【導(dǎo)讀】千萬(wàn)美元得以完成。再回頭看國(guó)內(nèi)，隨著ERP懷疑論的抬頭，價(jià)格戰(zhàn)的興起，ERP. 作為一種軟件供應(yīng)商的產(chǎn)品，卻有走下神壇趨勢(shì)。就連ERP界的首領(lǐng)SAP也推出。了BusinessOne產(chǎn)品，價(jià)格低于十萬(wàn)。不過(guò)，即便ERP軟件能做到免費(fèi)，或如。這對(duì)于國(guó)內(nèi)企業(yè)而言，已是不小的數(shù)目了。但是，還是有不少企業(yè)懷著美麗的夢(mèng)想，踏上ERP實(shí)施的艱辛之旅。而對(duì)于那些最后的幸存者，是否就可以還戟入倉(cāng)，飲酒。事實(shí)上，企業(yè)在成功實(shí)施ERP項(xiàng)目后，將面對(duì)較實(shí)施前更大的風(fēng)險(xiǎn)。的ERP投資中真正獲益。系統(tǒng)地提出了企業(yè)系統(tǒng)，或稱ERP系統(tǒng)給企業(yè)運(yùn)作帶來(lái)積極及消極的引響。最終體現(xiàn)為客戶滿意度的降低。因此，識(shí)別風(fēng)險(xiǎn)、評(píng)估風(fēng)險(xiǎn)并采取措施應(yīng)對(duì)風(fēng)險(xiǎn)。險(xiǎn)應(yīng)對(duì)計(jì)劃編制及風(fēng)險(xiǎn)監(jiān)控。風(fēng)險(xiǎn)識(shí)別，是指識(shí)別并記錄可能對(duì)項(xiàng)目造成不利影響的因素。需要注意的是，并非所有的風(fēng)險(xiǎn)都可以通過(guò)風(fēng)險(xiǎn)識(shí)別來(lái)進(jìn)行管理。取應(yīng)急計(jì)劃進(jìn)行處理。這也是國(guó)外及國(guó)內(nèi)部分ERP供應(yīng)商在實(shí)施服務(wù)中采用按人天提供。服務(wù)并收取費(fèi)用的原因。

　　

【正文】 ts ERP goal and expectation and so on, ERP cannot meet my need in the user productions and expect as far as possible in front of this idea, lets the user know the present stage to the ERP reasonable demand expectation is any. 2. ERP project implementation risk monitoring May take following measure to carry on the monitoring to in the ERP project implementation risk, prevented endangers the project success or failure the risk occurrence. 1) Establishes and the prompt renewal project risk tabulation and risk sorting. The project management personnel should as necessary pay attention to and the essential risk correlation factor change situation, decided promptly when, uses what kind of risk to be supposed to the measure. 2) the risk should to audit: Pays attention to the risk to be supposed as necessary to the measure (circumvention, to reduce the effect which, shift) implements, carries on the appraisal to the remaining risk. 3) establishes the report mechanism, the question which has the project in reflects promptly to project manager or the project management level. 4) convenes the project to do is regularly the human holds the project conference, carries on the appraisal to the risk condition, and discovers the new risk through all quarters facing the project implementation response. 5) renews the correlation database like risk recognition check table, will favor the next similar project the implementation. 6) Introduces the third party consultation, regularly carries on the quality testing to the project, guards against the big risk. The implementation informational, the enterprise needs to face the huge risk, sometimes even has handed over own life and death in the informational. But if does not implement the informational, the enterprise needs to travel together surmounted, then annihilation in globalization tide, this is each enterprise all is not willing to see. All in all, ERP39。s best hope for demonstrating value is as a sort of battering ram for improving the way your pany takes a customer order and processes it into an invoice and revenueotherwise known as the order fulfillment process. That is why ERP is often referred to as backoffice software. It doesn39。t handle the upfront selling process (although most ERP vendors have recently developed CRM software to do this)。 rather, ERP takes a customer order and provides a software road map for automating the different steps along the path to fulfilling it. When a customer service representative enters a customer order into an ERP system, he has all the information necessary to plete the order (the customer39。s credit rating and order history from the finance module, the pany39。s inventory levels from the warehouse module and the shipping dock39。s trucking schedule from the logistics module, for example). People in these different departments all see the same information and can update it. When one department finishes with the order it is automatically routed via the ERP system to the next department. To find out where the order is at any point, you need only log in to the ERP system and track it down. With luck, the order process moves like a bolt of lightning through the organization, and customers get their orders faster and with fewer errors than before. ERP can apply that same magic to the other major business processes, such as employee benefits or financial reporting. That, at least, is the dream of ERP. The reality is much harsher. Let39。s go back to those inboxes for a minute. That process may not have been efficient, but it was simple. Finance did its job, the warehouse did its job, and if anything went wrong outside of the department39。s walls, it was somebody else39。s problem. Not anymore. With ERP, the customer service representatives are no longer just typists entering someone39。s name into a puter and hitting the return key. The ERP screen makes them businesspeople. It flickers with the customer39。s credit rating from the finance department and the product inventory levels from the warehouse. Will the customer pay on time? Will we be able to ship the order on time? These are decisions that customer service representatives have never had to make before, and the answers affect the customer and every other department in the pany. But it39。s not just the customer service representatives who have to wake up. People in the warehouse who used to keep inventory in their heads or on scraps of paper now need to put that information online. If they don39。t, customer service reps will see low inventory levels on their screens and tell customers that their requested item is not in stock. Accountability, responsibility and munication have never been tested like this before. People don39。t like to change, and ERP asks them to change how they do their jobs. That is why the value of ERP is so hard to pin down. The software is less important than the changes panies make in the ways they do business. If you use ERP to improve the ways your people take orders, manufacture goods, ship them and bill for them, you will see value from the software. If you simply install the software without changing the ways people do their jobs, you may not see any value at allindeed, the new software could slow you down by simply replacing the old software that everyone knew with new software that no one does. If our enterprise, the manufacturer can more enlightened, discard that socalled point of honor, shares them facing the risk time experience and the populace, the trust informational failure rate must be much less than absolutely the present.