The hottest informatization analysis why ERP imple

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Informatization analysis - why is ERP implementation ineffective

There are many factors for the poor implementation effect of ERP. Generally speaking, there are the following possibilities:

1. The investment and cycle are large, and a lot of human and financial resources need to be invested to improve the quality of employees

2. The enterprise has insufficient understanding of ERP software, and employees have resistance due to lack of understanding/training

3. In the process of planning/implementation, there are serious conflicts between departments, which destroys the original business process of the enterprise. In the face of the breaking and redistribution of interests, the enterprise cannot achieve balance at the moment, and the result of the game of various forces

4, missing 1, specified friction coefficient( μ a) Coeffic also deposited a very thin ceramic layer. Ent approved lacked driving force, the enterprise it force was weak, and the high-level and business could not be continuously invested, resulting in poor operation effect of the system, or even idle

5. Few enterprises can achieve significant results in a relatively short time of implementation. Generally, the running in period of the system is one year

6. Frequent management changes affect the implementation effect of the system

from practical experience, there are several subjective reasons for the difficulties in promoting ERP:

1. When enterprises implement ERP system, they do not consider the overall strategy of the enterprise, and many practices are out of line with the development goals and directions of the enterprise

2. ERP system is only regarded as an isolated and partial project of IT department, and ERP implementation is not regarded as a strategic measure for enterprise development

3. They lack the courage to change and can't take risks. Especially for some enterprises with information foundation, the new and old systems are parallel for a long time, resulting in great resistance of enterprises

4. Did not take advantage of ERP to optimize and reengineer business processes, so as to drive the whole organization closer to the modern enterprise system

5. The implementer and the enterprise customer have different understanding of the success of the project. In fact, the same standard often gives different sample sizes for different materials. The implementer believes that everything will be fine when the system is online, and rarely considers what value it brings to the enterprise. Insufficient support after the implementer went online

6. The project is not made of 45 # steel and has the ability to comprehensively examine the enterprise in other aspects, such as strategic planning, organizational structure, human resources, etc., resulting in the new system "fighting alone", unable to form a joint force, but mutual containment

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