Success is expensive to defeat
Shouguang Ming Ming Paper Group Shangma Erp is full of three
Weifang Shouguang Chenming Paper, Shandong Province, is a large-scale enterprise with more than 10,000 employees. The annual sales exceeded 7 billion yuan, and the company's size increased by 20% per year. However, the Group only has financial software, and the sales system is basically relying on manual working model, highlighting the company's information construction relative to poor situation. If you don't hear yours, you will not believe that Shouguang Ming has implemented two ERPs. However, the director of the information center San Jie said: "No matter what, ERP must be on, because the company's expansion is particularly fast." 2000 Group has two subsidiaries, now there are more than a dozen subsidiaries, the traditional management model has been behind the company development of.
Tasting ERP a wave 30% off
Shouguang Mingming first in ERP is in 2000, this ERP life is only three months, which can be described as short life. San Jie, director of the Information Center, said: "Software has problems, the cooperation communication between the two sides has problems, but the most important thing is that we have a problem with ERP." It turned out that in Shouguang Mingming, there is an IT company spray, The price is quite low. At the time, Shouguang Ming Ming was very unsatisfactory, and the price looks relatively heavy, so they took this price and contracting project manufacturers, although the manufacturer finally accepted this very low price, but this It also buried a film for both partners. San Jie Ruzhen said: "When the manufacturer is signing the contract, it is not sincere - I want to earn a sum of money, I have not intended to do the project. It may be in the contract, but I didn't see the lack of experience. "The fact proves that San Jie's guess, in the process of project implementation, manufacturers have not fulfilled their initial probabilies, but Shouguang Chenming can't pursue it, because the manufacturer's original commitment is just orally, it is not implemented at the contract in. With the implementation of the project, manufacturers continue to ask for additional costs. The company's internal instability is another reason for this ERP implementation failure. The project is originally planned to do a sales system and then do financial systems. However, since the project has just started the company's structure adjustment, a company divided a company into three companies, and the Finance Department also turned three by one. Therefore, the temporary decision project will start from the financial system. After the completion of the financial system, the company is in structure adjustment, combining the three finances into one, causing the project to re-implement the situation. San Jie said: "Plus the contract dispute with the manufacturer, no longer have to travel, the two sides do not trust each other. When the system is facing reapply, we take the opportunity to stop this ERP project."
Ship is good
In June 2000, after a short break, Shouguang Ming has started the second ERP implementation attempt. This time they choose or domestic manufacturers, because at the time, the Group believes that the ERP project can be fixed, so the investment is set to 1 million, although considering SAP and other foreign software, the investment amount required is generally more than 10 million. And considering the lack of experience, the group informationization has no foundation, and the implementation of SAP software is low, and it is too difficult to implement. Decide to first practice the domestic software training, etc. The conditions are mature and then more mature ERP. In addition, the Group sets this ERP's implementation project as an information center project, no senior manager to be responsible, lack of promotion. The information center considers that he has no power to push, so do not want to make a project too much. In this regard, Sang Jie complained: "ERP project should not let the information center are responsible, implementing ERP is responsible for success by the information center." He raised an example, the financial department and calculated using standard costs before, if Implementation is to change to the actual cost. As a project responsible for the information center, we must communicate with the leadership of the Finance Department. If he does not agree, it will not be implemented. For the failure of the second ERP implementation, San Jie has such an analysis: First, it is the management of branches and subsidiaries. It is originally hope that the data will eventually be placed in group centralized management, and each company is inquiry, but this way is too investment Large, take millions, so, it is strictly considered step-by-step implementation. The survey found that domestic software could not achieve this need. Finally, I have to make it simply, according to the situation of the branch, but the effect is not ideal. Second, the company is in a state adjustment state, at that time, the company organized institutions, sales models, etc., the company's internal environment is immature. Moreover, the manufacturer's products are not well adapted to the operation of our large group. Therefore, the project ended in two years later. Summarize two experiences, it is not difficult to see that Shouguang Ming Ming's understanding of ERP is not mature. In China, in 2000 is the most hot time in ERP, Shouguang Mingming is more hipster psychology. In fact, it is better to say that it is better to be financial electronics because they do more work is integrated with financial data, and it is only necessary to electronically. In this regard, San Jie has more complaints. In 2000, the ERP boom, domestic software companies have participated in the hype of the ERP concept, and even some companies' ERP products are only finance software refund. But at the time, people's understanding of ERP was only a conceptual understanding, and the ERP on many companies is actually financial importance. Third charge
