度控制、多地點(diǎn)項(xiàng)目實(shí)施的人員分配；建立有效的溝通機(jī)制；質(zhì)量控制手段。因此，建立一套專為大型企業(yè)ERP項(xiàng)目實(shí)施的方案來解決這些項(xiàng)目成敗關(guān)鍵問題是非常有必要的。本文從企業(yè)實(shí)施ERP項(xiàng)目的必要性及風(fēng)險(xiǎn)分析出發(fā)，從ERP項(xiàng)目實(shí)施的各個(gè)階段入手，消除各大型企業(yè)間實(shí)施ERP項(xiàng)目的差異性，尋求在大型企業(yè)實(shí)施ERP項(xiàng)目通用的、可借鑒的實(shí)施方案。
[Abstract]:ERP is a management information system that integrates all the resources of an enterprise into an integrated management, and simply means to integrate the logistics, capital flow and information flow of an enterprise into an integrated management system. The implementation of ERP project in large enterprises is not only conducive to enterprise management innovation, but also conducive to the establishment of a "people-oriented" competition mechanism. At the same time, it can help enterprises integrate all kinds of internal and external information and strengthen customer relationship management. On the basis of introducing the necessity of implementing ERP projects in large enterprises, this paper analyzes the risks of implementing ERP projects to large enterprises, and probes into the implementation process of ERP projects. Five key factors for the success of the ERP project in a large enterprise are summarized: (1) the support of the senior leaders of the company; (2) reasonable expectations and clear project objectives; (3) the active participation of the various units of the company system and the business departments; (4) full communication among business departments; (5) close cooperation between enterprises and project consultants. The countermeasures are: project planning and project schedule control, multi-site project implementation personnel allocation, establishment of effective communication mechanism, quality control means. Therefore, it is necessary to set up a set of solutions for large enterprise ERP projects to solve the key problems of success or failure of these projects. Starting from the necessity and risk analysis of implementing ERP projects in enterprises, this paper starts with the various stages of implementation of ERP projects, eliminates the differences of implementing ERP projects among large enterprises, and seeks to implement ERP projects in large enterprises. The implementation scheme that can be used for reference.
【學(xué)位授予單位】：上海交通大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F270.7

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