【作者】 王静；

【导师】 周力；

【作者基本信息】 南京农业大学 ， 工商管理硕士（专业学位）， 2020， 硕士

【摘要】 近年来,海关监管模式变革和全球贸易摩擦升级,引发外贸企业之间的竞争加剧,因此,外贸企业经营管理水平亟待提升。在这样的背景下,J外贸公司认识到自身传统的业务运作模式已无法适应当前互联网时代的发展需求,于是引入ERP(企业资源计划)项目,向信息化管理方向转型。如何高效实施ERP项目,达到提升管理效率和决策水平的目标,成为J公司当下亟待解决的问题。本文首先介绍J公司ERP实施背景、项目过程和应用现状,通过运营、财务指标数据说明该项目上线后已取得初步成效,实现了对物流、资金和单据的集成管理。为进一步评估ERP项目实施效果,针对J公司内部不同层级员工进行问卷调研和访谈交流,并结合J公司关键经营数据和具体业务案例进行深入分析,发现该公司仍存在信用风险管控不足、业务执行效率低、管理决策水平不佳以及系统运维响应速度慢的问题。产生这些问题的主要原因在于:ERP实施中业务流程规划不合理、智能体系开发不足、公共数据变动频繁、经营管理模式落后,以及缺乏完善的运维体系。据此,本文根据相关理论和方法,从业务流程优化、信息系统功能和配套管理措施几方面出发,提出对J公司ERP项目实施的优化策略。改进过后的ERP实施策略预期可助推J公司形成敏捷化业务操作机制,提升管理决策水平,为企业未来发展提供有力的信息化支撑。最后,从管理机制、员工培训、绩效考核和企业文化角度提出上述优化策略的实施保障措施。总之,完成ERP系统上线并非J公司实施该项目的终点,企业需通过不断地改进完善和采取配套保障措施才能充分发挥出ERP管理效用。希望本文能够为J公司ERP项目的持续改进提供参考,同时为行业内流通型外贸企业提供信息化建设的实践经验借鉴,以此增强外贸企业实施ERP项目的信心。更多还原

【Abstract】 In recent years,the transformation in customs regulatory modes and the escalation of global trade frictions have intensified competition among foreign trade enterprises.Thus,it is urgently required to improve the management level of these enterprises.In this context,foreign trade company J realizes that the traditional business operation mode can no longer accommodate the development needs of the current Internet era.As a result,company J introduces the enterprise resource planning(ERP)project and transforms into the direction of information management.How to efficiently implement ERP project to improve management efficiency and decision-making level has become an urgent task for company J.This paper first introduces the implementation background,project process and current application status of company J’s ERP project.The operational and financial indicator data illustrate that the present ERP implementation has gained preliminary results.Integrated management of logistics,capital,and documents has been realized.Subsequently,the questionnaire survey and interviews for employees at different levels are utilized to further evaluate the implementation effect.Meanwhile,combined with a thorough analysis of company J’s key operating data and specific business cases,it is found that this company still has problems with insufficient credit risk control,low business execution efficiency,poor management decision-making level,and low response speed of system operation and maintenance.The main reasons for these problems are the unreasonable business process planning in the implementation of ERP,the backward business management idea,the inadequate intelligent system development,the frequent changes of public data,and the unestablished operation and maintenance system.In view of the above,this paper suggests an improvement strategy for company J’s ERP implementation through several aspects of business process improvement,system function enhancement,and supporting management measures on the basis of relevant theories and methods.The improved ERP strategy is expected to assist company J in forming an agile business operation mechanism,raising the management decision-making level,and providing high-quality information guarantee for company J’s continuous development.Also,the implementation guarantee of the improvement strategy is proposed from the perspective of the management mechanism,employee training,performance appraisal,and corporate culture.In conclusion,the accomplishment of the ERP system online is not the destination of the implementation of this project for company J.The company needs to constantly improve and adopt implementation safeguards to give full play to the ERP management effectiveness.It is hoped that this paper can provide a reference for improving company J’s ERP implementation.Meanwhile,this paper is expected to offer practical experience of information construction to similar circulation foreign trade enterprises within the industry,so as to enhance their confidence in ERP implementation.更多还原