T制药公司ERP实施项目的风险管理研究

发布时间：2019-06-03 18:59

【摘要】：实施ERP对企业来说是一项风险高、投入高的项目,制药公司管理的复杂性和特殊性又增加了实施难度。T制药公司是一家现代的中药制造企业,企业经历了从小发展壮大的过程,为了能够尽快和国际接轨,公司对新建工程、新产品开发、生产项目化工作进行了探索。ERP项目便是在这一大背景下展开的一个重点项目。在T公司的ERP项目实施过程中,项目组经过将风险管理应用其中,使得项目圆满完成。本文对于ERP实施的常见风险：技术风险、人力风险、变革风险和监控风险做了定性分析,并通过风险矩阵对潜在风险进行评估,获得ERP项目的重要风险因素,以便项目的关键及重要风险进行控制。针对管理变革风险,使用风险、实施风险和服务商选择风险四个主要风险,T公司制定了具体的风险控制措施和方法,确保项目的顺利实施。 T公司的ERP实施项目过程充分体现了风险管理的重要性,从中汲取的经验不胜枚举,其中两个关键点：一是用户企业和咨询公司的密切配合；二是企业员工对项目的高度重视,否则控制风险只能沦为空谈。通过对这一案例的分析,我们认为,ERP项目的成功实施有以下因素：管理层权责明确；项目目标明确可量化；科学有效的项目管理；透明、坦诚的沟通；绝不忽视项目风险管理。本文结合项目风险管理理论基础,结合T制药公司SAP ERP项目实施的案例,研究风险管理在ERP实施项目中的应用方法和价值,为同类ERP实施项目提供可借鉴的经验,达到降低制药行业ERP实施风险的目的。
[Abstract]:The implementation of ERP is a high risk and high investment project for enterprises, and the complexity and particularity of pharmaceutical company management increases the difficulty of implementation. T Pharmaceutical Company is a modern traditional Chinese medicine manufacturing enterprise. The enterprise has gone through the process of developing and growing from an early age. In order to be able to connect with the international community as soon as possible, the company has explored the new project, the new product development and the production project. ERP project is a key project launched under this background. In the process of implementing ERP project of T Company, the project team completed the project successfully by applying risk management. This paper makes a qualitative analysis of the common risks of ERP implementation: technical risk, human risk, change risk and monitoring risk, and evaluates the potential risk through the risk matrix, and obtains the important risk factors of ERP project. In order to control the key and important risks of the project. In view of the four main risks of management change risk, use risk, implementation risk and service provider selection risk, T Company has formulated specific risk control measures and methods to ensure the smooth implementation of the project. The ERP implementation project process of T Company fully reflects the importance of risk management, and the experience learned from it is innumerable. Two key points are listed: one is the close cooperation between user enterprises and consulting companies; Second, the enterprise staff attach great importance to the project, otherwise the control of risk can only be reduced to empty talk. Through the analysis of this case, we believe that the successful implementation of ERP project has the following factors: clear management authority and responsibility; clear and quantitative project objectives; scientific and effective project management; transparent and frank communication; Never ignore project risk management. Based on the theoretical basis of project risk management and the case of SAP ERP project implementation in T Pharmaceutical Company, this paper studies the application method and value of risk management in ERP implementation project, and provides reference experience for similar ERP implementation projects. To reduce the risk of ERP implementation in pharmaceutical industry.
【学位授予单位】：华东理工大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F426.72;F270.7

【参考文献】