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  本文選題：江蘇電力　切入點：ERP　出處：《西南財經(jīng)大學(xué)》2014年碩士論文

【摘要】：ERP系統(tǒng)是指建立在信息技術(shù)基礎(chǔ)上,以系統(tǒng)化的管理思想,為企業(yè)決策層及員工提供決策運行手段的管理平臺。它是先進企業(yè)管理理論與現(xiàn)代信息技術(shù)相結(jié)合的產(chǎn)物,它的誕生加速了企業(yè)管理從理論研究向應(yīng)用實踐的轉(zhuǎn)化。企業(yè)通過實施ERP系統(tǒng),可以有效的將企業(yè)的物資資源(物流)、人力資源(人流)、財務(wù)資源(財流)、信息資源(信息流)進行整合和優(yōu)化,改善企業(yè)業(yè)務(wù)流程,幫助企業(yè)合理調(diào)配和利用現(xiàn)有資源去創(chuàng)造最大化的經(jīng)濟效益,進而大幅提高企業(yè)的核心競爭力。因此,實施ERP項目是很多企業(yè)的重大戰(zhàn)略決策,也是企業(yè)應(yīng)對多變市場環(huán)境的主要手段。然而,由于ERP項目實施周期一般比較長、投入的人力和物力也大,又涉及企業(yè)管理的各個方面,以及國際上尚未形成ERP項目實施的有效規(guī)范和標(biāo)準(zhǔn),外加上國內(nèi)企業(yè)實施ERP項目的經(jīng)驗不夠豐富,管理模式相對落后,管理思想轉(zhuǎn)變不到位,ERP人才貯備不夠,沒有建立形成一套系統(tǒng)、規(guī)范和有效的ERP項目實施及風(fēng)險控制的方法,導(dǎo)致國內(nèi)企業(yè)實施ERP項目時往往事倍功半,面臨著巨大的不利風(fēng)險,導(dǎo)致實施效果未能達到預(yù)期目標(biāo),甚至有時還會面臨重大的經(jīng)濟損失。 筆者在2010年4月至2011年11月作為ERP實施顧問參與了江蘇電力公司SG-ERP項目的試點、推廣階段的工作,親身經(jīng)歷了整個項目從啟動、藍圖設(shè)計、系統(tǒng)實現(xiàn)、系統(tǒng)測試、用戶培訓(xùn)和上線支持的各個階段。在項目實施的過程中,對ERP項目的風(fēng)險管理逐漸產(chǎn)生了自己的心得和思考。因而在本文中,筆者將結(jié)合自身實際的項目實施經(jīng)歷與流行的ERP理論和風(fēng)險管理理論,運用理論分析與企業(yè)實際案例研究相結(jié)合的方式,主要研究江蘇電力公司SG-ERP項目實施的風(fēng)險管理方法。通過對江蘇電力公司SG-ERP項目的實施背景、實施過程及財務(wù)、物資、人力資源、項目和設(shè)備五大功能模塊的詳細(xì)介紹,并結(jié)合國內(nèi)外對ERP項目的主要風(fēng)險對象的研究,總結(jié)歸納了江蘇電力公司在SG-ERP項目的前期準(zhǔn)備、中期實施和后期運維階段所遇到的各類風(fēng)險問題及所采取的解決方法和對策。在此研究基礎(chǔ)上,再針對預(yù)算規(guī)劃、軟件選型問題提出自己的建議。 在總結(jié)現(xiàn)有理論研究的基礎(chǔ)上,本文的研究思路主要體現(xiàn)在以下四個方面： (1)選取ERP項目實施為研究對象,切合當(dāng)前國內(nèi)企業(yè)的信息化熱潮及ERP項目實施成功率不高的現(xiàn)實,具有一定的研究價值。 (2)從ERP項目風(fēng)險管理的角度對企業(yè)實施ERP的風(fēng)險管理方法進行研究,具有一定的參考價值。 (3)通過對國內(nèi)外企業(yè)ERP實施結(jié)果的分析,總結(jié)出影響ERP項目質(zhì)量的主要風(fēng)險因素。 (4)通過理論研究結(jié)合江蘇電力公司SG-ERP項目的實踐經(jīng)驗,針對性提出控制ERP項目實施質(zhì)量,和解決ERP項目實施各階段主要風(fēng)險問題的方法。 江蘇電力公司作為國家電網(wǎng)公司“SG-ERP”工程的第一批試點單位,其成功的項目實施經(jīng)驗將有助于其它省市的電力公司開展“SG-ERP”項目,同時也為國內(nèi)其它即將實施ERP項目的大中型企業(yè)提供了一些參考與建議。這也是本研究的主要貢獻和現(xiàn)實意義。
[Abstract]:The ERP system is based on information technology, the system of management thinking, to provide a management platform of decision-making for the decision-makers and employees. It is a product of advanced enterprise management theory and modern information technology are combined, it accelerated the birth from theoretical research to practical application of the transformation of enterprise management business. Through the implementation of ERP system, can the enterprise resources (logistics), human resources (people), financial resources (financial flows), information resources (information flow) integration and optimization, improve business processes, help enterprises to rationally allocate and utilize existing resources to create the maximum economic benefits, thereby greatly to improve the core competitiveness of enterprises. Therefore, the implementation of the ERP project is a major strategic decision for many enterprises, the main means and the enterprises to cope with the changing market environment. However, due to the ERP project implementation cycle is generally higher than Long, input of manpower and material resources is also large, and involves all aspects of enterprise management, and the international standard has not yet formed an effective implementation of ERP projects and standards, and implementation of the ERP project on the domestic enterprise's experience, management is relatively backward, management thought change is not in place, ERP talent reserve is not enough, did not establish a set of systematic, standardized and effective ERP project implementation and risk control methods, resulting in ERP project implementation in domestic enterprises often shibeigongban, facing a huge risk of adverse effect, resulting in failure to achieve the desired goals, and even sometimes face significant economic losses.
The pilot in April 2010 to November 2011 as a ERP consultant involved in the SG-ERP project of Jiangsu electric power company, the promotion stage of work experience, the entire project from the start, blueprint design, system implementation, system testing, user training and on-line support each stage. In the process of project implementation, the risk management of ERP projects have experience and thoughts of my own. So in this paper, the author will implement the popular experience and combined with their own actual project ERP theory and risk management theory, using the actual case study and theoretical analysis of enterprise combination, risk management methods in the implementation of SG-ERP project of Jiangsu electric power company. Through the implementation of the background of SG-ERP the project of Jiangsu electric power company, the implementation process and financial, material, human resources, detailed project and equipment five functional modules, with domestic and abroad The main research object of the ERP project risk, summarizes the Jiangsu electric power company in preparation for the SG-ERP project, methods and Countermeasures to solve all kinds of problems in operation and maintenance and implementation of medium-term risk stage encountered and the adopted. On the basis of this research, and then for budget planning, put forward its own proposal selection of software.
On the basis of summarizing the existing theoretical research, the research ideas of this paper are mainly embodied in the following four aspects:
(1) choose the implementation of ERP project as the research object, which is suitable for the current information boom of domestic enterprises and the low success rate of ERP project implementation. It has certain research value.
(2) from the perspective of ERP project risk management, it has a certain reference value to study the risk management method of enterprise implementation of ERP.
(3) through the analysis of the results of ERP implementation at home and abroad, the main risk factors that affect the quality of ERP project are summarized.
(4) through theoretical research and practical experience of SG-ERP project of Jiangsu electric power company, we put forward pertinent measures to control the quality of ERP project implementation and solve the main risk problems in every stage of ERP project implementation.
Jiangsu electric power company as the national Power Grid Corp "SG-ERP" project of the first batch of pilot units, electric power company, its successful experience in project implementation will help other provinces to carry out the "SG-ERP" project, but also provides some reference and suggestions for the implementation of ERP project to other domestic large and medium-sized enterprises. This is the main contribution of this study and the practical significance.

【學(xué)位授予單位】：西南財經(jīng)大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F272.3;F426.61

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本文編號：1661383