【導(dǎo)讀】外文文獻(xiàn)譯文…………………1ERP概念及發(fā)展史………2我國中小企業(yè)的特點(diǎn)及信息化的建設(shè)………3ERP在我國中小型企業(yè)中的應(yīng)用現(xiàn)狀…………………中小企業(yè)使用ERP時(shí)所遇到的問題和原因分析……………據(jù)此我們可以認(rèn)為，ERP就是一個(gè)有效地組織、計(jì)劃和實(shí)施企業(yè)的"人"、"財(cái)"、"物"管理的系統(tǒng)，它依靠IT技術(shù)和手段以保證其信息的集成性、實(shí)時(shí)性和統(tǒng)一性。 ERP最初是一種基于企業(yè)內(nèi)部"供應(yīng)鏈"的管理思想，是在MRPII的基礎(chǔ)上擴(kuò)展了管理范圍，給出了新的結(jié)構(gòu)。并且，由于MRPII是對(duì)計(jì)劃的及時(shí)滾動(dòng)來控制整個(gè)生產(chǎn)過程，相比起更加快捷的互聯(lián)網(wǎng)來說顯得及時(shí)性較差，只能實(shí)現(xiàn)事后控制。雖然ERP進(jìn)入我國已經(jīng)長達(dá)20多年，但是對(duì)于我國眾多的中小型企業(yè)來說，“ERP”只是作為軟件管理的代名詞，是集大成和全面管理的大型企業(yè)的“專利”。然而，隨著市場(chǎng)競爭加劇，中小型企業(yè)同樣面臨如何利用資訊科技、加強(qiáng)管理、提高效率的問題，ERP的使用是大勢(shì)所趨。

　　

【正文】 ology, highquality production is not petitive products, it needs technology, renew equipment. Such issues are not on the ERP system can be resolved. Some effects of petition, is not even need to rely on IT to resolve, such as the structure and mechanism, business strategy, the quality of personnel problems have not ibid. ERP is no direct relationship. Through the implementation of ERP, and some problems can be solved, and some problems are not present or in the case of unresolved. SMEs ERP implementation requires both a firm ideas, and to select the appropriate targets, establish a lasting mitment. And strict pliance with the principles of project management work, thoroughly and analysis, decisionmaking, would it be possible to avoid the implementation of the ERP system blindness. And blindness ERP system is the biggest failure of the potential risks. To clarify the steps to implement ERP SMEs in order to successfully implement ERP is not a task to achieve, and it will lead to indigestion. First we should choose a suitable enterprise ERP products, is the specific requirements of the selected ERP system to function fully, advanced technology, applications mature, prehensive coordination, ensure the establishment of a solid, reliable framework for the operation. Second, in ERP implementation should be in accordance with : the most important enterprises in the business critical point, in order to be implemented as soon as possible, as soon as possible effect. ERP software will also be able to meet all the small and medium enterprises sector needs. While large enterprises are also required the implementation of the stepbystep, but SMEs to this demand is particularly urgent. SME ERP implementation, we must pursue the greatest rate of return on investment, as well as predictability, for the future development of enterprises room to pursue shortterm interests. Some enterprises in order to save money or temporary needs, it is very difficult to correct from the overall layout, short relief soon, But as to the future management of enterprise integration and integration of resources, making it difficult to use mild inconvenience, must reengage in a great deal of infrastructure management patch is not only a waste of time and money, ERP will also enable the oute greatly reduced. Therefore, SMEs in the implementation of ERP when properly handle the overall structure and scalability, maximize efficiency and timeliness. return on investment and risk of contradictions. for restructuring must be careful Business Process Reengineering (BPR) is considered to be following a prehensive quality management movement of the second business management revolution, The management revolution is the key technology reintegration separated in a fragmented business process. ERP implementation of a corporate restructuring it is bound to the business process, ERP and thus meet the ideas and best practices in business process consistent. It should be noted is that the SMEs have the advantage of business process is relatively simple and fast response, So there is no reason why the implementation of the ERP system and the impact of its advantages. Many small and medium enterprises in the BPR with the ERP system in the course of business bees plicated, slow speed, This is wrong. BPR for enterprises due to the situation varies, not every enterprise has a practice. Reorganization of the business process should be more concise, faster reaction, the reason for Baosteel? This ERP implementation and running counter to the original intention. Therefore, in carrying out the restructuring must be careful! for effective project management ERP system implementation will involve people changing traditional concepts, mechanisms of transformation, the change in management, the reorganization of business processes, organizational restructuring and redistribution of responsibilities, powers, the establishment of a sound regulatory framework, project feasibility studies, project implementation methodologies, software functions, software and implementation services to the level of service a series of practical problems. So that the whole project implementation with application involves extensive, difficult and time consuming and plex systems, and other features. SMEs in the process of implementing ERP, the enterprises themselves of the technical skills and project management lack of experience, often result in a breakthrough investment budget exceeds a predetermined period of time, the quality is poor, it is difficult to establish necessary, effective munication mechanisms, such as the chaos in the project management problems. And the crux of the problem is the lack of a realistic implementation plan and control measures. If the program is pleted in a very short time, unrealistic, the group under pressure to act hastily, software installation is pleted. Other not in place. Conversely, if the implementation cycles dragged on for a long time, people will lose confidence in the implementation of ERP, making low morale and increased resistance. Therefore, the ERP project planning, implementation choose a suitable person in charge of projects and the introduction of Project Management, Effective project management bees very important.