Talking about ERP (Enterprise Resource Planning), it has not been "popular" in China for a year or two, and has become a "compulsory course" in the process of enterprise informationization. But when it comes to "on ERP", many domestic companies are "love and fear". "Love" means that ERP represents an advanced tool that can provide "power" for the development of enterprises. At the same time, enterprises must not Do not face the dilemma of high domestic ERP failure rate. The survey shows that the failure rate of implementation of ERP users in domestic enterprises is as high as 70%. "Many companies are caught in the 'abyss' of funds, and they are unable to develop," experts said. So, is it now "the era of ERP popularization" or "time of braking"? Wang Yulin, deputy director of the E-Commerce Committee of China Information Economics Association, believes that informatization is an inevitable trend in the development of domestic enterprises, but in the implementation of ERP in enterprises In the process, we must pay attention to the following three problems: insufficient understanding, major missing project implementation plans, and implementation of service chain breakage. This is the key to the current high ERP “failure rateâ€.
Lack of knowledge development bundle fact, companies decided to implement ERP, before the horse, it must have a certain understanding, to know what ERP is, how the implementation of difficulty where, how support and so on. However, at present, enterprises are not fully prepared for this. Wang Yulin pointed out that in terms of understanding, domestic enterprises have four shortcomings: First, the company's main position is not well understood. "Many companies often form theoretical subject or supplier subjectivization." "Enterprises are only money-strappers, and management is in the process of implementation." Many projects have become marathon projects. Second, there is insufficient understanding of the difficulty of institutional restructuring. Many enterprises may be difficult to organize due to internal integration and restructuring. Therefore, in the implementation of ERP, there is a lack of preparation for organizational structure. Third, there is insufficient understanding of the strategic positioning of the top leaders. In fact, the responsibility and responsibility of the top leaders lies in the implementation of ERP, to resolve new contradictions, to fill in new and old relationships, etc. Fourth, the lack of understanding of the "strategic requirements" in the implementation of ERP. Experts believe that in the implementation of enterprise ERP, both standardization and flexible reconciliation are required, but enterprises tend to emphasize one party and ignore the other.
The lack of solutions is a major
concern in all the reasons for the high failure rate of ERP in enterprises. According to the IT168 survey of nearly 1000 enterprise ERP programs, a considerable number of programs do not have the level and conditions of the program, and "the content of a considerable number of programs does not meet the requirements, essentials and basic knowledge of the implementation of the ERP program. "In the end, many cases have appeared "implementing another trick." The survey also showed that “there are too few good programsâ€, in which less than 10% of the value-added thinking and integrated thinking for customers, and less than 5% of the programs that can quantify the business impact and economic analysis for customers. Experts analyze that the current lack of ERP in domestic enterprises mainly includes lack of functionality, insufficient security, and lack of scalability. Statistics show that the schemes with these problems account for about 40%.
The service chain needs to be improved. For enterprise informationization, service is an important factor for maintaining development. At present, the domestic enterprise ERP process has to face the dilemma of service chain breakage. Experts analyze that the ERP implementation service chain should have three levels, one, the environmental service chain. At present, "China's service environment is still not perfect." When foreign companies implement ERP, they must conduct risk identification and risk assessment. However, China still cannot find a risk assessment system. Second, implement the service chain. At present, domestic enterprises still lack third-party consultation in this respect, lacking objective voice; Third, running the service chain. "A lot of enterprises have launched ERP, they have failed, they have been launched, and they have been tossed back and forth." The reason is that the service chain is broken. To this end, the experts suggest that the corresponding training should be carried out during the operation, the in-depth training should be carried out, and the comprehensive verification of the complete process should be carried out. In fact, in the field of enterprise ERP, there has always been a variety of "understandings" about the definition of "success". Experts believe that success should have three: first, in line with the overall development strategy of the enterprise; second, to achieve the expected business functions and management objectives; third, to achieve the desired balance of benefits and costs. However, according to these three criteria, there are two unclear enterprises in China that implement ERP: the application party has no clear target requirements; the implementation party has no clear service goals, and ultimately leads to failure. This trend is also spreading and extending to the majority of SMEs, which should be brought to the attention of all parties.
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