T公司ERP项目实施过程分析及启示

发布时间：2018-03-18 07:09

本文选题：ERP实施　切入点：业务流程重组　出处：《扬州大学》2014年硕士论文　论文类型：学位论文

【摘要】：在企业竞争日益激烈的今天,信息化已成为企业必然的选择,而企业借助ERP的实施来提高管理水平、提升竞争力已成为一种必然的趋势。本文根据对T公司ERP项目实施的研究,总结分析得出有关经验教训,对提高国内企业的ERP实施成功率具有一定的参考和借鉴价值。本文通过理论文献研究方法,在研究国内外ERP实施状况的基础上,总结出企业实施ERP系统中出现的问题和关键成功因素。同时采用案例分析的方式,分析T公司ERP系统实施案例,对实施过程中的项目管理方法、实施方法论进行了详细分析。对T公司ERP项目实施进行了绩效分析,以全面反映实施ERP项目所带来的绩效。本文首先介绍了ERP系统、BPR、ASAP、管理信息系统理论、项目管理理论以及国内外关于ERP系统实施的研究动态,为T公司ERP项目实施研究奠定了理论基础。其次,本文介绍了T公司的基本情况,对管理现状进行了分析,指出了T公司在管理方面存在的问题,从而明确了T公司实施ERP项目的必要性,并从各个方面对T公司实施ERP项目的可行性进行了分析。接着,本文介绍了T公司的ERP项目规划,明确了T公司ERP项目的实施需求和范围,对T公司的ERP软件选型过程进行了总结和分析。再次,对T公司的ERP项目实施步骤进行分析,具体阐述了ERP项目实施从项目启动、业务蓝图设计、ERP系统实现、最后准备、项目上线及后续支持等整个过程。最后,对T公司的ERP项目实施进行总结分析,分别从关键指标和定性两个方面分析了ERP系统的实施绩效,对ERP系统在T公司的实施经验教训进行了总结,主要是高层领导支持与团队合作、合理需求及系统规划、有效的项目管理、成功的业务流程重组与管理变革、完善的数据准备等经验教训,以供其他企业借鉴参考。本文的创新之处,将ERP实施过程与项目管理紧密的联系起来,从项目组织、资源配置、质量管理、进度管理和风险管理等具体的项目管理方面对实施过程进行阐述。另外,本文从变革管理的角度对业务流程重组和ERP项目实施时所面临的问题进行了阐述,并提出解决方案。
[Abstract]:In today's increasingly fierce competition, informatization has become an inevitable choice for enterprises, and it has become an inevitable trend for enterprises to improve their management level and competitiveness by means of the implementation of ERP. This paper is based on the research on the implementation of ERP projects in T Company. Summing up and analyzing the relevant experiences and lessons, it has certain reference and reference value to improve the success rate of ERP implementation in domestic enterprises. On the basis of studying the implementation of ERP at home and abroad, this paper summarizes the problems and key success factors in the implementation of ERP system by theoretical research methods. At the same time, it adopts the method of case analysis. This paper analyzes the implementation cases of ERP system in T Company, analyzes in detail the project management methods and implementation methodology in the process of implementation, and analyzes the performance of the implementation of ERP project in T Company in order to reflect the performance brought by the implementation of ERP project in an all-round way. This paper first introduces the ERP system, management information system theory, project management theory and the domestic and foreign research on the implementation of ERP system, which lays a theoretical foundation for the research of ERP project implementation in T Company. This paper introduces the basic situation of T Company, analyzes the present situation of management, points out the problems existing in the management of T Company, and clarifies the necessity of implementing ERP project in T Company. The feasibility of implementing ERP project in T Company is analyzed from various aspects. Then, the ERP project planning of T Company is introduced, and the implementation requirement and scope of T Company ERP Project are defined. This paper summarizes and analyzes the selection process of ERP software in T Company. Thirdly, it analyzes the steps of ERP project implementation in T Company, and expounds the implementation of ERP project from project start, business blueprint design and ERP system implementation, and finally preparation. Finally, the implementation of ERP project in T Company is summarized and analyzed, and the performance of ERP system is analyzed from two aspects: key index and qualitative analysis. This paper summarizes the experience and lessons of ERP system in T Company, mainly includes the support of senior leaders and team work, reasonable demand and system planning, effective project management, successful business process reengineering and management reform. Perfect data preparation and other experiences and lessons for other enterprises for reference. The innovation of this paper, the implementation process of ERP and project management are closely linked, from the project organization, resource allocation, quality management, schedule management and risk management and other specific project management aspects of the implementation process. From the point of view of change management, this paper expounds the problems faced by business process reengineering (BPR) and the implementation of ERP project, and puts forward some solutions.
【学位授予单位】：扬州大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F270.7;F426.85

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