The implementation of HITPOINT:ERP in foreign trade industry

After China's accession to the WTO, it is facing the globalization of economic environment, policy environment and innovation concept. China's foreign trade company's organizational form and business operation process has undergone great changes, the traditional management method has been in an awkward situation, the development of enterprises by a great resistance. With the development and popularization of ERP system with enterprise management role, it brings vitality to the development of China's foreign trade field, and becomes one of the important means to keep the core competitiveness of foreign trade enterprises.
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In the process of implementing ERP system in many foreign trade enterprises, because of the complexity of foreign trade enterprise business, variability and diversity aggravate the difficulty of the ERP system in the project management of foreign trade enterprises. The success of project management ultimately determines the full play of ERP benefits. According to the media does not fully statistics, China has nearly hundreds of foreign trade enterprises have purchased MRP-II/ERP software, and in all ERP system implementation, there are the following three kinds of situations:

1, the implementation of the successful implementation of system integration accounted for only 10%-20%;
2, the situation has not realized the system integration or realizes the partial integration only 30%-40%;
3, the implementation of the failure accounted for 50%, in the implementation of the successful enterprises are mostly foreign-funded companies.

ERP implementation failure of the key reason lies in the lack of effective to the end of the project management, some enterprises do not understand the connotation of ERP project management, not through the scientific project management, but in accordance with their own ideas to carry out the implementation, eventually due to various reasons, such as internal personnel contradictions, selection errors, The inability to scale and the user feeling that the process is troublesome and unwilling to use the system lead to implementation failure.

second, the development of foreign trade enterprises ERP

ERP project management starting from an enterprise ERP selection, always guide the development of ERP, ERP upgrade and optimization are inseparable from ERP project management, in some successful implementation of ERP in foreign trade enterprises, ERP project management has become an indispensable part of enterprise management, and guide enterprises to make enterprise decision through ERP. For example, Shanghai Mitsubishi Elevator Co., Ltd. successfully implemented ERP, a variety of product sales prices are automatically generated from the ERP system [above these facts will undoubtedly make ERP experts deeply understand: ERP implementation of project management has become a bottleneck restricting the success of ERP and its benefits to play a key factor, In the analysis of some failure of the foreign trade ERP case, found that foreign trade enterprise ERP project management process has some of the same shortcomings, mainly focused on the following aspects:

Enterprise internal lack of project organization management Some enterprises believe that the implementation of ERP as long as there is a software consulting company implementation planning can be, there is no need to provide full-time project managers and related groups, and even for training management, document management and schedule management by the Software consulting company solely responsible for So the enterprise in the future ERP implementation and maintenance in a passive state. Within the enterprise, the center of gravity of the implementation phase management has shifted from software company to Enterprise. It is impossible for an outsourced company to understand the actual business and related details of the entire company, and it cannot reside in the implemented enterprise for a long time. Therefore, it is very necessary to establish a project management team within the enterprise. The data management work does not keep up with the ERP needs accurate basic data, but many foreign trade enterprises do not have enough in this aspect, often has some very puzzling phenomenon.

On the one hand, enterprises spend a lot of money to buy or develop a variety of management software, but when the need for a variety of data is always incomplete; On the other hand, the information communication between the enterprise departments is not smooth, the information island phenomenon is widespread. In the implementation process, often encountered by the business unit to provide some classification is not positive, Chinese and English mixed with the basic data, and even duplicate data. At the same time, foreign trade industry managers often need to view data from a variety of angles, how to effectively classify and encode data becomes a major focus of foreign trade ERP project management.

In short, the lack of comprehensive consideration of the foreign trade process due to the diversification of foreign trade business mode, such as: warehousing trade, agent trade and indent trade, and many software consulting companies can not well understand the foreign trade process, resulting in foreign trade business process can not fully integrated into the ERP workflow, Even due to improper process design, the direct result of ERP failure or increase the workload of business personnel, and some also because of process design errors, resulting in the cost of goods error. Enterprises understand their own business processes, software consulting companies most understand the ERP workflow, so the two sides need to unite to comprehensively consider the design of ERP process.

The implementation of HITPOINT:ERP in foreign trade industry