本文關(guān)鍵詞： ERP 業(yè)務(wù)流程 優(yōu)化 持續(xù)改進(jìn)　出處：《華北電力大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

【摘要】：為適應(yīng)新的競(jìng)爭(zhēng)環(huán)境,提高企業(yè)的競(jìng)爭(zhēng)力,越來(lái)越多的企業(yè)建立起以ERP系統(tǒng)為代表的信息管理平臺(tái),提升管理的綜合水平,推動(dòng)企業(yè)管理的變革。企業(yè)外部環(huán)境的變化和內(nèi)部規(guī)范管理的要求促使企業(yè)不斷進(jìn)行業(yè)務(wù)流程的優(yōu)化,以提高企業(yè)的競(jìng)爭(zhēng)實(shí)力,實(shí)現(xiàn)企業(yè)快速、穩(wěn)定、可持續(xù)發(fā)展。ERP作為一種先進(jìn)的企業(yè)管理模式,其實(shí)施必然涉及到業(yè)務(wù)流程優(yōu)化及重組。 ERP系統(tǒng)的實(shí)施是一項(xiàng)復(fù)雜的系統(tǒng)工程,它覆蓋了整個(gè)供應(yīng)鏈上的主要業(yè)務(wù)流程。因此,利用先進(jìn)且實(shí)用的業(yè)務(wù)流程建模與優(yōu)化工具,對(duì)企業(yè)業(yè)務(wù)流程進(jìn)行重組及優(yōu)化,以提升企業(yè)管理水平,是ERP實(shí)施成功的重要因素。但是,在實(shí)施ERP的過(guò)程,我們誤將其作為單純的企業(yè)管理信息系統(tǒng)去對(duì)待,并安排專門的技術(shù)人員對(duì)ERP系統(tǒng)進(jìn)行技術(shù)工作處理,這也是許多公司投入巨額資金實(shí)施ERP項(xiàng)目卻收效甚微的原因。ERP系統(tǒng)的成功應(yīng)用需要對(duì)企業(yè)業(yè)務(wù)處理流程進(jìn)行根本性地思考與徹底地重新設(shè)計(jì),把實(shí)施ERP的過(guò)程應(yīng)看作是對(duì)企業(yè)管理的主要業(yè)務(wù)流程進(jìn)行梳理、分析及優(yōu)化的過(guò)程,在優(yōu)化的過(guò)程中去除冗余和無(wú)效的工作環(huán)節(jié),優(yōu)化調(diào)整企業(yè)組織結(jié)構(gòu),提高管理效率和對(duì)客戶的快速反應(yīng)。借實(shí)施ERP系統(tǒng)的契機(jī)推進(jìn)企業(yè)變更和管理創(chuàng)新。 本文在了解國(guó)內(nèi)外在ERP條件下業(yè)務(wù)流程優(yōu)化研究狀態(tài)的基礎(chǔ)上,首先論述了ERP及業(yè)務(wù)流程優(yōu)化的理論,以及ERP與業(yè)務(wù)流程優(yōu)化之間的關(guān)系,其次認(rèn)真分析研究了伊利集團(tuán)業(yè)務(wù)流程優(yōu)化的背景及其現(xiàn)狀,然后針對(duì)伊利集團(tuán)各項(xiàng)管理活動(dòng)中的具體業(yè)務(wù)流程諸多重要的具有影響力的流程進(jìn)行了全面分析,最后運(yùn)用層次分析法與模糊評(píng)價(jià)法對(duì)伊利集團(tuán)在ERP條件下的具體業(yè)務(wù)流程進(jìn)行分析、識(shí)別、評(píng)價(jià),用定性與定量相結(jié)合的思想,對(duì)伊利集團(tuán)的業(yè)務(wù)流程優(yōu)化進(jìn)行了計(jì)算分析并對(duì)其進(jìn)行評(píng)價(jià),同時(shí)提出對(duì)業(yè)務(wù)流程進(jìn)行持續(xù)優(yōu)化的觀點(diǎn)。
[Abstract]:In order to adapt to the new competitive environment, improve the competitiveness of enterprises, more and more enterprises to establish information management platform based on ERP system as the representative, to enhance the comprehensive management level, promote the reform of enterprise management. The internal change and external environment of the enterprise management requirements to promote enterprise to optimize business processes, to improve the enterprise the realization of enterprise competitive strength, rapid, stable and sustainable development of.ERP as an advanced enterprise management model, its implementation must involve business process optimization and restructuring.
The implementation of the ERP system is a complex system engineering, it covers the main business processes of the whole supply chain. Therefore, the use of advanced and practical business process modeling and optimization tools, restructure and optimization of business processes, to improve the management level of the enterprise, is an important factor in the success of ERP implementation. However, in the process of implementing ERP, we will miss it to be enterprise management information system is simple, and the arrangement of the specialized technical personnel of ERP system technology processing, which is why many companies invested heavily in the implementation of ERP project has little effect because of the successful application of.ERP system on business process and fundamental thinking with a thorough re design, the process of the implementation of ERP should be considered as the main business process of enterprise management analysis, process analysis and optimization, in the process of optimization to In addition to redundant and invalid work steps, we should optimize and adjust the organizational structure of enterprises, improve management efficiency and respond quickly to customers. By implementing the opportunity of ERP system, we can promote enterprise change and management innovation.
Based on the understanding of domestic and abroad under the condition of ERP business process optimization research based on, first discusses the theory of ERP and business process optimization, and the relationship between ERP and business process optimization, then analyze the Yili Group business process optimization of the background and current situation, and then analyzes the management activities for the Yili Group in the specific business process of many important and influential process, and finally the use of AHP and fuzzy evaluation method of Yili Group specific business process under ERP condition analysis, identification, evaluation, using qualitative and quantitative thinking, business process optimization of Yili Group is analyzed and evaluated the continuous optimization, and puts forward the view of the business process.

【學(xué)位授予單位】：華北電力大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F270.7;F426.82

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本文編號(hào)：1507458