The construction of information technology began with the selection. Some state-owned enterprises are informatized for face-to-face projects, so they can be explained to higher levels. Some private enterprises have information pressure from customers, such as the satisfaction of orders, the development of new products, and some enterprises informatization in order to declare government projects. Or for tax avoidance considerations. Regardless of the real motive, the better informatization is to improve management and reduce costs.
Informatization selection is not a simple procurement behavior, but should be promoted as a project. Taking ERP as an example, this paper takes ERP selection as a stage of informatization construction project, or a single project, through application and comprehensive start, planning, execution, monitoring and closing five project management processes.
SWOT (strength, disadvantage, opportunity, risk) analysis should be conducted before the project is established. At this stage of enterprise development, it is not suitable for informationization. It is not going to go up. What problems can informationization solve for enterprises, what problems can't be solved, what goals should be achieved? Where is the informationization of enterprises, and whether there are enough resources to support them? The development of informatization work, where is the risk? These should be clear before the selection. Despite the arbitrariness of private enterprise decision-making, the boss decided that the work to be done could not be done. The reason why the boss did not make up his mind was because the priority of this work was not high, and it was not the point of not doing it. . ERP selection will undoubtedly cost a lot of time and energy on both sides. Enterprises usually have to be busy with business. It is impossible to put too much energy into ERP. ERP is important but not urgent for most companies. Many bosses verbally attach great importance to the ERP project, but if they are not implemented, it is likely that they have not clarified their own ideas and have not yet realized the value of informatization. The project manager must learn to set and manage the boss's expectations, otherwise it will be hard to please even if it is informatized. Some companies have a very good business, which largely obscures the management problems. Anyway, as long as they can deliver the goods, they can handle the customers in the past. You can not do informationization now, but the problem will be faced sooner or later. Informatization is a necessity after the company has developed to a certain stage.
Once the project is initiated, it is necessary to do a good overall planning, what to do first, what to post, what is the budget, that is, consider the scope, progress, and cost of the project. Do not make a master plan such as a headache, buy a pair of pants today, buy a shirt tomorrow, the results do not match, the overall calculation of spending a lot of money. In the informationization master plan, we must also consider the integration between the various systems. The current information system integration does not have an industry-standard standard and specification. From a technical point of view, there is no problem in establishing such a specification. However, due to non-technical factors such as the distribution of interests among manufacturers, intellectual property rights, market division, and even the amount of work, the specification has not yet been introduced. In the face of such an unregulated market, for any software vendor, they are certainly not willing to give up their software architecture to apply the standards of other vendors. Therefore, any heterogeneous system integration process has become a "battlefield" for different vendors to compete with each other. As a result, problems that could have been solved through technology have often evolved into lengthy negotiations and detailed definitions of responsibilities. Based on the above situation, the more labor-saving way for enterprises to plan information systems is to choose a manufacturer with strong strength, open technology and complete product line to provide a package of services and services.
There are many ERP products on the market, especially if you choose domestic software or foreign software. ERP originated in the West. Foreign ERP manufacturers are in the forefront of product technology research and industry experience. Domestic ERP manufacturers are innovating based on national conditions on the basis of research and follow-up of foreign software. Chinese management philosophy is suitable for strategic and macro planning, while Western economics is suitable for execution and micro analysis. The development strategy of the enterprise and its own business needs determine what kind of ERP to choose. For example, export-oriented enterprises, or companies interested in exploring the international market, may choose foreign software more appropriate. Each ERP manufacturer has different backgrounds and market orientations, and has its own industries and fields. This is the first thing that needs to be considered when deciding the target industry's industry characteristics and business matching. The development of the enterprise brings about continuous changes in demand, does the supplier have sustainable development capability? The future ERP industry will continue to integrate through competition, the probability of supplier acquisition or merger, and the strategic transfer? His platform and How does the system adapt to this change? Choosing an ERP manufacturer is to choose a long-term partner. This requires the company to pay attention to future uncertainties, identify, analyze and respond to risks, and reduce the probability and impact of risks. In fact, with the development of the company, the products will be different, the delivery target will be different, as long as it is the same industry, the execution level of the enterprise operation is the same, nothing more than order production MTO, order assembly ATO, inventory production MTS, order design ETO, order configuration CTO and other modes, the mainstream ERP system is supported. Even if a single company develops into a group company, the subsidiary does not matter how far it is, as if it is next door, the server centrally manages the data. With a unified management platform, the following are the business segments of different product types, which set up group finances, and the rest is only the problem of continuous optimization after the process is solidified. It is undeniable that some suppliers' products are not well matched with the business, and the customers are treated as white mice in the secondary development. It stands to reason that as long as the needs of enterprises are clear and the money is raised, technology is not a problem, but enterprises can't afford it. Enterprises need mature and convenient applications.
After delineating the target ERP supplier, the implementation process generally involves the following steps: demand research, product demonstration, typical customer visit, service introduction, etc., and the final supplier is selected at different levels. Prior to this, the company should clearly define the business needs and evaluation criteria and write the scope statement in writing. The main body of ERP implementation and the target audience are the business departments. Therefore, the selection team should allocate the backbone of each business department and be formally authorized in the project charter. Many companies don't know how to refine their needs before they understand the product, because there are very few people in the business who understand business and understand ERP. The demand can be raised a lot, how much can be raised, or it can be mentioned very little, only the more important needs of the enterprise are listed. The selection should be serious, but not true. According to the 28th principle, as long as you grasp the core needs. The author has seen some companies nitpicking, entangled in the details, complicating simple problems, the more complicated the selection, the less appropriate, and the dissatisfaction, which led to long delays in selection and delayed the development of good opportunities. In addition, with the gradual deepening of the understanding of the selection team, the scope of the requirements and the evaluation criteria will inevitably change. The project manager needs to understand on the monitoring project that the change cannot be avoided, and the small change request must be submitted in writing and take the complete change control process.
The product demonstrations of various suppliers took turns to play, and the company was dazzled. The author consulted a manufacturing company. Because the selection of personnel is different, the focus is different, the effort may be different, and the understanding of each system cannot be unified. The decision makers of the enterprise are riddled with daily affairs, and they are not involved in the actual situation. They do not understand the actual situation. As a result, each meeting is a slap in the face, and the decision is not decided. Later, the decision makers of the enterprise decide to simply reinvent the situation and let the suppliers Re-exploration and demonstration, selection staff and suppliers are complaining. In order not to useless work, the author suggests that the supplier and the company reach an agreement. Before the product demonstration, the main requirements are framed and signed by the decision makers. Only the requirements of the requirements list are presented, and the decision makers are present during the demonstration. I would rather not do it at the scene, and satisfy the need to tick the corresponding column on the spot, thus better avoiding confusion and randomness in the selection. In fact, the choice of ERP is enough, from the point of view of the system, some products may not be good on a single point, but overall it is appropriate. Product features cover the needs of the enterprise, and can meet the core needs well. This is the focus of the selection team in the product demonstration, and there is no need to demand all aspects. The decision makers of the enterprise questioned the selection personnel. Why did the products not distinguish between good and bad when they looked over and over again? Why is the system still half-baked? In fact, ERP can be compared, but there is no comparison. Buying ERP is different from buying a mobile phone. The functions of the mobile phone have parameters, how many photos are taken, and how many ringtones are compared. ERP is software, which reflects management thinking. There is no unified standard. Only performance is different. The key is to look at what enterprises are paying attention to. How to really understand the ERP system, I believe that even professionals are not good at answering, otherwise a consultant knows everything, there is no need to divide production consultants and financial consultants.
The typical customer visit is designed to give the company's selection team and decision makers a deeper impression of the typical customer's appearance, and to have more confidence in the supplier and its products. This typical customer is specified by the supplier, and its application is not necessarily good, but at least this supplier has a good relationship with him. Typical customer visits generally take the form of discussion, or PPT introduction, generally do not allow visitors to enter the system to view, it is impossible to know the real application situation. A typical customer visit is only to tell the customer to some extent that someone has used the product. How many similarities between the customer and the customer, and how much reference can be made by the company itself. The mainstream ERP manufacturers have more or less typical customers in different industries. This can't represent anything. It is often more practical for companies to visit the implementation experience that typical customers have learned from the side. I have seen a private enterprise. Before the visit, the decision-makers asked the selection team to prepare hundreds of questions, but each time the typical customer reception time is only two or three hours, it is necessary to put these hundreds of questions in such a short time. It is almost impossible to ask all. Later, the author suggested that the selection team should propose five major problems in different business modules. The project manager would consult the reasons for choosing this supplier and the implementation experience. The results were a bit face-to-face and the results were even greater.
ERP can be used differently than other commodities, and must be implemented through the implementation and services of consultants. The implementation service system of each family is similar, and enterprises should pay attention to the priority position of this project for suppliers. The selection company, especially the project manager, should take a look at how much the supplier's implementation team has the ability to allocate high-quality resources. How much control can the risk be? Can the two sides recognize and trust each other? As for the price, domestic software is not necessarily cheap. Foreign software is not necessarily expensive. Selling a few CDs is not worthwhile, but rising to the height of management consulting can be valuable. Only paying attention to the price is the performance of short-sightedness. If the company presses the price too low, the other party will definitely squeeze back in the implementation and service.
The above is only the technical aspect of selecting ERP. China's national conditions determine that there are far more to be considered in the actual operation. Some enterprises have to consider the recommendation or assignment of customers when they are selected, and they also have to withstand the pressure of various relationships. There is no fixed pattern for selection, and the latter choice must be the result of the balance of power and interest balance. Not all customers are God, and the ultimate cooperation is two-way choice. There is also a special case. The supplier decides to abandon the bid after understanding the enterprise. This is because the information construction environment of the enterprise is too bad. The risk of analysis and implementation is too great. If the project fails to do so, the final payment will not be recovered, and there will undoubtedly increase a failure. The case also left a handle on the competitors, so the supplier chose to rather give up rather than fail.
The signing of the contract is not the end of the selection. The summary of lessons and lessons is a very important task in the final stage of the project, which accumulates the organizational process assets for the subsequent informationization construction. With so much thought, can the ERP of the final choice be implemented successfully? No! All the selection techniques can't guarantee that the selected ERP will be successful, but it will increase the probability of successful implementation. Without ERP, just like snoring without a map, managers can't see the various aspects of the business, the operational details of each region. But the effective management and control of the entire enterprise must be platform + management, ERP system is only a platform, supporting management must keep up, so that there is blood and flesh, otherwise ERP can only be the impulse of managers to take it for granted.
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