江苏电力SG-ERP项目实施的风险管理研究

发布时间：2018-03-25 03:32

本文选题：江苏电力　切入点：ERP　出处：《西南财经大学》2014年硕士论文

【摘要】：ERP系统是指建立在信息技术基础上,以系统化的管理思想,为企业决策层及员工提供决策运行手段的管理平台。它是先进企业管理理论与现代信息技术相结合的产物,它的诞生加速了企业管理从理论研究向应用实践的转化。企业通过实施ERP系统,可以有效的将企业的物资资源(物流)、人力资源(人流)、财务资源(财流)、信息资源(信息流)进行整合和优化,改善企业业务流程,帮助企业合理调配和利用现有资源去创造最大化的经济效益,进而大幅提高企业的核心竞争力。因此,实施ERP项目是很多企业的重大战略决策,也是企业应对多变市场环境的主要手段。然而,由于ERP项目实施周期一般比较长、投入的人力和物力也大,又涉及企业管理的各个方面,以及国际上尚未形成ERP项目实施的有效规范和标准,外加上国内企业实施ERP项目的经验不够丰富,管理模式相对落后,管理思想转变不到位,ERP人才贮备不够,没有建立形成一套系统、规范和有效的ERP项目实施及风险控制的方法,导致国内企业实施ERP项目时往往事倍功半,面临着巨大的不利风险,导致实施效果未能达到预期目标,甚至有时还会面临重大的经济损失。笔者在2010年4月至2011年11月作为ERP实施顾问参与了江苏电力公司SG-ERP项目的试点、推广阶段的工作,亲身经历了整个项目从启动、蓝图设计、系统实现、系统测试、用户培训和上线支持的各个阶段。在项目实施的过程中,对ERP项目的风险管理逐渐产生了自己的心得和思考。因而在本文中,笔者将结合自身实际的项目实施经历与流行的ERP理论和风险管理理论,运用理论分析与企业实际案例研究相结合的方式,主要研究江苏电力公司SG-ERP项目实施的风险管理方法。通过对江苏电力公司SG-ERP项目的实施背景、实施过程及财务、物资、人力资源、项目和设备五大功能模块的详细介绍,并结合国内外对ERP项目的主要风险对象的研究,总结归纳了江苏电力公司在SG-ERP项目的前期准备、中期实施和后期运维阶段所遇到的各类风险问题及所采取的解决方法和对策。在此研究基础上,再针对预算规划、软件选型问题提出自己的建议。在总结现有理论研究的基础上,本文的研究思路主要体现在以下四个方面： (1)选取ERP项目实施为研究对象,切合当前国内企业的信息化热潮及ERP项目实施成功率不高的现实,具有一定的研究价值。 (2)从ERP项目风险管理的角度对企业实施ERP的风险管理方法进行研究,具有一定的参考价值。 (3)通过对国内外企业ERP实施结果的分析,总结出影响ERP项目质量的主要风险因素。 (4)通过理论研究结合江苏电力公司SG-ERP项目的实践经验,针对性提出控制ERP项目实施质量,和解决ERP项目实施各阶段主要风险问题的方法。江苏电力公司作为国家电网公司“SG-ERP”工程的第一批试点单位,其成功的项目实施经验将有助于其它省市的电力公司开展“SG-ERP”项目,同时也为国内其它即将实施ERP项目的大中型企业提供了一些参考与建议。这也是本研究的主要贡献和现实意义。
[Abstract]:The ERP system is based on information technology, the system of management thinking, to provide a management platform of decision-making for the decision-makers and employees. It is a product of advanced enterprise management theory and modern information technology are combined, it accelerated the birth from theoretical research to practical application of the transformation of enterprise management business. Through the implementation of ERP system, can the enterprise resources (logistics), human resources (people), financial resources (financial flows), information resources (information flow) integration and optimization, improve business processes, help enterprises to rationally allocate and utilize existing resources to create the maximum economic benefits, thereby greatly to improve the core competitiveness of enterprises. Therefore, the implementation of the ERP project is a major strategic decision for many enterprises, the main means and the enterprises to cope with the changing market environment. However, due to the ERP project implementation cycle is generally higher than Long, input of manpower and material resources is also large, and involves all aspects of enterprise management, and the international standard has not yet formed an effective implementation of ERP projects and standards, and implementation of the ERP project on the domestic enterprise's experience, management is relatively backward, management thought change is not in place, ERP talent reserve is not enough, did not establish a set of systematic, standardized and effective ERP project implementation and risk control methods, resulting in ERP project implementation in domestic enterprises often shibeigongban, facing a huge risk of adverse effect, resulting in failure to achieve the desired goals, and even sometimes face significant economic losses.
The pilot in April 2010 to November 2011 as a ERP consultant involved in the SG-ERP project of Jiangsu electric power company, the promotion stage of work experience, the entire project from the start, blueprint design, system implementation, system testing, user training and on-line support each stage. In the process of project implementation, the risk management of ERP projects have experience and thoughts of my own. So in this paper, the author will implement the popular experience and combined with their own actual project ERP theory and risk management theory, using the actual case study and theoretical analysis of enterprise combination, risk management methods in the implementation of SG-ERP project of Jiangsu electric power company. Through the implementation of the background of SG-ERP the project of Jiangsu electric power company, the implementation process and financial, material, human resources, detailed project and equipment five functional modules, with domestic and abroad The main research object of the ERP project risk, summarizes the Jiangsu electric power company in preparation for the SG-ERP project, methods and Countermeasures to solve all kinds of problems in operation and maintenance and implementation of medium-term risk stage encountered and the adopted. On the basis of this research, and then for budget planning, put forward its own proposal selection of software.
On the basis of summarizing the existing theoretical research, the research ideas of this paper are mainly embodied in the following four aspects:
(1) choose the implementation of ERP project as the research object, which is suitable for the current information boom of domestic enterprises and the low success rate of ERP project implementation. It has certain research value.
(2) from the perspective of ERP project risk management, it has a certain reference value to study the risk management method of enterprise implementation of ERP.
(3) through the analysis of the results of ERP implementation at home and abroad, the main risk factors that affect the quality of ERP project are summarized.
(4) through theoretical research and practical experience of SG-ERP project of Jiangsu electric power company, we put forward pertinent measures to control the quality of ERP project implementation and solve the main risk problems in every stage of ERP project implementation.
Jiangsu electric power company as the national Power Grid Corp "SG-ERP" project of the first batch of pilot units, electric power company, its successful experience in project implementation will help other provinces to carry out the "SG-ERP" project, but also provides some reference and suggestions for the implementation of ERP project to other domestic large and medium-sized enterprises. This is the main contribution of this study and the practical significance.

【学位授予单位】：西南财经大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F272.3;F426.61

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