F公司两次兼并情境ERP系统实施策略研究

发布时间：2018-05-05 05:29

本文选题：ERP + 兼并　；参考：《上海交通大学》2014年硕士论文

【摘要】：企业兼并时ERP系统是最为重要的实施项目,透过ERP系统的实施可以完成企业兼并时的流程再造与讯息统整。以F企业两次兼并的案例,分析企业兼并时的ERP转换策略与实施方法,探讨企业兼并时应该选择哪种ERP导入策略以符合企业兼并期待达到的综效。F公司在五年内经历了两次的兼并。第一次是存续公司,被兼并的消灭公司N公司使用的ERP系统与F公司的是同一套ERP,故为同质ERP进行流程与数据的转换,在项目实施上的步骤与方法与该套ERP由原厂自套装导入比较,归结出的差异点可以做为企业兼并时,不引入外部咨询,由企业内部人员自行重新实施ERP到消灭公司的项目管理参考方案。F公司在第二次兼并时为消灭公司,兼并的存续公司B公司使用的ERP为不同套产品,故为异质ERP进行流程与数据的转换,再与第一次兼并时ERP实施的方法比较,在工具、流程、专业术语的定义上都有极大的差距,对项目管理带来了较高的风险,在导入方法上与第一次相较也有许多差异点,对于异质ERP实施到消灭公司应考虑的关键点进行剖析。透过分析F公司的实际案例,归纳同质与异质ERP的转换实施时,项目管理中的风险控管与实施步骤、方法的差异。
[Abstract]:ERP system is the most important project in the process of enterprise merger. Through the implementation of ERP system, the process reengineering and information integration can be completed. Taking the case of two mergers in F enterprise, this paper analyzes the ERP conversion strategy and implementation method in the process of enterprise merger. This paper discusses which ERP import strategy should be chosen in order to meet the expectation of enterprise merger. F company has experienced two mergers in five years. The first was a surviving company, and the merged company, company N, used the same ERP system as F's, so the process and data were converted for the homogeneous ERP. The steps and methods in the project implementation are compared with the ERP imported from the original factory, and the difference points can be used as external consulting in the merger of the enterprise. The project management reference scheme of ERP to annihilate company. F company in the second merger in order to destroy the company, the ERP used by company B, the surviving company of merger, is different sets of products, Therefore, there is a great gap in the definition of tools, processes and technical terms between the process and data conversion for heterogeneous ERP, and the comparison with the methods implemented by ERP during the first merger, which brings a higher risk to project management. There are also many differences between the imported method and the first time. The key points that should be considered in the implementation of heterogeneous ERP and the elimination of the company are analyzed. By analyzing the actual cases of company F, the differences of risk control and implementation steps in project management during the conversion between homogeneous and heterogeneous ERP are summarized.
【学位授予单位】：上海交通大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F271;F270.7;F426.6

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