T制藥公司ERP實施項目的風(fēng)險管理研究
發(fā)布時間：2019-06-03 18:59
【摘要】：實施ERP對企業(yè)來說是一項風(fēng)險高、投入高的項目,制藥公司管理的復(fù)雜性和特殊性又增加了實施難度。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)展壯大的過程,為了能夠盡快和國際接軌,公司對新建工程、新產(chǎn)品開發(fā)、生產(chǎn)項目化工作進行了探索。ERP項目便是在這一大背景下展開的一個重點項目。在T公司的ERP項目實施過程中,項目組經(jīng)過將風(fēng)險管理應(yīng)用其中,使得項目圓滿完成。 本文對于ERP實施的常見風(fēng)險：技術(shù)風(fēng)險、人力風(fēng)險、變革風(fēng)險和監(jiān)控風(fēng)險做了定性分析,并通過風(fēng)險矩陣對潛在風(fēng)險進行評估,獲得ERP項目的重要風(fēng)險因素,以便項目的關(guān)鍵及重要風(fēng)險進行控制。針對管理變革風(fēng)險,使用風(fēng)險、實施風(fēng)險和服務(wù)商選擇風(fēng)險四個主要風(fēng)險,T公司制定了具體的風(fēng)險控制措施和方法,確保項目的順利實施。 T公司的ERP實施項目過程充分體現(xiàn)了風(fēng)險管理的重要性,從中汲取的經(jīng)驗不勝枚舉,其中兩個關(guān)鍵點：一是用戶企業(yè)和咨詢公司的密切配合；二是企業(yè)員工對項目的高度重視,否則控制風(fēng)險只能淪為空談。通過對這一案例的分析,我們認為,ERP項目的成功實施有以下因素：管理層權(quán)責(zé)明確；項目目標明確可量化；科學(xué)有效的項目管理；透明、坦誠的溝通；絕不忽視項目風(fēng)險管理。 本文結(jié)合項目風(fēng)險管理理論基礎(chǔ),結(jié)合T制藥公司SAP ERP項目實施的案例,研究風(fēng)險管理在ERP實施項目中的應(yīng)用方法和價值,為同類ERP實施項目提供可借鑒的經(jīng)驗,達到降低制藥行業(yè)ERP實施風(fēng)險的目的。
[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)位級別】：碩士
【學(xué)位授予年份】：2015
【分類號】：F426.72;F270.7
本文編號：2492144
[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)位級別】：碩士
【學(xué)位授予年份】：2015
【分類號】：F426.72;F270.7
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