YC集团ERP项目实施风险分析与控制研究

发布时间：2018-07-02 09:38

本文选题：ERP项目 + 风险识别　；参考：《昆明理工大学》2015年硕士论文

【摘要】：ERP系统的开发与应用,近年来已经成为中国乃至全球企业管理方式的主流。它不仅涉及到产品供给、仓储、物流等信息,更是通过强大的信息共享功能,将企业的财务、人事、营销等等各方面的信息进行整合和综合管理。对于当代企业来说,将是管理制度和方式上一个变革性的改变。中国企业在一贯落后于世界市场步调的竞争背景下,第一次找到了一个“放之四海而皆准的”管理工具。随着中国加入WTO,企业之间的竞争已不只是产品质量、产品成本的竞争。为应对全球企业的竞争,企业必须采用先进的管理手段。企业资源规划(Enterprise Resource Planning, ERP)可以规范企业的管理制度、提升企业的管理水平,是加快企业信息化进程的重要手段,也是当今世界企业经营与管理技术进步的代表。ERP系统的实施是一项投入大、风险大、实施难度也非常大的系统工程。从全世界来看,ERP实施失败率一直高达70%以上,约有一半的项目半途而废。中国企业从MRPⅡ到ERP的应用已经20多年。目前已实施ERP的企业约有千多家,而实施成功的仅占10%。可见ERP的风险问题,已经成为影响企业ERP项目成功实施的一个非常重要的因素。我国的企业,迫切需要系统的ERP系统风险管控技术与工具,来增强自身ERP系统实施的可靠性。因而本文的研究,符合中国广大企业的根本利益,也是我国企业需要解决的较为迫切的问题。本文力求理论研究与案例分析相结合,从而使分析与研究更加形象、细致。另外,本文还采用了定性和定量相结合的方法,其中定量方法采用的是层次分析法(AHP)。从ERP实施过程出发,对所提出的问题进行充分的分析,进而提出相应的解决问题的方法和思路以及对策。本文针对ERP在国内企业的实施成功率不高的现象,引入风险管理的思想对ERP的实施过程给予详细分析。总结归纳了各实施阶段主要的实施风险,并根据情况提出相应的风险管理和风险处置方案,为即将实施ERP的企业奠定信心。最后结合最具有典型的制造企业的实际状况进行案例分析,使理论和实践进行很好的结合,帮助企业完善管理,提升竞争力。
[Abstract]:The development and application of ERP system has become the mainstream of enterprise management in China and even around the world in recent years. It not only involves the information of product supply, storage, logistics and so on, but also through the powerful information sharing function to integrate and integrate the information of the enterprise's financial, personnel, marketing and so on. For the contemporary enterprise, It will be a transformative change in the management system and mode. Chinese enterprises have found a "four sea and clear" management tool for the first time in the competitive backdrop of the world market pace. With China's entry into the WTO, the competition between enterprises is not just the quality of products, the competition of product cost. The enterprise must adopt advanced management means. The enterprise resource planning (Enterprise Resource Planning, ERP) can standardize the management system of the enterprise and improve the management level of the enterprise. It is an important means to speed up the process of enterprise informatization. It is also the implementation of the representative.ERP system of the enterprise management and management technology progress in the world. From the whole world, the failure rate of ERP has been up to 70%, and about half of the projects are half abandoned. The application of Chinese enterprises from MRP II to ERP has been over 20 years. At present, there are about a thousand enterprises that have implemented ERP, and the implementation success accounts for only the risk of 10%. ERP. The problem has become a very important factor affecting the successful implementation of the enterprise ERP project. China's enterprises urgently need the system ERP system risk management technology and tools to enhance the reliability of the implementation of their own ERP system. Therefore, the research in this paper is in line with the fundamental interests of the Chinese enterprises, and is also the more necessary for our enterprises to solve. In this paper, theoretical research and case analysis are combined to make the analysis and research more vivid and detailed. In addition, the qualitative and quantitative methods are used in this paper, in which the quantitative method is the analytic hierarchy process (AHP). From the implementation of ERP, the proposed problems are fully analyzed and then proposed. In view of the low success rate of ERP in domestic enterprises, this paper gives a detailed analysis of the implementation process of ERP by introducing the thought of risk management, summarizes the main implementation risks in each implementation stage, and puts forward the corresponding risk management and risk disposal scheme according to the situation. In the end, a case analysis of the most typical manufacturing enterprises is carried out to make a good combination of the theory and practice to help the enterprise to improve the management and improve the competitiveness of the ERP.
【学位授予单位】：昆明理工大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F270.7

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