【摘要】：實(shí)施ERP對(duì)企業(yè)來(lái)說(shuō)是一項(xiàng)風(fēng)險(xiǎn)高、投入高的項(xiàng)目,制藥公司管理的復(fù)雜性和特殊性又增加了實(shí)施難度。T制藥公司是一家現(xiàn)代的中藥制造企業(yè),企業(yè)經(jīng)歷了從小發(fā)展壯大的過(guò)程,為了能夠盡快和國(guó)際接軌,公司對(duì)新建工程、新產(chǎn)品開(kāi)發(fā)、生產(chǎn)項(xiàng)目化工作進(jìn)行了探索。ERP項(xiàng)目便是在這一大背景下展開(kāi)的一個(gè)重點(diǎn)項(xiàng)目。在T公司的ERP項(xiàng)目實(shí)施過(guò)程中,項(xiàng)目組經(jīng)過(guò)將風(fēng)險(xiǎn)管理應(yīng)用其中,使得項(xiàng)目圓滿完成。 本文對(duì)于ERP實(shí)施的常見(jiàn)風(fēng)險(xiǎn)：技術(shù)風(fēng)險(xiǎn)、人力風(fēng)險(xiǎn)、變革風(fēng)險(xiǎn)和監(jiān)控風(fēng)險(xiǎn)做了定性分析,并通過(guò)風(fēng)險(xiǎn)矩陣對(duì)潛在風(fēng)險(xiǎn)進(jìn)行評(píng)估,獲得ERP項(xiàng)目的重要風(fēng)險(xiǎn)因素,以便項(xiàng)目的關(guān)鍵及重要風(fēng)險(xiǎn)進(jìn)行控制。針對(duì)管理變革風(fēng)險(xiǎn),使用風(fēng)險(xiǎn)、實(shí)施風(fēng)險(xiǎn)和服務(wù)商選擇風(fēng)險(xiǎn)四個(gè)主要風(fēng)險(xiǎn),T公司制定了具體的風(fēng)險(xiǎn)控制措施和方法,確保項(xiàng)目的順利實(shí)施。 T公司的ERP實(shí)施項(xiàng)目過(guò)程充分體現(xiàn)了風(fēng)險(xiǎn)管理的重要性,從中汲取的經(jīng)驗(yàn)不勝枚舉,其中兩個(gè)關(guān)鍵點(diǎn)：一是用戶企業(yè)和咨詢(xún)公司的密切配合；二是企業(yè)員工對(duì)項(xiàng)目的高度重視,否則控制風(fēng)險(xiǎn)只能淪為空談。通過(guò)對(duì)這一案例的分析,我們認(rèn)為,ERP項(xiàng)目的成功實(shí)施有以下因素：管理層權(quán)責(zé)明確；項(xiàng)目目標(biāo)明確可量化；科學(xué)有效的項(xiàng)目管理；透明、坦誠(chéng)的溝通；絕不忽視項(xiàng)目風(fēng)險(xiǎn)管理。 本文結(jié)合項(xiàng)目風(fēng)險(xiǎn)管理理論基礎(chǔ),結(jié)合T制藥公司SAP ERP項(xiàng)目實(shí)施的案例,研究風(fēng)險(xiǎn)管理在ERP實(shí)施項(xiàng)目中的應(yīng)用方法和價(jià)值,為同類(lèi)ERP實(shí)施項(xiàng)目提供可借鑒的經(jīng)驗(yàn),達(dá)到降低制藥行業(yè)ERP實(shí)施風(fēng)險(xiǎn)的目的。
[Abstract]:The implementation of ERP is a high risk and high investment project for enterprises, and the complexity and particularity of pharmaceutical company management increases the difficulty of implementation. T Pharmaceutical Company is a modern traditional Chinese medicine manufacturing enterprise. The enterprise has gone through the process of developing and growing from an early age. In order to be able to connect with the international community as soon as possible, the company has explored the new project, the new product development and the production project. ERP project is a key project launched under this background. In the process of implementing ERP project of T Company, the project team completed the project successfully by applying risk management. This paper makes a qualitative analysis of the common risks of ERP implementation: technical risk, human risk, change risk and monitoring risk, and evaluates the potential risk through the risk matrix, and obtains the important risk factors of ERP project. In order to control the key and important risks of the project. In view of the four main risks of management change risk, use risk, implementation risk and service provider selection risk, T Company has formulated specific risk control measures and methods to ensure the smooth implementation of the project. The ERP implementation project process of T Company fully reflects the importance of risk management, and the experience learned from it is innumerable. Two key points are listed: one is the close cooperation between user enterprises and consulting companies; Second, the enterprise staff attach great importance to the project, otherwise the control of risk can only be reduced to empty talk. Through the analysis of this case, we believe that the successful implementation of ERP project has the following factors: clear management authority and responsibility; clear and quantitative project objectives; scientific and effective project management; transparent and frank communication; Never ignore project risk management. Based on the theoretical basis of project risk management and the case of SAP ERP project implementation in T Pharmaceutical Company, this paper studies the application method and value of risk management in ERP implementation project, and provides reference experience for similar ERP implementation projects. To reduce the risk of ERP implementation in pharmaceutical industry.
【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】：2015
【分類(lèi)號(hào)】：F426.72;F270.7

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