【作者】 崔慧明；

【导师】 范并思；

【作者基本信息】 华东师范大学 ， 情报学， 2006， 硕士

【摘要】 中国加入WTO后，全面开放的格局正在形成。竞争更加激烈，市场经济体制日趋完善，企业真正成为市场的主体，拥有了相当程度的经营决策自主权，同时也需要独立的承担起企业经营决策的风险。另一方面，随着企业自身规模的增长，我国企业常有的一些弊端也正不断地体现：职能重复、职能交叉、不增值环节多；制度约束力差、内部协调多、运转效率低；管理层次多、管理手段相对落后；信息加工处理失真、传递不畅；企业快速、科学决策难度大，对市场的反应效率有待进一步提高等等。这些问题已经制约了企业的快速健康发展，急需进行深层次的改革。 值得庆幸的是，随着现代管理思想和现代信息技术的发展，ERP作为一个有效的企业解决方案正不断地为广大企业认识和了解。与以往的信息系统不同，ERP是以供需链管理为核心；结合精益生产、敏捷制造和同步工程的思想；将企业的所有资源与信息进行统一的管理；同时将管理衍生到企业外部的供应商和客户。从而可以实现生产经营的精细化与集约化，有效地降低成本，缩短生产周期，提高客户需求的响应速度，为客户提供更好的服务。 但是国内ERP居高不下的实施失败率往往令企业决策者进退两难。这是因为有太多的风险因素贯穿在企业实施ERP过程中的各个阶段。虽然不同的ERP产品有着各自独特的实施方法，但它们在各阶段所面临的风险还是类似的。在面临的所有风险中，笔者认为业务风险是首当其冲的，并独特地从ERP本身特点这一视点进行论述。 首先，ERP是个高度集成的系统，需要在实施中首先对原有分散的业务进行整合优化；我们需要打破企业原有的部门业务限制，将企业内部流通的信息进行天衣无缝的整合，包括财务管理与成本控制信息，人力资源信息，供需链信息以及客户信息等等。如果对企业的业务不能进行通盘的整合，那ERP的导入效益就不能得到真正的体现。 其次，ERP自身的管理变革性，需要企业对原有的业务管理模式进行彻底的重组。只有这样，企业才能在导入ERP的过程中对这些先进思想进行吸收优化，进而推进企业自身管理的优化，给企业带来巨大的经济效益和社会效益。当然也需要注意的是，当ERP的某些理念与企业的核心竞争力有冲突时，我们需要对ERP系统进行适当的调整。通过合理的配置，甚至于二次开发来满足企业的需求，而不是一味地修正企业自身来适应系统。如果对业务没有进行合理地变革，ERP的效益也将不能得到发挥。更多还原

【Abstract】 With the step we Chinese people join the world trade organization, an all-sided and exoteric phase is coming up into being. The competition is more and more fierce, and the market economy system is becoming more and more perfect. Nowadays, enterprises are actually principal parts of the market, they own a certain-level managing independence, and meanwhile they should take a risk in decision-making for their own operations. On the other hand, with the increasing enterprises’ size, some common malpractices of our enterprises are thrown out constantly: function repetition, function crossing, less value-added tache, low institutional sanction and operation efficiency, and so on. These problems have restricted our rapid development seriously, and push us to carry out a deep-seated innovation imminently.But fortunately, with the booming modern management ideology and modern information technology, ERP is known and acquainted by numerous enterprises as an effective solution step by step. Different from foregone information systems, ERP focuses on supply chain management, and combines lean production, agile manufacturing, as well as synchronous engineering. It offers a unitive management to all resources and information that belong to the enterprise. And such consolidation can eliminate all kinds of information gulfs caused by disperse departments in the enterprise. At the same time, management is extended to outer suppliers and vendors. Thereby, we can get an elaborate and intensive management to hold down the cost effectively, reduce the production period, speed the responsibility for customer demands, and provide better services to customers.But the high implementation failure rate in our country often embarrasses those managers, they are hard to decide whether to implement an ERP or not. This is mainly because there are too many risks更多还原