What is the highest level of ERP implementation? How can enterprises use ERP well?

How can enterprises use ERP well?

Personally, I think that this question should first establish a premise: there must be a reasonable goal before the ERP project begins. That is, what problems does the enterprise want to solve through the ERP system?

If this goal is achieved, then it can be said to be good.

Therefore, I personally believe that the key here is that the enterprise has a "good" standard and its own real needs, and makes reasonable plans according to the laws of operation and management.

Solve the problem, everyone is happy", I wonder if this can be called "good"?

Pooling resources and solving key problems can be called "wisdom"?

It's simple.

1.The cost in the enterprise can be reflected in the ERP.

2.Formalization of operational processes in various departments.

3.New recruits are trained in place.

Not to mention the rest, if you do the above points in small and medium-sized enterprises, there must be a salary of more than 7,000 a month!

I am an ERP specialist of a small and medium-sized enterprise in Cixi, Ningbo, and I am a full-time ERP manager! If there is anything else about ERP, please ask!

There is no highest, and opinions are dissensive;

It's good to meet the needs of investors (reviewers). There is no standard for this, and investors or people with evaluation rights may not necessarily pay attention to one aspect.

Technically, more than 98% accuracy is good. But no one cares about that.

Generally, it depends on the degree of standardization of the company's operation.

The actual level of support that ERP has for the business strategy.

However, I personally think that the last SAP or Oracle does not mean that it is advanced.

The key is whether the process can truly serve the value-added operation services of the enterprise.

For reference only.

First, realize the integrated management of enterprise information and data. A good ERP system can comprehensively manage the data of the purchase, sales, inventory and finance of the enterprise, and solve a series of problems such as scattered departments, loose management, information inaccessibility, and frequent management loopholes in the previous manual management mode.

Second, optimize the enterprise management process and achieve scientific, efficient and rational management. ERP system can help enterprises integrate business processes, comprehensively balance and optimize the management of people, goods, money data and other resources of the enterprise, so as to improve the coordination of various departments and links within the dealer company, so that employees can improve efficiency and accurate data, so as to improve the core competitiveness of enterprises and obtain better operating benefits.

Third, be cautious and realize the standardized management of enterprise processes. ERP system can standardize the financial management mode of the enterprise, the financial bills are numerous and messy, the enterprise can import the data through the ERP system and standardize the sorting and analysis, so as to improve the efficiency of the financial management of the enterprise. The business process of the enterprise can be operated in the system, and the employee files can be standardized and managed.

To sum up, the ERP system can help enterprises reduce costs and increase efficiency, increase revenue from open source, and achieve digital transformation.

How can ERP be implemented to be successful? What are the factors that can cause an enterprise to fail to implement ERP? Summarize the experience of enterprises that have successfully built ERP systems, and analyze the lessons of failed projects. In short, the successful implementation experience of Chenpai ERP is inseparable from the following points:

Find the right person [the company leader is directly responsible].

Management consulting and process reengineering [after clarifying the pros and cons of the original strategy and workflow of the enterprise, carry out process reengineering].

Choose the right ERP [there is no best, only more suitable for yourself] training in place, and strictly follow the principle of service [it is best to include performance appraisal, accompanied by reward policies] organization and implementation and parallel stage [After the system is completed, it is necessary to first run the module for trial operation, and then carry out the whole system linkage trial operation. In the trial operation phase, the original management methods should still be retained. After the system is stabilized, it slips and then divides the module to throw off the previous management means.

Due to the doubling of the amount of labor during the parallel period, and to prevent the employees from slacking off, it must not be delayed for too long. In addition, the security of the system should be highly valued, the general data should be backed up in time, and the main server should have more than two sets of facilities and be placed in different places. 】

Project acceptance.

ERP, like any other management tool, is just a tool, and I personally feel that it has little to do with the level of management.

Whether to go to ERP or not depends on the situation of the enterprise. Whether the financial situation of the enterprise allows, the size of the staff, and whether the process technology needs to be optimized and improved.

When we make improvements, too many employees complain, it turns out that the work is done well, what are you doing in this broken system? Collect data every day, so that people don't have to work, and so on. Therefore, before going to ERP, we must first have a unified understanding. What exactly do we want to achieve with ERP?

After all, any tool is a big expense, not only the cost of the tool itself, the cost of learning, the risk cost of process changes, etc.

A phrase that my sigma seniors said to me long. Data is garbage, don't collect it when you don't know what you're doing with it.

Personally, I think so. Collecting, storing, and analyzing data can be costly. And a lot of data isn't necessarily a good thing.

It is easy to calculate an average of several numbers, and it is also easy to make judgments and decisions. Once caught in the sea of numbers. Decisions often become harder.

Moreover, probability decisions and game decisions are in conflict. No matter how accurate the probability is, it is still a probability after all, and it often makes you miss a good opportunity.

Off topic, back to the topic. You don't have to worry about going on first and then on, and think clearly about what is the purpose of going to ERP? What is the core of management?

Do a good job of risk management and control of process changes. If the company's financial situation allows, I feel that I can go to ERP. The level of management has something to do with ERP, but I don't think it has much to do with it.

So don't worry about this, in short, don't go up for the sake of going up, it will cost the people and money.