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Why not go to ERP to die, but go to ERP to die?

I have been engaged in the development and implementation of ERP for more than ten years, and share my feelings and opinions, hoping to help friends who are preparing ERP systems.

The full name of ERP is enterprise resource planning, which literally translates as enterprise resource planning. The core function is to digitize the available resources (funds, inventory, time, credit, etc.) of the enterprise. ) and store them in the database. After analysis and summary, the management can have the most comprehensive and in-depth understanding of the resources owned by the enterprise, make reasonable scheduling, and create the greatest value for the enterprise.

Don't go to ERP to die, because if a competitor goes to ERP and uses it well, it will enhance its competitive strength in many ways.

I went to ERP to die because there were many cases of EPR failure. Therefore, we should find out the reasons leading to the failure of implementation, and learn lessons to avoid repeating the same mistakes, so as to ensure the effectiveness of our ERP implementation.

I think there are three main reasons for failure:

First, the widespread resistance of employees.

The core of ERP is data. Only by timely and accurately collecting enterprise operation data can the system play a powerful role. Otherwise, ERP may become a useless burden and even mislead decision-making.

This is similar to the operation principle of big data now, and we should learn from it. A new application software makes it easier and more convenient for us to do things. More and more people use it, and it becomes big data. How many people will always resist applications that greatly change our lifestyle?

Think back to the way ERP system obtains data from employees-simple and rude. If you don't record ERP system, you will face criticism, punishment and even dismissal. On the basis of the original work, a boring work record system is added. Resistance arises spontaneously.

This is not inevitable, but because designers stand more in the perspective of management and ignore the feelings of the grassroots. Because the management decides whether to spend money on it and how much. Of course, the final implementation effect can only be paid by the management. Therefore, the reform should start with the manager in charge of ERP system, and guide software companies to design a system that can reduce the burden on grass-roots employees, and guide employees to take the initiative to accept the change of working methods, rather than forcing the implementation of a widely contradicted system.

Second, obliterate the personality of the enterprise.

Every enterprise has its own way of survival and corresponding management methods. The formed ERP system often contains too many shadows of other companies. Applying it is undoubtedly the lowest cost way for software development companies, but it may be the beginning of enterprise disaster.

The ERP system designed on the basis of not fully understanding and respecting the original management mode of the enterprise will certainly be of no benefit to improving the management of the enterprise. Just like the management style of Fortune 500 companies is good, but it is probably not suitable for us. If we copy mechanically, the consequences can be imagined.

It is also a question of design ideas. Enterprises themselves must participate in or even lead the system design. Enterprises can learn from other companies' data management concepts, but they should try their best to keep the original management methods and workflow, especially when they enter the ERP system for the first time.

Third, act in haste and be full of loopholes.

No software is perfect, and loopholes are inevitable. The digitalization of enterprise operation information and the reform of operation management mode are a systematic operation of enterprises. We must arrange the implementation steps reasonably and step by step. A set of related functions can only be launched after comprehensive testing, and the next set can only be launched after a period of successful and stable operation. If we rush, we may close a department or even the whole company because of a small loophole. The loss is not only the enterprise resources, but also the confidence of all employees in ERP system. As the saying goes: "One point of hard work, two points of decline, three points of fatigue."

The enterprise managers in charge of EPR implementation must have a full understanding of this, sharpen their knives without mistaking wood cutters, don't rush to go online as soon as possible, and do a good job of mobilization and training before going online, so that employees can understand the possible problems of the system and the benefits that the system can bring to employees after successful operation. At the same time, we should also make an emergency plan for system shutdown to ensure that everyone's daily work will not fall into the shutdown state and data connection after system repair.

I look forward to more exchanges with like-minded friends. Please send private messages to interested friends.