Table of contents of ERP practical tutorials, ERP how to get started Beginner tutorials for ERP syst

Let's start with your question: as an ERP implementation consultant, you must first be very familiar with your own enterprise's ERP system, and then you must be particularly familiar with the process of the factory.

I have been working in ERP companies for five years, although it is not an implementation, and I have seen many interns in companies who do not understand anything, and finally take charge of themselves, the process is fast for 3-4 months, and the slow process is also a year, and the specific time of the pin ruler varies from person to person. I'll give you a general idea of what they're doing:

1. Understand the concept and role of ERP, what can it bring to the enterprise? What problems do you solve for your business? All philosophical knowledge is the foundation.

2. Find an ERP system to learn in a targeted manner.

After entering the company, the company did a series of training for them, including the functions of each module of ERP, and how to operate. All of these basics need to be mastered.

3. Practice, this is the most important, each intern or new implementation consultant will have a special master, they will follow the master to run the factory and be familiar with the process of the factory. Keep learning in practice, and keep practicing in the high level of learning. This is also the fastest and most effective way.

Finally, to sum up: many of the online ERP learning courses are about the concept or something, the real practical application is different ERP manufacturers for different customer situations to do solutions, ERP manufacturers are different, ERP system is also very different, if you really want to learn, it is recommended that you go to work in such a company, even if it is not the implementation department at the beginning, this does not matter, you have entered the enterprise, want to learn this is afraid that there is no opportunity? This is definitely more effective, straightforward, and cost-effective than taking a few study sessions you take.

First of all, before deciding whether to launch an enterprise resource management system, enterprises should refer to the development plan and strategy of the enterprise, which will determine the scale and foundation of the system. Enterprise resource management system is which needs to change according to the changes of the enterprise, so there is a higher demand for the foundation and variability of the system, if the development plan of the enterprise in the short term or the pursuit of rapid development of the road, when choosing the system, you can choose a larger brand, strong function and development ability of the strength of the business, to avoid the future replacement of the system may bring pain.

Secondly, the joint blocking and slowing down the enterprise resource management system market and the financial plan of the enterprise, delineate the cost of the online system. Unlike the purchase of one-time work software, an enterprise resource management system requires a long-term lease renewal in addition to the initial cost of going online. Enterprises need to understand and plan well when choosing a system to ensure that their capital costs are acceptable.

The cost of an enterprise resource management system is closely related to the number of functions and the difficulty of development, and enterprises need to pay attention to this aspect when planning.

In addition, the main user of the enterprise resource management system is HR, after the general plan is delineated, the staff of the human resource management department must participate in the selection of the specific system, and it is best to cooperate with the main person in charge of the financial and related projects to demonstrate and practice with the representatives of the business, and refine and clarify the functional details of the system.

Finally, the enterprise resource management system is not only a management tool for the enterprise, but also a service tool for the service and employees of the enterprise. To this end, the enterprise can first let the employee representatives of the enterprise conduct a system trial and feedback, make system decisions according to the actual experience of the employees, or discuss the details with the simple blind businessman.

Chapter 1 Introduction to ERP Development.

Chapter 2 Fundamentals of ERP Principles.

Chapter 3 Strategic Planning.

Chapter 4 Master Production Plan.

Chapter 5 Material Requirements Planning.

Chapter 6 Capacity Requirements Planning.

Chapter 7 Material Procurement and Inventory Control.

Chapter 8 Production Operations Management.

Chapter 9 Cost management is quiet.

Chapter 10 ERP Project Implementation.

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Chapter 1 ERP Overview.

and its concept.

Commonly used modules for the development of the system.

In-depth review and analysis of the system.

management thinking.

With advanced production methods and advanced management concepts.

Business process reengineering.

Systems and information technology applications.

Software market overview.

The current state of the software market.

Brief analysis of software products.

Enterprise information system planning.

Emergence of enterprise information system planning.

Components of an enterprise information system architecture.

The process of developing information systems planning.

Summary of this chapter. Exercise 2: Sales Management.

Overview of the sales management system.

The functions of the sales department.

Analysis of common problems in the traditional sales process.

sales management model.

Sale**. Sales order management.

Sales analytics. The relationship between sales management and other business systems.

Sales management system in software.

Summary of this chapter. Exercise 3: Production Management.

Overview of the production management system.

The function of production management.

Analysis of common problems in production management.

production management mode.

Basic concepts. Master production schedule.

Material Requirements Planning.

SFC control.

Ability to juice stroke. The relationship between production management and other business systems.

Differentiation and analysis of production management models.

The implementation of the production management system in the ERP software of UFIDA.

Overview of yonyou ERP-U8 manufacturing system.

The overall structure and function of the system.

Summary of this chapter. Exercise 4: Purchasing and Inventory Management.

Overview of Purchasing & Inventory Management.

Overview of Procurement Management.

Overview of inventory management.

Analysis of common problems in procurement and inventory management.

Procurement & Inventory Management.

Procurement management. Inventory management.

Inventory control and management strategies.

The application of procurement and inventory management system in UFIDA ERP software, and the application of procurement management in UFIDA ERP software.

The application of inventory management in UFIDA ERP software.

Summary of small chapters. Exercise 5: Financial Management.

Overview of the financial management system.

Functions of the Finance Department.

Common problems in financial management.

in the financial management model.

General ledger accounts receivable.

Payroll payable.

Fixed asset. Cash management.

Cost management. Financial analysis and financial decision-making.

The relationship between financial management and other business systems.

The implementation of the financial management system in the ERP software of UFIDA.

System administration. Initial setup.

General ledger system. Report payroll system.

Fixed asset system.

Summary of this chapter. Exercise 6 Other Management Systems.

Device management. What the device manages.

The functionality of the device management system.

Transportation management. The content of transportation management.

Features of the transportation management system.

Quality control. Content of quality management.

The functionality of the quality management system.

Human resource management.

The content of human resource management.

Functions of the Human Resource Management System.

Distribution management. Customer relationship management.

The content of customer relationship management.

Features of a customer relationship management system.

Summary of small chapters. Appendix to the exercise is an application case of AERP.

Appendix Terminology commonly used in the BERP system.

References.

Sequence. Preface.

Chapter 1 ERP Overview.

Chapter 2 Experience of the main process of ERP system.

Chapter 3 ERP system management and basic information setting.

Chapter 4 Sales Management.

Chapter 5 Procurement Management.

Chapter 6 Inventory Management.

Chapter 7 Product Structure Management.

Chapter 8 Material Management.

Chapter 9 Work Order and Outsourcing Management.

Chapter 10 Process Management.

Chapter 11 ERP Accounts Payable Management.

Chapter 12 ERP Accounts Receivable Management.

Chapter 13 ERP Automatic Entry Management.

Chapter 14 ERP Accounting General Ledger Management.

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ERP Practical Course combines relevant ERP practice platforms and rich cases, focusing on ERP theory and application. The book is divided into 4 chapters with a total of 16 chapters. The basic content includes enterprise informatization, the formation and development of ERP, and the basic concepts of ERP.

The principles include finance and cost management, sales management, procurement management, inventory management, production planning, and production operation control. The implementation chapter includes ERP implementation preparation, ERP implementation, and ERP implementation cases. The extended chapter covers business process reengineering, chain management, customer relationship management, and other related issues.