企业应该怎么选择erp系统/软件？数字化转型网szhzxw.cn
1、ERP系统/软件功能越强大就越好吗？
错的，关键要看企业的实际需求，适合企业发展的软件才是好软件。数字化转型网szhzxw.cn
2、ERP系统/软件服务商
如果公司年销售额在5000万以上，不但要考虑规划，还要考虑将来的升级问题，品牌软件会半年到一年才会对现有版本升一次级，而且是根据大多数企业的需求统一升级，不会为一两个厂家的需求做升级，建议采用有自己的产品，而且还能提供二次开发的公司，这类公司应该以本地化服务为主。
3、ERP系统/软件的实施力量
选ERP系统/软件就是选长久的合作伙伴，选择ERP系统/软件厂商是最好的选择，其次是选择ERP系统/软件代理商，ERP系统/软件代理商没有核心知识产权，遇到特殊问题是心有余而力不足。
4、ERP系统/软件产品的易用性
操作简易的ERP产品在实施和培训可以减少一半的工作量，在企业内部也更容易推广，所以ERP软件的易用性非常重要。数字化转型网szhzxw.cn
5、选择ERP就是选择合作伙伴，所以选择一个好的ERP合作伙伴很重要
ERP是一种先进的管理模式和信息技术。但从年代以来中国企业用在ERP方面的资金近亿打了水漂。究其原因,与软件选型不慎有很大的关系。不考虑企业实际需求,一味地贪大求洋,是一些企业软件选型时最容易犯的错误。选软件好比找对象,适合就好。数字化转型网szhzxw.cn
一个业务简单、规模不大的企业,却投资千万元购买功能非常复杂的国外大型软件产品,显然是不适合的,就像用导弹打麻雀一样不经济。需要注意的是,一些企业对ERP软件的期望值过高,把它当成解决一切问题的灵丹妙药,不惜花血本投资。其实,这是不切实际的想法,任何软件只是物化的东西,是辅助决策的工具,本身不能代替决策。ERP最重要的作用是解决了信息透明化、及时性的问题,为经营管理决策提供数据支持 。
衡量ERP项目成功与否的标准应该是系统输出的信息能不能快速及时地满足企业管理当局的管理需求,而不是软件本身的技术含量。项目实施必须以企业为主体,E即项目领导小组组长最好由“一把手”亲自挂帅,同时要指定一名副总具体负责这项工作。该副总最好具有财务背景,同时应衬任REP的基本原理、企业的业务流程等方面的知识比较清楚,以便于和咨询人员沟通,实施中体现企业决策层的管理思路。需要强调的是,既ERP项目是一项综合性的系统工程,几乎涉及到企业的所有业务领域,相关业务部办须在实施中唱主角,他们对业务流程最熟悉,也是巨RP软件的最经常的客户,提出的需求建议最具有针时性,因此对软件的实施最有发言权 。
翻译：
How should enterprises choose erp software
How should enterprises choose erp system/software? Digital transformation network szhzxw.cn
Is the more powerful the ERP system/software, the better?
Wrong, the key depends on the actual needs of the enterprise, and the software suitable for the development of the enterprise is good software. Digital transformation network szhzxw.cn
ERP system/software service provider
If the company’s annual sales are more than 50 million, not only should we consider planning, but also consider the future upgrade problem, the brand software will be six months to a year to upgrade the existing version, and it is a unified upgrade according to the needs of most enterprises, not for the needs of one or two manufacturers to upgrade, it is recommended to use their own products, but also to provide secondary development of the company. Such companies should focus on local services.
Implementation power of ERP system/software
Choose ERP system/software is to choose a long-term partner, choose ERP system/software manufacturers is the best choice, followed by the choice of ERP system/software agents, ERP system/software agents do not have core intellectual property rights, encounter special problems is not enough.
Ease of use of ERP system/software products
Easy to operate ERP products can reduce the workload in implementation and training by half, and it is also easier to promote within the enterprise, so the ease of use of ERP software is very important. Digital transformation network szhzxw.cn
Choose ERP is to choose a partner, so choose a good ERP partner is very important
ERP is an advanced management mode and information technology. However, since the 1990s, Chinese enterprises have spent nearly 100 million dollars on ERP. The reason has a great relationship with the careless selection of software. Do not consider the actual needs of the enterprise, blindly greedy big foreign, is some enterprise software selection of the most easy to make mistakes. Choosing software is like finding objects, it is good to fit. Digital transformation network szhzxw.cn
A simple business, small scale enterprise, but invest tens of millions of dollars to buy a very complex function of foreign large-scale software products, is obviously not suitable, just like using missiles to fight sparrows as uneconomic.
It should be noted that some enterprises have too high expectations for ERP software, treating it as a panacea to solve all problems, and investing in it at all costs. In fact, this is an unrealistic idea, any software is just a materialized thing, is a tool to assist decision-making, itself can not replace decision-making. The most important role of ERP is to solve the problem of information transparency and timeliness. And to provide data support for management decisions.
The criterion to measure the success of an ERP project should be whether the information output by the system can meet the management needs of the enterprise management authority quickly and timely, rather than the technical content of the software itself. The implementation of the project must be the main body of the enterprise,E is the leader of the project leading group. It is best to be the “first leader” in person, and a deputy general manager should be designated to be specifically responsible for this work.
The vice president should have a financial background, and should have a clear knowledge of the basic principles of REP and the business process of the enterprise, so as to facilitate communication with consultants and reflect the management ideas of the decision-making level of the enterprise in the implementation. It should be emphasized that the ERP project is a comprehensive system engineering, involving almost all business areas of the enterprise. The relevant business department office must play a leading role in the implementation. They are the most familiar with the business process. But also the most frequent customers of giant RP software, put forward the most timely requirements and suggestions. So the implementation of the software has the most say.
