【摘要】：隨著信息時代的到來，企業(yè)的生存環(huán)境發(fā)生了巨大的變化，越來越多的企業(yè)意識到，利用信息技術(shù)，可以降低企業(yè)的經(jīng)營成本，提高企業(yè)的運(yùn)行效率。ERP（企業(yè)資源計(jì)劃）是一種高度集成的信息化管理系統(tǒng)，更是一種“優(yōu)化業(yè)務(wù)流程的解決方案”，也有學(xué)者認(rèn)為它是“先進(jìn)的管理思想與信息技術(shù)的完美結(jié)合”。ERP將企業(yè)的物流、資金流和信息流進(jìn)行有效的整合，對企業(yè)的人、材、物、技術(shù)、信息等各種與企業(yè)有關(guān)的資源進(jìn)行充分統(tǒng)一的管理，利用現(xiàn)有的資源為企業(yè)謀得最大化的效益，努力提升企業(yè)關(guān)鍵績效指標(biāo)，使企業(yè)在市場上獲得更大的競爭力。ERP自引入到我國以來，已經(jīng)被許多企業(yè)所應(yīng)用，但是對于絕大多數(shù)企業(yè)來說還是缺少相應(yīng)的參考和經(jīng)驗(yàn)，也就是說ERP的成功實(shí)施仍然存在諸多問題。由于ERP項(xiàng)目具有實(shí)施周期長、投入資金大、涉及面廣等諸多特點(diǎn)，并且現(xiàn)在并無完全通用的ERP項(xiàng)目有效實(shí)施的規(guī)范、標(biāo)準(zhǔn)，所以很多企業(yè)在實(shí)施ERP項(xiàng)目時面臨著巨大的風(fēng)險(xiǎn)，未能達(dá)到預(yù)期效果，甚至面臨重大損失。 本文以ERP、項(xiàng)目管理和風(fēng)險(xiǎn)管理理論為依據(jù)，結(jié)合一些具體的實(shí)踐方法，主要研究K企業(yè)ERP項(xiàng)目的實(shí)施及風(fēng)險(xiǎn)管理方法。分析該企業(yè)ERP系統(tǒng)中各模塊的主要功能，并結(jié)合K企業(yè)的一系列重要數(shù)據(jù)對ERP的實(shí)施效果進(jìn)行評價(jià)，認(rèn)為該企業(yè)的ERP系統(tǒng)提升了管理水平，降低了企業(yè)運(yùn)行的成本，從而證明了科學(xué)的項(xiàng)目管理和風(fēng)險(xiǎn)管理是實(shí)施ERP成功的關(guān)鍵因素，并以此為基礎(chǔ)總結(jié)了成功實(shí)施ERP項(xiàng)目的關(guān)鍵因素以及風(fēng)險(xiǎn)控制方法，并從規(guī)劃預(yù)算，軟件選擇，進(jìn)度控制，流程重組，人力資源等幾個方面對即將實(shí)施ERP項(xiàng)目的企業(yè)提出相關(guān)的建議。 本文將理論研究與企業(yè)的實(shí)際運(yùn)用相結(jié)合，，對即將實(shí)施ERP的企業(yè)提出系統(tǒng)性的建議。作為典型的國有軍工企業(yè)，K企業(yè)ERP項(xiàng)目實(shí)施的成功經(jīng)驗(yàn)對國有企業(yè)特別是國有大中型企業(yè)實(shí)施ERP項(xiàng)目有一定的參考作用，同時也為其它企業(yè)成功實(shí)施ERP提供了一些借鑒。
文內(nèi)圖片：
圖片說明：企業(yè)資源計(jì)劃（ERP）發(fā)展歷史Figure2-1enterpriseresourceplanning(ERP)history
[Abstract]:With the advent of the information age, great changes have taken place in the living environment of enterprises. More and more enterprises realize that the use of information technology can reduce the operating costs of enterprises and improve the operational efficiency of enterprises. ERP (Enterprise Resource Planning) is a highly integrated information management system, but also a "solution to optimize business processes." Some scholars also believe that it is "the perfect combination of advanced management ideas and information technology". ERP effectively integrates the logistics, capital flow and information flow of enterprises, fully and uniformly manages all kinds of enterprise-related resources, such as people, materials, technology, information and so on, makes use of the existing resources to maximize the benefits of enterprises, and strives to improve the key performance indicators of enterprises. Since it was introduced into our country, it has been applied by many enterprises, but it still lacks the corresponding reference and experience for the vast majority of enterprises, that is to say, there are still many problems in the successful implementation of ERP. Because ERP project has many characteristics, such as long implementation cycle, large investment, wide range and so on, and now there is no fully general standard and standard for the effective implementation of ERP project, many enterprises are faced with great risks in the implementation of ERP project, unable to achieve the desired results, and even face heavy losses. Based on the theory of ERP, project management and risk management, combined with some concrete practical methods, this paper mainly studies the implementation and risk management methods of ERP project in K enterprise. This paper analyzes the main functions of each module in the enterprise ERP system, and evaluates the implementation effect of ERP with a series of important data of K enterprise. It is considered that the ERP system of the enterprise improves the management level and reduces the operation cost of the enterprise, thus proving that scientific project management and risk management are the key factors for the success of the implementation of ERP. On this basis, the key factors and risk control methods for the successful implementation of ERP project are summarized. Some suggestions are put forward from the aspects of planning budget, software selection, schedule control, process reengineering, human resources and so on. This paper combines theoretical research with the practical application of enterprises, and puts forward systematic suggestions for enterprises that are about to implement ERP. As a typical state-owned military enterprise, the successful experience of ERP project implementation in K enterprise has certain reference function for state-owned enterprises, especially large and medium-sized state-owned enterprises to implement ERP project, and also provides some reference for other enterprises to successfully implement ERP.
【學(xué)位授予單位】：河南科技大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F426.5;F272.3

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