本文選題：ERP實施　切入點：業(yè)務流程重組　出處：《揚州大學》2014年碩士論文　論文類型：學位論文

【摘要】：在企業(yè)競爭日益激烈的今天,信息化已成為企業(yè)必然的選擇,而企業(yè)借助ERP的實施來提高管理水平、提升競爭力已成為一種必然的趨勢。本文根據(jù)對T公司ERP項目實施的研究,總結(jié)分析得出有關(guān)經(jīng)驗教訓,對提高國內(nèi)企業(yè)的ERP實施成功率具有一定的參考和借鑒價值。 本文通過理論文獻研究方法,在研究國內(nèi)外ERP實施狀況的基礎上,總結(jié)出企業(yè)實施ERP系統(tǒng)中出現(xiàn)的問題和關(guān)鍵成功因素。同時采用案例分析的方式,分析T公司ERP系統(tǒng)實施案例,對實施過程中的項目管理方法、實施方法論進行了詳細分析。對T公司ERP項目實施進行了績效分析,以全面反映實施ERP項目所帶來的績效。 本文首先介紹了ERP系統(tǒng)、BPR、ASAP、管理信息系統(tǒng)理論、項目管理理論以及國內(nèi)外關(guān)于ERP系統(tǒng)實施的研究動態(tài),為T公司ERP項目實施研究奠定了理論基礎。其次,本文介紹了T公司的基本情況,對管理現(xiàn)狀進行了分析,指出了T公司在管理方面存在的問題,從而明確了T公司實施ERP項目的必要性,并從各個方面對T公司實施ERP項目的可行性進行了分析。接著,本文介紹了T公司的ERP項目規(guī)劃,明確了T公司ERP項目的實施需求和范圍,對T公司的ERP軟件選型過程進行了總結(jié)和分析。再次,對T公司的ERP項目實施步驟進行分析,具體闡述了ERP項目實施從項目啟動、業(yè)務藍圖設計、ERP系統(tǒng)實現(xiàn)、最后準備、項目上線及后續(xù)支持等整個過程。最后,對T公司的ERP項目實施進行總結(jié)分析,分別從關(guān)鍵指標和定性兩個方面分析了ERP系統(tǒng)的實施績效,對ERP系統(tǒng)在T公司的實施經(jīng)驗教訓進行了總結(jié),主要是高層領(lǐng)導支持與團隊合作、合理需求及系統(tǒng)規(guī)劃、有效的項目管理、成功的業(yè)務流程重組與管理變革、完善的數(shù)據(jù)準備等經(jīng)驗教訓,以供其他企業(yè)借鑒參考。 本文的創(chuàng)新之處,將ERP實施過程與項目管理緊密的聯(lián)系起來,從項目組織、資源配置、質(zhì)量管理、進度管理和風險管理等具體的項目管理方面對實施過程進行闡述。另外,本文從變革管理的角度對業(yè)務流程重組和ERP項目實施時所面臨的問題進行了闡述,并提出解決方案。
[Abstract]:In today's increasingly fierce competition, informatization has become an inevitable choice for enterprises, and it has become an inevitable trend for enterprises to improve their management level and competitiveness by means of the implementation of ERP. This paper is based on the research on the implementation of ERP projects in T Company. Summing up and analyzing the relevant experiences and lessons, it has certain reference and reference value to improve the success rate of ERP implementation in domestic enterprises. On the basis of studying the implementation of ERP at home and abroad, this paper summarizes the problems and key success factors in the implementation of ERP system by theoretical research methods. At the same time, it adopts the method of case analysis. This paper analyzes the implementation cases of ERP system in T Company, analyzes in detail the project management methods and implementation methodology in the process of implementation, and analyzes the performance of the implementation of ERP project in T Company in order to reflect the performance brought by the implementation of ERP project in an all-round way. This paper first introduces the ERP system, management information system theory, project management theory and the domestic and foreign research on the implementation of ERP system, which lays a theoretical foundation for the research of ERP project implementation in T Company. This paper introduces the basic situation of T Company, analyzes the present situation of management, points out the problems existing in the management of T Company, and clarifies the necessity of implementing ERP project in T Company. The feasibility of implementing ERP project in T Company is analyzed from various aspects. Then, the ERP project planning of T Company is introduced, and the implementation requirement and scope of T Company ERP Project are defined. This paper summarizes and analyzes the selection process of ERP software in T Company. Thirdly, it analyzes the steps of ERP project implementation in T Company, and expounds the implementation of ERP project from project start, business blueprint design and ERP system implementation, and finally preparation. Finally, the implementation of ERP project in T Company is summarized and analyzed, and the performance of ERP system is analyzed from two aspects: key index and qualitative analysis. This paper summarizes the experience and lessons of ERP system in T Company, mainly includes the support of senior leaders and team work, reasonable demand and system planning, effective project management, successful business process reengineering and management reform. Perfect data preparation and other experiences and lessons for other enterprises for reference. The innovation of this paper, the implementation process of ERP and project management are closely linked, from the project organization, resource allocation, quality management, schedule management and risk management and other specific project management aspects of the implementation process. From the point of view of change management, this paper expounds the problems faced by business process reengineering (BPR) and the implementation of ERP project, and puts forward some solutions.
【學位授予單位】：揚州大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F270.7;F426.85

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本文編號：1628506