一、华为ERP发展历史
第二代ERP从在2000年左右的时候开始，当时全球没有成熟完整的ERP系统。到2000年之后。华为当时去IBM公司调研，并引入了全球化的外国ERP系统且沿用至今。
第三代ERP是我们正在构建的，是从19年开始，大家知道其实美国封锁很厉害，本来第三代没那么快推出来，但是没办法为了生存，也是迎合现在数字化趋势，所以就推出了三代。
二、自研ERP的原因
第一方面原因就是大家众所周知，从18和19年开始，美国开始打压华为，从19年开始更加深入，把制造芯片用到的工具软件全部禁用，包括ERP也是在禁止范围之内。迫于这个现状压力，必须要去构建下一代ERP的替代。
第二个原因就是现在数字化推进的如火如荼，整个业务的不确定性更加突出。现在业务上对ERP的现状越来越不满意了，随着现在整个业务的发展，ERP响应太慢，不能满足未来要真正实现数字化的诉求。
第三个原因，我们用ERP也20多年了，而且是一套单体的应用。随着数据量业务量增长，它已经不能满足现在需求，单体应用是非常庞大，包围着周边有100多个系统，也就是说在原来ERP的基础上，华为已经对这套ERP做的可视化率达到30%以上，是很重大的系统且数据量超级大，做一个简单的变更升级，至少得半个月，远远不能满足业务需求，而且数据量越来越做越大之后，原来是一个单体的数据库根本撑不下来，所以说老旧的架构必须去整改。
第四块原因是随着现在新一代的技术发展与技术大数据、云计算、大数据、AI、区块链等等一些技术的发展，在这个前提之下，华为不得不去构建下一代ERP，去实现整个数字化的转型。
三、华为下一代ERP构想
面向下一代的ERP分这么几大层。第一，基于数据构建未来的智能化引擎，即智能大脑，这是非常重要的一层，跟传统的ERP一个非常大的区别。在这一层其他层面比较大的变化。在数据的基础上，上一层就是构建全孵化的产品，把以前单体系统会拆成几十个微系统，以微服务的方式来提供给更上一层不同业务不同流程来组装去使用。
服务化之后，在上一层来讲，面向各个部门按照自己的业务去挑选服务，去拼接组装，组成业务场景需要的一些业务流程和业务能力。组装完之后，面向用户层，实现一站式服务。从底层面优化和升级之后，形成了华为整个一套面向未来的下一代ERP架构。
四、华为ERP生态
合作关系主要分三个层面，一个层面就是跟华为合作去开发软件的。中软软通他们主要提供人力来参与华为研发。第二个用友、金蝶自己已经有的一些软件包，跟华为去合作。未来在这生态基础上，华为ERP云构建起来之后，可能面向千行百业，会在某一个方面某一个领域承包业务去提供解决方案。
商业化计划和目前进展：我们从19年开始构建的，到了去年21年7月份上线的第一个版本，是给到华为内部使用，到了今年5月份，是整个大中华区接到新的这套应用上来，现在推行进度大概30~40%，可能未来还要用1~2年的时间，把剩余100多个办事处全部推完。未来上市估计到华为整个完推完之后，才能考虑去推向市场，也是预计可能要到最快2~3年时间可以推出市场。
自研ERP的三大理由：第一从大环境来看，oracle这家企业在17年或18年已经关闭了在中国的研发中心，这对中国市场是偏负面的信号。
第二是基于特朗普上台之后，包括一直到现在，尽管换了总统，那中美现在的竞争态势严峻，且这样紧张的态势在大趋势上是不会改变了，所以中美在高新技术产业上的竞争成为定局。
第三从业务上面的考虑，现在我们企业在全球的业务量确实很大，业务范围也很大，而且现在主流的业务就消费者业务一直受这个关键技术卡脖子的影响，所以说我们企业现在是开发各个行业的潜在的机会，那只要有机会，以我们的研发能力，都能出去争一争，ERP市场作为以后很有潜力发展的市场。
meta ERP进展：这个自研系统现在发展相对来说总体进度上来说是比较正常。从今年开始，我们除了在国内的子公司，因为国内子公司它的核算方案都有统一性，我们在海外首先是在马来西亚开始推行，马来西亚共享中心主要管理的亚洲、中东，还有东盟10国这一块先推行，然后今年和接下来的1月份要使用双系统一体化，就是说是在oracle里面走一遍，要同时在我们自研的系统也走一遍，这样对比一下，得出我们自研系统的效率和准确性，oracle为标准。
我们在全球有5大共享中心的战略共享中心，我们的计划是未来的会从明年开始再用两年的时间双系统并行，因为是要跟那个oracle一段时间。如果没有什么大的问题，那就在两年之后，我们要全面的替代。
因为如果要全球运行的话，它只在马来西亚的话是不可同日而语的，特别是数据库，包括数据的运算效率方面，它的难度不是一个量级，但是仅在马来西亚我们目前自研系统的数据调动的时间、计算效率等关键指标，大概替代率能满足oracle 80%的效率，那剩下的20%的效率目前很难解决。
而且特别是在跨国数据调动的时候，但我们现在用自研的系统确实容易出现宕机、出现bug、或数据效率不准的问题，这在以前用oracle的时候是很少出现的。未来的发展方向规划，先自己用，用好了再看后面情况。、
五、核心问题
1、华为ERP架构和自研范围？
华为ERP架构包括4大领域，第一块是销售相关的，包括合同中心和客户中心，所有客户的管理。第二大块是供应的，包括计划采购，订单物流这一块。第三大块，重中之重的整个华为的财务。第四大块就是我们面向客户服务，即售后服务以及交付服务等，也就是说所有华为整个企业的现金流以及业务流的数据，最终都会汇聚到这整套的ERP上去运作。
原来的ERP系统支撑整个业务的过程中发现好多不能满足，华为这里就构建了很多的外挂系统，比如说处理订单的，原来处理订单的能力太差，因为我们整个BOM的结构，超级复杂，一般是搞不定的，所以那种外挂能力必须要自己构建。目前我们计划全部都自己研发了一份完整的系统。
2、华为ERP相比于国内其他产品的优势。
华为的优势就是说华为没有软件包，对华为没有这种历史包袱，我是轻装上阵，在此构建下的ERP全部是按云化、服务化去构建全新的一套系统，这个会更具有优势。而且我们现在构建的是在这个行业的最佳实践，因为我们融合的不单是oracle的经验，我们还融合了做的IC集成供应链变革的经验。另外从经营理念上来讲，我觉得是华为全球领先的一个业务。
全部抛弃了原来传统的单体应用，完全全新构建了。先构建这样一个ERP，且不急于马上推出市场，等我用成熟了，用好了再去推出市场，特别是对中国市场来讲，华为更了解中国企业。所以说从这几点来看，肯定后续国内更多企业我相信可以去更多青睐华为。这几点来看，这套ERP未来还是有挺大希望的。
3、华为ERP推向市场的目标用户。
主要针对要么是华为的战略合作伙伴，要么比较强烈诉求的一些国有大中型企业。因为像华推出这套样品，其实是集团级管理的非常重载的一套系统。假如说要上这套系统的话，企业这种领导层起码要有很大决心去做替换，因为上这套系统不单单只是上一套系统就完了，更多的困难是什么？
企业要去承担就变革，变革意味着你底下很多组织流程全部要变，因为好多部门也调整，好多领导要下岗，其实对很多企业来讲非常有挑战。
如果是排在头部的国企央企又属于高科技的这些企业，其实如果排下去的话，这种客户类型也不是特别多，因为大部分我们的头部企业都是一些能源企业等等。
因为我们这个产品从18年之后就开始布局，从18年开始算到现在，未来我们如果真的还要对外开放的话，还要2~3年。如果是算25 、26年已经准备好对外开放，其实我们自己都做了六七年了，而且是在我们自己的这么多五六千人，又是对自己业务流程很了解的情况下做了六七年，未来这个产品我还要去给相同体量的集团化的企业，而且也是不同的业务，它的业务的管理方式流程等等东西又不是特别清楚的情况下面，可能他要去进行交互式，我觉得也可能不亚于我们这6~7年的过程。
4、未来ERP在国内的瓶颈在于高级咨询顾问，这部分华为计划谁来做。
涉及到顾问这块，华为可能没那么大能力去投入。可能会有几个方面的，一个方面就是华为构建一个生态，在生态基础上，培养一些面向不同领域的顾问出来，比如说面向金融的、交通的，煤矿的等。把生态能力锻炼起来，一旦能力起来之后，就可以给某些领域去提供解决方案。第二块来讲也可以请咨询顾问，在梳理完之后再去跟好的这套系统做适配，在原来的基础上做一些优化。
5、未来构建数字化ERP，其作用和地位是否提升。
目前构建整个企业的核心流程来讲，其中ERP是其中非常重要的环节。这都与企业资源调度相关，也就是说一旦是ERP大脑搞好之后，对整个企业的资源充分利用，面向风险抵抗能力，响应风控的能力，及时支撑各个代表处的决策能力都有很大帮助。
第二个角色来讲，以前主要都是靠通过对某个领导拍脑袋，就这么干，没有一些数据支撑，可能很多情况下会偏离，通过数字化支撑之后，我有数据支撑，这个决策下来肯定是八九不离十，角色提高，收入提高也不少。
数字化转型是点点滴滴的，不是说上一套系统马上能体现它的价值。上一套系统只是一个开始，后面怎么把这套系统用起来用好，真正的去给业务带来价值，那才是最终ERP上的成不成功的判断。
翻译：
Development history of Huawei ERP
The second generation of ERP began around 2000, when there was no mature and complete ERP system in the world. After the year 2000. At that time, Huawei went to IBM for research and introduced a global foreign ERP system, which is still in use today.
We are building the third generation of ERP since nineteen. As we all know, the blockade of the United States was very severe. Originally, the third generation could not be launched so soon, but in order to survive and cater to the current digital trend, we launched the third generation of ERP.
Reasons for self-developing ERP
The first reason is that as we all know, the United States began to suppress Huawei in 18th and 19th years, and it went deeper and banned all the tools and software used in chip manufacturing, including ERP. Under the pressure of this situation, we must build the next generation of ERP replacement.
The second reason is that the digital push is now in full swing, and the uncertainty of the whole business is more prominent. At present, the business is more and more dissatisfied with the status quo of ERP. With the development of the whole business, ERP responds too slowly and cannot meet the demands of realizing digitalization in the future.
Third, we’ve been using ERP for more than 20 years, and it’s a single application. With the growth of data volume and business volume, it can no longer meet the current demand. The single application is very large, surrounded by more than 100 systems. That is to say, based on the original ERP, Huawei has done the visualization rate of this ERP has reached more than 30%, which is a very important system with a huge amount of data. It is far from meeting the business needs, and after the data volume becomes larger and larger, the original is a single database cannot survive, so the old architecture must be reformed.
The fourth reason is that with the development of the new generation of technology and technology big data, cloud computing, big data, AI, blockchain and other technologies, under this premise, Huawei has to build the next generation of ERP to realize the whole digital transformation.
Huawei’s next generation ERP concept
ERP for the next generation is divided into so many layers. First, to build future intelligent engine based on data, namely intelligent brain, which is a very important layer, and a very big difference from traditional ERP. There are other big changes at this level. On the basis of data, the next layer is to build fully incubated products. The former single system will be broken into dozens of Microsystems, which will be provided to different businesses and processes at the next layer to assemble and use in the way of microservices.
After servitization, on the upper level, services are selected and assembled for each department according to its own business to form some business processes and capabilities required by business scenarios. After the assembly, the user layer, to achieve one-stop service. After optimization and upgrading from the bottom level, Huawei has formed a whole set of future-oriented next generation ERP architecture.
Huawei ERP Ecology
The cooperation relationship is mainly divided into three levels. The first level is to cooperate with Huawei to develop software. They mainly provide manpower to participate in Huawei’s research and development. Second, Yonyou and Kingdee already have some software packages to cooperate with Huawei. In the future, based on this ecological basis, Huawei ERP cloud may be open to thousands of industries and contract to provide solutions in a certain aspect or field.
Commercialization plan and current progress: We started to build it in 2013, and the first version was launched in July of last year, which was for Huawei’s internal use. In May of this year, the whole Greater China region received the new application. Now the implementation progress is about 30~40%, and it may take one to two years to complete the remaining 100 offices. It is estimated that the future listing can only be considered after Huawei completes the promotion, and it is estimated that it can be launched into the market in 2 to 3 years at the earliest.
Three reasons for self-developing ERP:
First, from the perspective of the overall environment, oracle closed its research and development center in China in 2015 or 2015, which was a negative signal for the Chinese market.
Second, after Trump took office, even up to now, despite the change of president, the current competitive situation between China and the United States is severe, and such tense situation will not change in the general trend, so the competition between China and the United States in the high-tech industry has become a done deal.
Thirdly, from the perspective of business, our business volume is indeed large in the world, and the scope of business is also large. And now the mainstream business of consumer business has been affected by the bottleneck of this key technology, so our company is now a potential opportunity to develop various industries, so as long as there is a chance, with our research and development ability, we can go out and compete. ERP market is a potential market for future development.
meta ERP Progress:
The development of the self-developed system is relatively normal in terms of overall progress. From this year, in addition to our domestic subsidiaries, because the accounting scheme of domestic subsidiaries is uniform, we will start to implement overseas in Malaysia first, and the Malaysia Sharing Center mainly manages Asia, the Middle East and 10 ASEAN countries. Then we will use the dual system integration this year and the following January. That is to say, once in oracle, at the same time in our self-developed system, so as to get the efficiency and accuracy of our self-developed system, oracle as the standard.
We have strategic sharing centers in five major sharing centers around the world, and our plan is that in the future, we will start next year with two more years of dual-system parallel, because it will be with that oracle for a while. If there are no major problems, then in two years, we will have a full replacement.
Because if it is to be run globally, it is not comparable only in Malaysia. In particular, the difficulty of database, including the computing efficiency of data, is not an order of magnitude. However, only in Malaysia, the key indicators such as the data transfer time and computing efficiency of our current self-developed system, probably the replacement rate can meet the efficiency of oracle 80%. That remaining 20% of efficiency is hard to solve right now.
And especially in the cross-border data transfer, but we now use the self-developed system is prone to downtime, bugs, or data efficiency problems, which was rare in the past with oracle. Future development direction planning, first use their own, use good and then see the situation behind.
Core Issues
Huawei ERP architecture and self-research scope?
Huawei ERP architecture includes four areas. The first part is related to sales, including contract center and customer center, and management of all customers. The second part is supply, including planned purchase and order logistics. The third, most important piece of Huawei’s finances. The fourth part is our customer-oriented service, namely after-sales service and delivery service. In other words, all the cash flow and business flow data of Huawei will eventually be aggregated into this complete set of ERP operation.
In the process of supporting the whole business, the original ERP system was found to be unable to meet many requirements. Huawei built a lot of plug-in systems, such as the order processing system. The original ability of order processing was too poor. At present, we plan to develop a complete system all by ourselves.
Advantages of Huawei ERP compared with other domestic products.
The advantage of Huawei is that it has no software package, so it does not have such historical burden on Huawei. It is a lightweight enterprise. Under the construction of ERP, it is to build a brand new set of system based on cloud and service, which will have more advantages. And what we’re building now is best practice in the industry, because we’re incorporating not only oracle experience, but we’re incorporating IC integrated supply chain innovation experience. In addition, from the perspective of business philosophy, I think it is a leading business of Huawei in the world.
All abandoned the original traditional single application, completely new construction. First build such an ERP, and do not rush to launch it into the market immediately, and then launch it into the market after I use it well. Especially for the Chinese market, Huawei knows more about Chinese enterprises. Therefore, from these points of view, I believe that more domestic enterprises can favor Huawei in the future. From these points of view, this set of ERP still has great hope in the future.
Target users of Huawei ERP market.
It is mainly targeted at some large and medium-sized state-owned enterprises that are either Huawei’s strategic partners or have strong demands. Because like China launched this set of samples, in fact, is a group management of a very heavy system. If we want to use this system, the leadership of the enterprise must at least have great determination to replace it, because the system is not just the last system is finished, what is more difficult?
Enterprises must undertake changes, which means that many organizational processes under you will change, because many departments will be adjusted, many leaders will be laid off, in fact, for many enterprises is very challenging.
If the top enterprises are state-owned enterprises, central enterprises and high-tech enterprises, in fact, if the bottom of the list, these types of customers are not very much, because most of our top enterprises are energy enterprises and so on.
Because we started the layout of this product 18 years later, from the beginning of 18 years to now. If we really want to open to the outside world in the future, it will take 2 to 3 years. If we are ready to open to the outside world in 25 or 26 years. In fact, we have been doing it for six or seven years. And we have five or six thousand people and have a good understanding of our business process. In the future, I will give this product to collectivized enterprises of the same size. And it is also a different business. It’s not clear how its business is managed, how it’s managed, how it’s managed. How it’s managed, how it’s managed, how it’s managed, how it’s managed.
The bottleneck of ERP in China in the future lies in senior consultants, who will do this part Huawei plans to do.
When it comes to consultants, Huawei may not have the capacity to invest. There may be several aspects. On the one hand, Huawei will build an ecosystem and train some consultants facing different fields. Such as finance, transportation and coal mining, on the basis of ecology. Build up the ecological capacity, and once you build up the capacity, you can provide solutions to certain areas. The second piece can also consult a consultant. After combing and then go to a good system to do adaptation, on the basis of the original to do some optimization.
Build digital ERP in the future, and whether its role and status will be improved.
At present, ERP is a very important part of the core process of the whole enterprise. This is all related to enterprise resource scheduling, that is to say, once the ERP brain is good. Tt will be of great help to make full use of the resources of the whole enterprise, the ability to face risk resistance. The ability to respond to risk control, and timely support the decision-making ability of each representative office.
For the second role, in the past, it was mainly done by patting a leader on the head. Without some data support, which may deviate in many cases. After the digital support, I have the data support, and this decision will be almost certain. The role increases and the income increases a lot.
Digital transformation is a drip, drip, drip, drip, drip, drip, drip, drip, drip, drip, drip. The last set of system is just the beginning. How to use this system well and bring real value to the business is the final judgment of ERP success or failure.
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