A公司ERP项目实施及风险管理研究
发布时间：2018-10-13 10:25
【摘要】：当今世界,企业之间竞争早已经转变成整个供应链和管理水平的立体竞争。在某种程度上来说,这也是企业信息化平台的建设水平之间的竞争。ERP是建立在信息技术上的系统化的管理思想,它可以让企业通过规范化的业务流程来统一企业内部的运作流程,从而提高运营效率,实现对整个企业资源在集团层面进行统一规划和统筹。ERP在跨国企业收购中国本土企业后的整合项目上存在很大的风险,从根本上来说,原因主要是因为ERP项目实施受企业内外部影响比较大、周期长、涉及各业务层面、对项目组成员要求比较高等特点,再加上跨国企业并购ERP项目又存在不同文化背景导致的沟通理解不畅、内部变革阻力大等较高的风险性。因此,在跨国企业并购实施ERP的项目中应该注意哪些风险,怎样控制这些风险的发生从而实现1+1)2,都是这类型企业所应该思考的问题。 本文主要对壳牌收购中国本土润滑油企业A后,在实施ERP项目过程中遇到的风险作了专题研究。本文首先对A公司ERP项目的背景进行介绍,再以风险管理理论为基础,将理论研究与实际运用相结合,通过头脑风暴法在对影响项目实施过程中诸多风险因素进行识别、评估,重点分析了ERP实施过程中外部风险、内部风险、变革风险、基础数据管理风险和人员风险。在此基础上通过风险概率和影响矩阵法,对风险进行归类和风险等级评定和量化,确定不同风险的重要程度和处理优先级。然后对各个风险点进行科学、合理的风险管理,给出相应的应对措施。最后通过设置长期运维平台来完成对项目风险的监控。整个论文紧紧围绕项目风险管理理论的预测、识别、评估、处理、监控几大步骤来进行阐述,重点是在对项目风险的识别、评估和处理上。希望通过此案例中跨国大型企业收购中国本土企业ERP项目的实施过程研究,来总结出一些可能相类似的项目风险及如何进行控制的研究,能够为后继跨国企业收购,特别是今后更多中国企业走出国门,参与国际并购实施ERP项目提供一定的借鉴意义和参考作用。
[Abstract]:In today's world, competition among enterprises has long been transformed into the whole supply chain and management level of three-dimensional competition. To some extent, this is also the competition between the construction level of enterprise information platform. ERP is a systematic management thought based on information technology. It allows enterprises to unify their internal operational processes through standardized business processes, thereby improving operational efficiency. Achieving a unified planning and integration of the entire enterprise's resources at the group level. ERP has great risks in the integration projects of multinational companies after acquiring local Chinese enterprises, fundamentally speaking, The main reasons are that the implementation of ERP projects is affected by the internal and external influence of enterprises, has a long period, involves various business levels, and requires relatively high requirements for project team members. In addition, the M & A ERP project of multinational enterprises also has the higher risk of communication and understanding caused by different cultural backgrounds, and great resistance to internal change. Therefore, what risks should be paid attention to and how to control the occurrence of these risks in the project of implementing ERP in M & A of multinational enterprises, so as to realize 11) 2) 2, all these problems should be considered by this type of enterprise. This paper makes a special study on the risks encountered in the implementation of ERP project after Shell's acquisition of China's local lube oil company A. This paper first introduces the background of the ERP project of company A, and then, based on the theory of risk management, combines the theoretical research with the practical application, and identifies and evaluates many risk factors that affect the implementation of the project through brainstorming method. The external risk, internal risk, change risk, basic data management risk and personnel risk are analyzed in detail. On this basis, risk classification, risk grade evaluation and quantification are carried out through the method of risk probability and influence matrix, and the importance and priority of different risks are determined. Then scientific and reasonable risk management is carried out on each risk point, and corresponding countermeasures are given. Finally, the project risk monitoring is accomplished by setting up long-term operation and maintenance platform. The whole paper focuses on the prediction, identification, evaluation, processing and monitoring of the project risk management theory, focusing on the identification, evaluation and treatment of the project risk. It is hoped that through the study of the implementation process of the ERP project acquired by large multinational enterprises in China in this case, we can sum up some possible similar research on project risk and how to control it, so that it can be used as a successor to the acquisition of multinational enterprises. Especially, more Chinese enterprises go abroad and participate in international M & A to implement ERP project in the future.
【学位授予单位】：华东理工大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F270.7
本文编号：2268272
[Abstract]:In today's world, competition among enterprises has long been transformed into the whole supply chain and management level of three-dimensional competition. To some extent, this is also the competition between the construction level of enterprise information platform. ERP is a systematic management thought based on information technology. It allows enterprises to unify their internal operational processes through standardized business processes, thereby improving operational efficiency. Achieving a unified planning and integration of the entire enterprise's resources at the group level. ERP has great risks in the integration projects of multinational companies after acquiring local Chinese enterprises, fundamentally speaking, The main reasons are that the implementation of ERP projects is affected by the internal and external influence of enterprises, has a long period, involves various business levels, and requires relatively high requirements for project team members. In addition, the M & A ERP project of multinational enterprises also has the higher risk of communication and understanding caused by different cultural backgrounds, and great resistance to internal change. Therefore, what risks should be paid attention to and how to control the occurrence of these risks in the project of implementing ERP in M & A of multinational enterprises, so as to realize 11) 2) 2, all these problems should be considered by this type of enterprise. This paper makes a special study on the risks encountered in the implementation of ERP project after Shell's acquisition of China's local lube oil company A. This paper first introduces the background of the ERP project of company A, and then, based on the theory of risk management, combines the theoretical research with the practical application, and identifies and evaluates many risk factors that affect the implementation of the project through brainstorming method. The external risk, internal risk, change risk, basic data management risk and personnel risk are analyzed in detail. On this basis, risk classification, risk grade evaluation and quantification are carried out through the method of risk probability and influence matrix, and the importance and priority of different risks are determined. Then scientific and reasonable risk management is carried out on each risk point, and corresponding countermeasures are given. Finally, the project risk monitoring is accomplished by setting up long-term operation and maintenance platform. The whole paper focuses on the prediction, identification, evaluation, processing and monitoring of the project risk management theory, focusing on the identification, evaluation and treatment of the project risk. It is hoped that through the study of the implementation process of the ERP project acquired by large multinational enterprises in China in this case, we can sum up some possible similar research on project risk and how to control it, so that it can be used as a successor to the acquisition of multinational enterprises. Especially, more Chinese enterprises go abroad and participate in international M & A to implement ERP project in the future.
【学位授予单位】：华东理工大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F270.7
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