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本文在绪论中讲述了研宄的背景、意义,国内外研究现状,研宄的目标,目的
以及研究方法和内容。在第二章节对企业资源计划基础理论分析,介绍ERP概念及
其发展过程,讲述了 ERP实施效益,详细阐述了 ERP实施方法、模式、评估等研究
内容。同时,针对流程再造理论进行了概念分析以及流程再造与ERP实施的关系。
第三部分先介绍了 M集团的概况,制造业ERP实施困难,然后阐述了 M集团ERP
项目实施的内外需求,其中也简单对M集团的信息化建设情况做了介绍。
论文第四部分重点介绍了 M集团项目的实施规划和实施过程。首先从M集团
ERP项目的实施原则、方法、计划开始分析,再从项目立项后的组织架构的项目领
导小组及项目实施小组成立、项目过程制定、业务流程优化、实施数据准备、需求
确认、幵发,实施培训及以项目的切换上线等方面对ERP成功实施的关键问题进行
了研宄。通过对ERP项目质量控制的相关原则和实施步骤进行分析,总结了 M集团
ERP项目的成功实施的关键因素。最后给出了本次研宄的最终结论。
论文在撰写过程中,先从M集团的管理需求和业务流程分析入手,运用信息系
统项目管理和业务流程重组的理论,结合M集团的实际情况,用理论与实践结合的
方式,合理制定了 ERP项目实施方案,通过深入分析项目过程关键节点,力争实现
对集团式企业ERP项目实施有更深层次的了解,以期为其他集团式制造企业实施ERP
项目提供有益参考和借鉴,为中国企业的ERP实施贡献微薄之力。
关键词:企业资源计划系统(ERP), BPR(业务流程重组),制造资源计划系统
(MRP II), ERP实施,项目管理,IFS。
Abstract
Enterprise resource planning system, provides a unified business management
information platform for the enterprise, will carry out unified management of resources
and information for all internal and external supply chain. This management platform is
based on information technology, has a system of management thinking, to provide data
for enterprise decision and decision other managers on the basis of the analysis,while
eliminating the internal from department to department information barriers and
information islands caused by the division. The ERP system has become the basis of
information system for the survival and development of enterprises in the information
age。
This paper describes in the introduction the background, significance, research
status, the study39;s goals, objectives and research methods and content. In the second
chapter on the basis of theoretical analysis of enterprise resource planning to introduce
the concept of ERP and its development process,about the benefits of ERP
implementation, ERP implementation elaborated methods, models, and evaluation
research. Meanwhile, for the theory of the concept of process reengineering analysis and
process reengineering and ERP implementation relationship.
The third part introduces the M group first overview of manufacturing ERP
implementation difficulties, and then expounded the M Group ERP project
implementation and external demand, which is also simple to M Group39;s information
technology situation is introduced.
The fourth part of the thesis focuses on the planning and implementation of projects
and the implementation process of M group. First, from the M group Plans to begin
implementation principle, analysis method, the ERP project, the project after the
organizational structure of the project leading group and project implementation team
was set up,project development process, business process optimization, the
implementation of data preparation, demand confirmation, development,implement
training and key issues to project handover online on ERP implementation were studied.
Through the analysis of the related principle of quality control of ERP projects and the
implementation steps, and summarizes the key factors of M group ERP the successful
implementation of the project. Finally,the final conclusion of this research are given.
During the course of writing this article, first from the analysis of M group39;s
management needs and business processes of the information system, project
management and business process reengineering theory, combining the actual situation
of M group, combined with the theory and the practice,reasonable formulation of the
implementation of ERP project,the key nodes of in-depth analysis of the project process,
and strive to achieve the implementation of a deeper understanding of the enterprise
group ERP project, in order to implement ERP project other group of manufacturing
enterprises to provide a useful reference for implementation, contribute to the Chinese
enterprise ERP.
Key words: Enterprise resource planning system (ERP), BPR (Business Process
Reengineering), manufacturing resource planning system (MRPII), ERP implementation,
project management, IFS
