Benefits, risks and strategies of implementing ERP in enterprises (4)

3. Successful ERP elements and running strategies

ERP is the focus of enterprise informatization. It increases enterprise business from the depth of management and implies advanced management ideas, emphasizing the overall integration of system operations, data sharing and data consistency control mechanisms. In the long run, enterprise ERP projects are necessary. If the Enterprise Management Foundation is good, another strong technical team can implement ERP management as soon as possible to further improve the management level. Otherwise, we should first straighten out the internal relationship of the enterprise and do a good job in the basic management of the enterprise. The condition for implementing MP is met, so it is better to go to ERP. The key to ERP implementation lies in enterprise management innovation. Strict project management and steady promotion of project development. In summary, we can summarize the elements of successful ERP implementation:

1) the consistent support of the highest decision-making layer of the enterprise is the decisive factor for the success of ERP; 2) there is a strict enterprise system to promote ERP projects. The enterprise management system is the foundation of enterprise development and management specifications. It is the foundation of any planning and implementation. It is the cornerstone of the Enterprise building. The system should be above all levels. 3) select well-developed ERP software and establish long-term partnerships between the two parties. 4) Business process restructuring and successful implementation of secondary development: 5) make up a reasonable team of people with consistent attitude, efficient cooperation, and firm confidence: 6) Strengthen the arrangement of basic data to ensure smooth information transmission; 7) full personnel training and participation: 8) there are modern management consulting companies that provide excellent implementation plans and solutions and work closely with enterprises to organize ERP implementation.

The following is a detailed discussion of some important, complex, and easily overlooked issues in the operation.

3.1 continuous improvement of management is to make full use

Once the ERP system is put into trial run, many people will breathe a sigh of relief. The most common thing is that the importance of senior leadership of the company has declined, and the employees have slowly recovered to their previous work habits and work models, in essence, this is "taking the old path with new shoes", which leads to the loss of effective control over the operation of the entire system. In fact, any information system has a long period of trial maintenance. For many enterprises, it is impossible to re-launch the entire business process and management in the early stage of ERP implementation, the practical solution is to implement continuous improvement. Therefore, the implementation of ERP is to establish a platform for continuous improvement in the enterprise. ERP "online" is not the end point, but should be regarded as a new starting point.

3.2 enterprises should have full psychological preparation for the temporary low tide performance after the system is enabled

Most ERP projects have greatly changed the enterprise architecture. This is not only a technological transformation, but also a great change in the business process, corporate culture, and working environment of an enterprise. ERP projects often trigger some difficult and sometimes even vicious problems. Therefore, the adaptation period following the launch of the project is inevitable. The practice shows that those projects that run smoothly in the implementation phase still cannot avoid the adaptation period after the new system is started. At this time, it is especially important for an effective management team and a senior administrative staff to take active and effective leadership.

3.3 balance the contradiction between business integration needs and short-term performance pursuit

The implementation of a complete ERP project is extremely complicated. The effect of management is largely not quantifiable in the short term. It is difficult to achieve immediate results in terms of specific savings or increased benefits. in particular, it is difficult to distinguish between software or system or other reasons. Therefore, the enterprise leadership faces the following challenges in implementing ERP projects: how to plan the project scale and Implementation sequence, so as to quickly obtain the maximum commercial return without compromising the optimal results of ERP integration.

3.4 start data-related work in a timely manner to ensure the effectiveness of data

The huge investment in ERP projects makes the system more effective. Data consistency, accuracy, and update speed are crucial to the effectiveness of the ERP system. It will ensure that important information about customers, suppliers, and accounts is consistent with future business development, and timely provided to senior leaders for decision-making.

3.5 fully understand the risks in the system operation phase and take corresponding measures

The most important resources in the ERP system are not networks and equipment, but valuable data and information. In addition to strengthening system security, it is also necessary to prevent irresistible natural disasters such as floods, fires and earthquakes, as well as hardware, network faults and misoperations that can bring devastating damage to ERP system data, it is necessary to establish a complete data backup, recovery mechanism and data disaster prevention measures.