Three requirements and three don'ts for the succes

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The "three dos" and "three don'ts" of successful ERP software selection

with more large-scale and information-based enterprises in China, enterprises' investment in ERP has become a new trend. Most enterprises are first exposed to ERP. Through most case studies and my experience in implementation, it is found that the implementation of many projects is doomed to failure from the selection. It is precisely this point that is often ignored by many enterprises. They may just think too much about factors such as price. From the perspective of the current ERP software development, most of the ideas and functions are the same. For example, sap, Kingdee, UFIDA and other products have little difference. However, two of the easily damaged components of the face electronic universal experimental machine are electromechanical. For the same case, their implementation results may be different. The key reason is that we should master the core problem in the model selection, that is, which software supplier can meet the needs of the enterprise, What are their respective industry experiences? This requires enterprises to see through the most essential thing of "experience" when selecting models

I. don't just look at ppt. Look at cases.

putting ppt on the door seems to be a common problem of ERP software dealers. The beautiful pictures make people intoxicated. The fashionable words make you collapse. All this is just talk on paper. Most cases tell us that what we say is not necessarily good. Therefore, before receiving a software vendor, the enterprise provides some data of a product to the software vendor, and asks them to directly carry out case manufacturing according to your requirements, and then carry out functional operation and demonstration. Only in this way can you know their implementation level and ability. Another case is to ask the software vendor to look at his customer cases on behalf of you. Through the demonstration of cases, we can master the real strength of your partner software vendors, which determines the key to successful implementation in the future

II. Don't just look at the function, but look at the process

the well-known ERP software function actually needs the least attention. First of all, it is a standard version, which will not be easily changed for a customer. Even if you want to increase the function in the future, you can improve it through secondary development, which will not affect your normal use. It depends on the thought process in the software. For example, the self-made parts in ERP must be warehoused and then collected. Case 1: for the self-made parts of workshop a, which are used by workshop a, the parts must be entered into the semi-finished product warehouse before being collected in ERP. It is correct from the software point of view, because the system will calculate the cost of this part for you, which can only be calculated through receipt and collection. In this way, compared with manual processing, ERP adds more links. Case 2: the self-made parts in workshop a were transferred to workshop B. Workshop a must be warehoused before workshop B can collect. This requires enterprises to plan with their own management accuracy. For example, in order to simplify the procedure, adjust the equipment process layout to simplify the ERP process. Similarly, there is the BOM issue. Whether an enterprise adopts a design BOM, a customer BOM or a cost BOM requires that the software supplier issue a complete process report to the enterprise before cooperation, and then the agreement can be negotiated

III. don't just look at the effect. 2. Open the experimental software rate of the electro-hydraulic servo universal experimental machine, and look at the benefits.

before finalization, the enterprise can't just ask the software supplier how long it promises to complete the software implementation, but focus on what benefits the enterprise will get after the implementation. It is easy to prepare a beautiful implementation plan chart, but it is difficult to prepare a benefit chart after the implementation of the enterprise. If we do not study the enterprise and have no experience in software implementation, such a chart cannot be prepared. Therefore, we must ask the other party to prepare a benefit chart before model selection. For example, with the recommendation of relevant departments and local governments, whether the software implementation has solved the speed and accuracy of purchase, sales and inventory management, whether the enterprise business and financial coordination have been realized Whether the internal control management of the enterprise has been realized. Only when the benefits are clear, the implementation will not be blind

it is said that accelerating the transformation of old and new kinetic energy and realizing transformation and upgrading provide important development opportunities for the new material industry. The white point is that enterprises should not only order software when selecting software, but pay more attention to the implementation ability of software suppliers. Just imagine that the software functions are unified. What is different is the level of each software dealer, which often determines the success or failure of software implementation. In a word, don't be "fooled" by the dealer during model selection. (end)

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