【作者】 何伟；

【导师】 赵道致；

【作者基本信息】 天津大学 ， 工商管理（MBA）（专业学位）， 2023， 硕士

【摘要】 从德国最早提出的“工业4.0”到我国的“两化融合”,“智能制造2025”,信息技术在企业经营管理过程中变得愈加关键和重要,而ERP更是企业进行信息化建设的重要里程碑。对于大型有色金属制造业企业来说,ERP对提高企业综合运营能力起着至关重要的作用,同时,ERP有利于企业消除信息孤岛,是企业实现资源整合,实施集中管控的必要条件,并在企业可持续发展的进程中发挥着至关重要的作用。然而,在ERP的实施过程中存在诸多风险,任何风险的失控都会影响项目的实施质量,因此对ERP的实施过程进行风险管理是保障项目顺利落地的关键。LZ集团公司是传统有色金属制造企业,公司一直以来坚持以生产为核心,对信息化重视程度不够,导致信息化建设水平较低。近些年,随着公司不断发展壮大,原有信息化水平不能有效支撑公司业务发展的需要,因此公司投资建设ERP项目。本文以LZ集团公司的ERP实施项目为研究案例,从实施项目的风险识别、风险评估以及风险应对三个层面,展开ERP实施项目风险管理的研究,以减少或规避该项目实施的风险。首先,在实施项目的风险识别阶段,运用头脑风暴法分析风险来源,识别出影响ERP实施项目的主要风险因素;在风险评估阶段,通过运用德尔菲法和AHP层次分析法并构造风险判断矩阵,对风险的影响进行定性和定量分析,得出风险等级;最后,分别对高、中、低等风险制定应对措施,重点采用关键路径法和鱼骨图法对影响项目权重较大项目进度风险和用户体验风险进行了分析应对,最终使项目工期缩短60天,用户体验良好,项目顺利落地。通过本次研究,一方面解决了LZ集团公司ERP项目风险管理的问题,保障了项目顺利落地;另一方面为LZ集团公司下属其他企业实施ERP项目提供了风险管理的经验;同时,本文通过对ERP项目建设的风险管理研究,为同行业提供案例参考。更多还原

【Abstract】 From the earliest proposal of"Industry 4.0"in Germany to China’s"Integration of industrialization"and"Intelligent Manufacturing 2025",IT has become increasingly crucial and important in the process of enterprise management,and ERP is an important milestone for enterprise information construction.For large nonferrous metal manufacturing enterprises,ERP plays a vital role in improving the comprehensive operation capability of enterprises.At the same time,ERP is conducive to eliminating information silo,is a necessary condition for enterprises to achieve resource integration and implement centralized management and control,and plays a vital role in the process of sustainable development of enterprises.However,there are many risks in the implementation process of ERP,and any uncontrolled risk will affect the quality of project implementation.Therefore,risk management in the implementation process of ERP is the key to ensuring the smooth implementation of the project.LZ Group Company is a traditional non-ferrous metal manufacturing enterprise.The company has always adhered to production as the core,and has not attached enough importance to IT,resulting in a low level of IT construction.In recent years,with the continuous development and growth of the company,the existing level of information technology cannot effectively support the needs of the company’s business development.Therefore,the company has invested in the construction of ERP projects.This thesis takes the ERP project construction of LZ Group Company as the research case,and launches the research on project risk management of ERP implementation from three aspects of risk identification,risk assessment and risk response of the implementation project,in order to reduce or avoid the risk of the project implementation.Firstly,during the risk identification phase of the implementation project,the Brain storming method is used to analyze the sources of risks and identify the main risk factors that affect the ERP implementation project;In the stage of risk assessment,through the use of Delphi method and AHP analytic hierarchy process and the construction of risk judgment matrix,the impact of risk is analyzed qualitatively and quantitatively,and the risk level is obtained;Finally,response measures were developed for high,medium,and low risks,with a focus on using the CPM method and Fishbone Diagram method to analyze and respond to project schedule risks and user experience risks that have a significant impact on project weight.Ultimately,the project duration was shortened by 60 days,with a good user experience and a smooth implementation of the project.Through this research,firstly,the problem of ERP project risk management of LZ Group Company has been solved;Secondly,it provides risk management experience for other enterprises under LZ Group Company to implement ERP projects;Lastly,this research provides case references for the same industry by studying the risk management of ERP project construction.更多还原