2781.B關(guān)于電信業(yè)務(wù)的客戶響應(yīng)流程管理 外文參考文獻譯文及原文doc

1、本科畢業(yè)設(shè)計（論文）外文參考文獻譯文及原文 學(xué) 院 經(jīng)濟管理學(xué)院 專 業(yè) 工商管理 年級班別 學(xué) 號 學(xué)生姓名 指導(dǎo)教師 年 月 日目 錄外文文獻譯文.11 erp概念及發(fā)展史.12 我國中小企業(yè)的特點及信息化的建設(shè).3performance appraisals are essential for the effective management and evaluation of staff.3 erp在我國中小型企業(yè)中的應(yīng)用現(xiàn)狀.43.1 erp在我國中小企業(yè)的使用現(xiàn)狀分析.43.2 中小企業(yè)使用erp時所遇到的問題和原因分析.53.3 使用erp中的問題的對策.6外文文獻原文.91 e

2、rp concept and the history of the development.92 sme information and the characteristics of the building.113 erp in china smes of the status.123.1 erp in the use of smes in china analysis.123.2 smes use erp as the problems encountered and analysis of erp system.133.3 use of erp responses.15外文文獻譯文1 e

3、rp概念及發(fā)展史近年來，隨著各大媒體的廣泛報道、各種研討會的大量召開，erp像颶風(fēng)一樣席卷神州大地，各行各業(yè)似乎都覺得自己與erp有關(guān)。那么到底erp是什么東西呢？讓我們來具體了解一下究竟什么是erp。erp是一個由 gartner group 開發(fā)的概念，描述下一代制造商業(yè)系統(tǒng)和制造資源計劃（mrp ii）軟件。是當(dāng)今國際上先進的企業(yè)管理模式。其主要宗旨是對企業(yè)所有的人、財、物、信息、時間和空間等綜合資源進行綜合平衡和優(yōu)化管理，面向全球市場，協(xié)調(diào)企業(yè)各管理部門，圍繞市場導(dǎo)向開展業(yè)務(wù)活動，使得企業(yè)在激烈的市場競爭中全方位地發(fā)揮足夠的能力，從而取得最好的經(jīng)濟效益。對于企業(yè)來說，要理解企業(yè)資源計劃

4、（erp），首先要明確什么是企業(yè)資源。簡單地說，企業(yè)資源也就是所謂的三大流：物流、資金流和信息流。據(jù)此我們可以認為，erp就是一個有效地組織、計劃和實施企業(yè)的人、財、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、實時性和統(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)上擴展了管理范圍，給出了新的結(jié)構(gòu)。它的基本思想是將企業(yè)的業(yè)務(wù)流程看作是一個緊密連接的供應(yīng)鏈，將企業(yè)內(nèi)部劃分成幾個相互協(xié)同作業(yè)的支持子系統(tǒng)，如財務(wù)、市場營銷、生產(chǎn)制造、質(zhì)量控制、服務(wù)維護、工程技術(shù)等。隨著20世紀(jì)60年代經(jīng)濟增長的減緩和市場競爭的加劇，為庫存而生產(chǎn)的生產(chǎn)方式使得企業(yè)背上了沉重的積壓

5、包袱，而那些根據(jù)訂單而生產(chǎn)、迅速適應(yīng)市場變化的企業(yè)取得了優(yōu)勢。到了80年代，企業(yè)開始通過對整個內(nèi)部供應(yīng)鏈的監(jiān)控和計劃來指導(dǎo)生產(chǎn)，以面向市場為管理中心，同時隨時了解和控制產(chǎn)品的最終成本，此時mrpii(制造資源計劃)的概念以及相應(yīng)的軟件應(yīng)運而生。面向市場的供應(yīng)鏈的管理被提到了重要的位置。進入20世紀(jì)90年代，世界經(jīng)濟格局發(fā)生了幾個顯著的變化。企業(yè)為了適應(yīng)市場需求的變化，過去單一的生產(chǎn)模式變成了混合型的生產(chǎn)模式，mrpii在應(yīng)對這些復(fù)雜和多變的混合生產(chǎn)時，已經(jīng)無法準(zhǔn)確地適應(yīng)企業(yè)的管理需要了。并且，由于mrpii是對計劃的及時滾動來控制整個生產(chǎn)過程，相比起更加快捷的互聯(lián)網(wǎng)來說顯得及時性較差，只能實現(xiàn)

6、事后控制。同時，企業(yè)越來越強調(diào)利潤控制的作用，因此簡單的財務(wù)數(shù)據(jù)和生產(chǎn)數(shù)據(jù)的集成，已經(jīng)無法滿足管理控制的要求。為了企業(yè)內(nèi)部與外部的更加廣泛的管理范圍以及更加靈活的生產(chǎn)方式的要求和實現(xiàn)企業(yè)價值的控制，1990年前后，erp逐漸取代了mrpii，成為主流的企業(yè)管理軟件系統(tǒng)。少的手段。2 我國中小企業(yè)的特點及信息化的建設(shè) 中國加入wto后，給我國八百多萬中小企業(yè)創(chuàng)造了劃時代的發(fā)展機遇，但也帶來了最為嚴(yán)峻的挑戰(zhàn)，全球經(jīng)濟一體化，激烈的市場競爭、內(nèi)外環(huán)境的壓力等等，都將迫使中小企業(yè)不得不加速自身改造，提高其核心競爭力。而利用it，加強企業(yè)內(nèi)部信息化建設(shè)便成為當(dāng)今中小企業(yè)提升競爭力，實現(xiàn)預(yù)期經(jīng)濟效益的重要

7、方法?？梢哉f只要誰在當(dāng)今的企業(yè)信息化建設(shè)中占了先機，誰就在企業(yè)的整個商業(yè)競爭中力拔了頭籌！ 然而，中小型企業(yè)管理信息化步伐卻和中小型企業(yè)的在經(jīng)濟生活中承擔(dān)的重要作用不相匹配，目前仍處在起步階段。一家權(quán)威市場研究機構(gòu)對我國中小型企業(yè)管理信息化水平進行的專項調(diào)研表明：中小型企業(yè)信息化建設(shè)水平普遍較低，it觀念淡漠，缺乏it基礎(chǔ)知識，it人才匱乏等問題。數(shù)據(jù)顯示，我國有大約30的中小型企業(yè)用戶還沒有意識到信息化對企業(yè)經(jīng)營的幫助，80以上的中小型企業(yè)缺乏專業(yè)的it人員。3 erp在我國中小型企業(yè)中的應(yīng)用現(xiàn)狀3.1 erp在我國中小企業(yè)的使用現(xiàn)狀分析雖然erp進入我國已經(jīng)長達20多年，但是對于我國眾多的

8、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”。很少有中小企業(yè)去主動接觸和使用erp。，當(dāng)目前為止我國眾多中小型企業(yè)中實施erp的只有3.8%左右，遠遠低于發(fā)達國家及一些發(fā)展中國家的水平。然而，隨著市場競爭加劇，中小型企業(yè)同樣面臨如何利用資訊科技、加強管理、提高效率的問題，erp的使用是大勢所趨。首先，從影響中小型企業(yè)發(fā)展的因素來看，除了諸如社會環(huán)境、創(chuàng)業(yè)經(jīng)驗、籌資融資的艱難等因素外，核心的因素依然是管理。中小型企業(yè)由于結(jié)構(gòu)簡單、人員少、溝通方便，管理體制與大型企業(yè)相比不夠規(guī)范。不少中小型企業(yè)，往往以人情管理代替制度管理，管理水平低下，經(jīng)營效果差。管

9、理信息化的過程正是規(guī)范管理的過程；同時，中小型企業(yè)同樣需要面對銷售和市場、制造生產(chǎn)、財務(wù)會計、人事和組織等管理問題，他們同樣需要采用先進的信息技術(shù)在實現(xiàn)各種管理功能現(xiàn)代化的同時，將組織的管理職能有機地結(jié)合，從而形成一體化的企業(yè)管理信息系統(tǒng)。既然是系統(tǒng)，那就不僅僅只是針對某一方面管理信息化，而應(yīng)該是全面管理信息化，這個系統(tǒng)應(yīng)該是一個集成的系統(tǒng)，包含各方面的信息管理。只有這樣，才有助于企業(yè)數(shù)據(jù)統(tǒng)一、信息準(zhǔn)確暢通、并進一步為企業(yè)發(fā)展提供商業(yè)智能和決策支持能力，從而提高企業(yè)的管理水平和盈利能力。所以，企業(yè)不論大小，實現(xiàn)erp的全面信息化管理是必走之路。 其次，中小型企業(yè)與大型企業(yè)同樣需要信息共享。從市

10、場大環(huán)境來看，現(xiàn)在的競爭已經(jīng)不是單獨的企業(yè)間的競爭，而是一條產(chǎn)業(yè)鏈和另一條產(chǎn)業(yè)鏈的競爭。中小型企業(yè)作為產(chǎn)業(yè)鏈中的環(huán)節(jié)，其規(guī)模小，信息來源少，更需要及時溝通產(chǎn)業(yè)鏈上下游信息，借助erp系統(tǒng)這一高速渠道來增多信息來源，改善信息閉塞的現(xiàn)狀，給中小型企業(yè)帶來生機，維護產(chǎn)業(yè)鏈的長遠發(fā)展；在中小型企業(yè)內(nèi)部，由于各部門信息不完備，企業(yè)內(nèi)部信息交流不暢，極容易導(dǎo)致企業(yè)目標(biāo)不明確、計劃不周密、經(jīng)營活動盲目、市場方向被誤導(dǎo)、資源浪費等弊端。因此，迫切需要erp系統(tǒng)對企業(yè)內(nèi)部信息整合共享。在已經(jīng)實施erp的企業(yè)中，我們按照實施階段，將它們劃分為三類：第i階段的企業(yè)，是指進行了系統(tǒng)總體規(guī)劃，計劃的編制已開始由手工完成

11、向計算機輔助完成轉(zhuǎn)變，對基礎(chǔ)數(shù)據(jù)進行整理，開展了前期工作的企業(yè)；第ii階段的企業(yè)，指在第i階段基礎(chǔ)上，已經(jīng)應(yīng)用了系統(tǒng)的部分模塊進行了庫存管理、采購管理、訂單管理、材料用量管理等，基本上形成時段式mrp的企業(yè)；第iii階段的企業(yè)，指向能力需求計劃擴展，把車間作業(yè)計劃、銷售、財務(wù)導(dǎo)入系統(tǒng)，基本上形成閉環(huán)mrp，或者已經(jīng)形成erp的企業(yè)。3.2 中小企業(yè)使用erp時所遇到的問題和原因分析3.2.1 企業(yè)沒有真正了解erp系統(tǒng)雖然媒體上大量宣傳erp系統(tǒng)，說它是提高企業(yè)管理水平增強企業(yè)競爭力的利器等等，事實上真正大力宣揚erp的還是大量的erp軟件供應(yīng)商，這就造成大家一種錯覺，以為erp只是一種簡單的

12、計算機系統(tǒng)，企業(yè)在上erp系統(tǒng)時過分夸大的計算機管理人員的作用，那就產(chǎn)生一方面計算機人員感到力不從心，另一方面其它管理人員投入不夠，最終導(dǎo)致整個系統(tǒng)的失敗。其實，erp系統(tǒng)是一套現(xiàn)代化的企業(yè)管理思想和理念，它強調(diào)的是人、財、物、供、產(chǎn)、銷全面結(jié)合、全面受控、實時反饋、動態(tài)協(xié)調(diào)、以銷定產(chǎn)、以產(chǎn)求供，效益最佳、成本最低，流程式管理、扁平化結(jié)構(gòu)，是企業(yè)物流、資金流、信息流到目前最新的知識流相結(jié)合的全面的企業(yè)管理工具，它的運轉(zhuǎn)需要整個企業(yè)全面投入配合，而計算機管理人員只是其中一員，企業(yè)不會賦予他們?nèi)绱司薮蟮呢?zé)任，他們本身也不具備這樣的能力。3.2.2 企業(yè)上erp系統(tǒng)時過分求大求全erp系統(tǒng)包括mrp

13、運算、mrpii模擬、jit準(zhǔn)時管理、供應(yīng)鏈計劃、約束分析、現(xiàn)金流預(yù)測、abc成本、需求追溯、銷售定單、客戶管理、供應(yīng)商管理、采購定單、生產(chǎn)命令、實時成本分析、看板管理、自動排程、自動憑證等基本模塊外，還有質(zhì)量管理、tqm全員質(zhì)量管理、實驗室管理、edi電子數(shù)據(jù)交換、項目管理、c/s計算機技術(shù)、項目管理、運輸管理、設(shè)備管理、多貨幣多語言多稅種等許多模塊，還有根據(jù)需要不斷加入的一些獨立模塊，如知識管理、btob在線交易、員工自助服務(wù)等。如此多的模塊每個都有它獨到的功能，一些企業(yè)喜歡求大求全，剛上erp系統(tǒng)最好什么都裝希望一步到位，這樣不僅造成資金的浪費，最主要的是模塊一多勢必產(chǎn)生大量的問題，其中

14、包括前期培訓(xùn)、基本數(shù)據(jù)及軟件本身等，嚴(yán)重挫傷企業(yè)使用erp系統(tǒng)的信心，導(dǎo)致上線失敗。其實企業(yè)在上erp時一定要分析企業(yè)的需求制定可行目標(biāo)及上線標(biāo)準(zhǔn)，分步走，逐步加入模塊完善企業(yè)erp系統(tǒng)。3.2.3 企業(yè)資金問題erp系統(tǒng)不僅在前期需要投入大量的資金，而且在運行過程中會需要大量的資金維護維持，有些企業(yè)在上線時投入了一大筆資金后希望一勞永逸，而以后發(fā)現(xiàn)系統(tǒng)需要大量的資金維護是或是企業(yè)更換了高層領(lǐng)導(dǎo)，或是碰上經(jīng)濟不景氣時，會對這筆資金支出產(chǎn)生動搖。 3.2.4 軟件供應(yīng)商本身的問題雖然目前我國中小型企業(yè)中使用的erp軟件，大多數(shù)都是外國老牌的erp，但是在其系統(tǒng)中仍不免有不少的小bug，而就我所知

15、國內(nèi)軟件供應(yīng)商及國外軟件國內(nèi)公司在前期培訓(xùn)、二次開發(fā)及售后服務(wù)遠不及國外，特別是一些國內(nèi)本地erp軟件開發(fā)及供應(yīng)商存在大量的問題，所以企業(yè)在選擇erp軟件時一定要慎重，注重對軟件供應(yīng)商提供的前期培訓(xùn)、二次開發(fā)及售后服務(wù)的要求，避免在開始時就跌倒。 3.3 使用erp中的問題的對策3.3.1 對于是否要上馬erp要進行詳細的考察分析 由于社會上對erp的不斷炒作，許多中小型企業(yè)似乎找到了新的救命稻草，企業(yè)的領(lǐng)導(dǎo)階層對erp的具體作用認識不夠，認為只要實施了erp系統(tǒng)，一切問題都會迎刃而解，沒有考慮erp在自己的企業(yè)中是否應(yīng)用，也沒有erp的實施過程是一個改進管理的漸進的過程，以至于期望過高，急于

16、求成。 其實每個行業(yè)都有自己迫切需要解決的問題，比如，在制造業(yè)，有的企業(yè)主要問題是產(chǎn)品老化，沒有市場，那就需要在產(chǎn)品研發(fā)和產(chǎn)品結(jié)構(gòu)上下功夫；有的企業(yè)設(shè)備陳舊，工藝落后，生產(chǎn)不出高質(zhì)量有競爭力的產(chǎn)品，那就需要進行技術(shù)改造，更新設(shè)備。這類問題，都不是上erp系統(tǒng)能夠解決的。有些影響競爭力的問題，甚至都不是需要靠信息技術(shù)來解決的，例如體制和機制問題、經(jīng)營策略問題、人員素質(zhì)問題，都同上不上erp沒有直接關(guān)系。通過實施erp，有的問題可以解決，有的問題是不能或者在目前的情況下不能解決的。因此中小型企業(yè)實施erp既需要有堅定的意念，同時要選擇適合的目標(biāo)，樹立持久的決心。并嚴(yán)格地遵照項目管理的原則辦事，進行

17、摸底、分析、決策，才有可能避免實施erp系統(tǒng)的盲目性。而盲目性是erp系統(tǒng)失敗最大的潛在風(fēng)險。3.3.2 要明確實施erp的步驟中小型企業(yè)要想成功實施erp并不是一下子就能夠?qū)崿F(xiàn)的，否則會導(dǎo)致消化不良。首先應(yīng)該選擇一個適合自己企業(yè)的erp產(chǎn)品，具體要求就是所選的erp系統(tǒng)要功能全面、技術(shù)先進、應(yīng)用成熟、全面協(xié)同，確保建立堅固的、可靠的運行框架。其次在實施erp時應(yīng)該按照：企業(yè)最重要的業(yè)務(wù)關(guān)鍵點，要做到盡快實施，盡快見效。同時erp軟件還要能夠滿足中小型企業(yè)的各個部門的需要。雖然大型企業(yè)也需要分步化實施，但是中小型企業(yè)對這項需求尤為迫切。中小型企業(yè)erp實施中既要追求最大投資回報率，又要有預(yù)見性

18、，為企業(yè)未來的發(fā)展留有余地，不能追求短期利益。有些企業(yè)為了省錢或者暫時的需要，很難正確地從整體上布局，短時間見效很快，但給企業(yè)今后的管理集成和資源整合造成困擾，輕者給使用帶來不便，重者必須進行大量的基礎(chǔ)管理修補，不但浪費時間與金錢，還將使erp的成果大打折扣。因此，中小型企業(yè)在實施erp時要處理好整體架構(gòu)與可擴展性、效益最大化與時效性、投資回報與風(fēng)險的矛盾。3.3.3 對于業(yè)務(wù)重組一定要謹慎小心業(yè)務(wù)流程重組（bpr）被認為是繼全面質(zhì)量管理運動后的第二次工商管理革命，這次管理革命的關(guān)鍵技術(shù)是重新融合被分離得支離破碎的企業(yè)流程。一個實施erp的企業(yè)勢必要重組它的業(yè)務(wù)過程，從而與符合erp思想和最佳

19、實踐的業(yè)務(wù)過程一致。 應(yīng)該注意的是，中小型企業(yè)的長處是業(yè)務(wù)過程相對簡單、反應(yīng)速度快，所以沒有理由因為實施了erp系統(tǒng)而影響到它的優(yōu)勢。很多中小型企業(yè)進行了bpr、用了erp系統(tǒng)之后業(yè)務(wù)過程變得復(fù)雜了，速度變慢了，這是錯誤的。進行bpr要因企業(yè)的情況而異，不是每個企業(yè)都一個做法。重組后的業(yè)務(wù)過程應(yīng)當(dāng)更簡潔、反應(yīng)更快，否則為什么要進行brp呢？這樣就與實施erp的初衷相背了。所以在進行業(yè)務(wù)重組的時候一定要小心謹慎！3.3.4 進行有效的項目管理erp系統(tǒng)的實施必然涉及到人們傳統(tǒng)觀念的轉(zhuǎn)變、機制的轉(zhuǎn)換、管理方法的改變、業(yè)務(wù)流程的重組、組織結(jié)構(gòu)的調(diào)整、責(zé)權(quán)利的再分配、規(guī)章制度的建立健全、項目的可行性研

20、究、項目的實施方法、軟件的功能、軟件和實施服務(wù)商的服務(wù)水平等一系列實際問題。從而使整個項目實施應(yīng)用具有涉及面廣、難度大、周期長、系統(tǒng)復(fù)雜等特點。中小型企業(yè)在erp實施過程中，由于企業(yè)本身人員的技術(shù)水平和項目管理經(jīng)驗缺乏，常常造成工程投資突破預(yù)算，工期超過預(yù)定時間，工程質(zhì)量差，難以建立必要、有效的溝通機制、項目管理混亂等問題的出現(xiàn)。而最關(guān)鍵的問題是缺乏一個現(xiàn)實的實施計劃和控制措施。如果計劃完成的時間很短、不現(xiàn)實，在壓力下實施小組匆忙行事，結(jié)果是軟件安裝完成了，其它都不到位。反之，如果實施周期拖得太長，人們會對實施erp失去信心，使得士氣低落、阻力加大。因此，在erp項目規(guī)劃、實施中選擇一個合適的

21、項目負責(zé)人并引入工程監(jiān)理，進行有效的項目管理變得十分重要。neilafter y2k, eyes will been extending the enterprise. pc week.2005neilafter y2k, eyes will been extending the enterprise. pc week.2005外文文獻原文1 erp concept and the history of the developmentin recent years, with the major media widely reported that a large number of semi

22、nars held erp as a hurricane swept across china, businesses seem to have the feeling that they are relevant and erp. so in the end what is erp? let us know what specific, what is erp. erp is a development by the gartner group concept, description next generation manufacturing business systems and ma

23、nufacturing resource planning (mrp ii) software. is the international advanced management mode. its main purpose is to enterprises of all human, financial, material, information, time and space, integrated resource for overall balance and optimizes the management, geared to the global market, and co

24、ordinating the management department, focus on market-oriented business activities, making enterprises in the fierce market competition in all directions to have sufficient capacity, achieve the best economic benefits. for enterprises, the need to understand the enterprise resource planning (erp), i

25、t is first necessary to clarify what enterprise resource. in simple terms, corporate resources is the so-called three main streams: the flow of materials, funds and information flow. accordingly we believe that erp is an effective organization, planning and implementation of an enterprise of the peo

26、ple and money, objects management system, which relies on it skills and means to ensure that its message of integration, and integration of real-time. erp was initially based on internal supply chain management thinking, mrpii is based on the expansion of the scope of management, is a new structure.

27、 it is the basic idea of the business processes as a closely linked to the supply chain; enterprises will be divided into several mutual collaboration support subsystems, such as finance, marketing, manufacturing, quality control, service maintenance, engineering technology. with 20 1960 economic gr

28、owth slowed and the market competition intensifies, inventory and production to the production method allows enterprises to shoulder a heavy burden of the backlog, and under those orders and production, adapt quickly to changes in the market enterprises an advantage. in the 1980s, enterprises starte

29、d by the entire supply chain internal controls and plans to guide production, to a market-oriented management of the center, while time understanding and control of the final product cost, at this point mrpii (manufacturing resource planning) and the concept of the software came into being. market-o

30、riented supply chain management are referred to the important position. into the 90s of the 20th century, the worlds economic structure has undergone several significant changes. enterprises in order to adapt to the changing market demands, a single mode of production has become a mixed-mode of prod

31、uction. mrpii in dealing with these complex and volatile mix of production has been unable to accurately meet the enterprise management needs. and, because of mrpii timely rolling plan to control the entire production process, compared to the more efficient the internet is a timely example was poor,

32、 only achieving control later. meanwhile, corporate profits increased emphasis on the role of control, simple financial data and production data integration has been unable to meet the requirements of management control. to internal and external wider scope of management and more flexible modes of p

33、roduction demands and realize the value of enterprises control, before and after 1990, to gradually replace the erp mrpii. become the mainstream of enterprise management software systems. less means. 2 sme information and the characteristics of the buildingchinas accession to the wto, chinas more th

34、an eight million smes to create a landmark opportunity for development, but also brought the most serious challenge of global economic integration, fierce competition in the market, the pressure on the internal and external environment, and so on. smes will be forced to speed up its own transformati

35、on, to improve their core competitiveness. and the use of it to enhance internal information technology will become the smes to improve competitiveness, the achievement of the expected economic benefits of the important ways. who can say that as long as the enterprises in todays information-based co

36、nstruction accounted for the initiative, enterprise will come in the whole business competition of the researchers brandy! however, small and medium enterprise management information pace and the small and medium enterprises in economic life commitment to the important role not match, currently stil

37、l in the infancy stage. an authoritative market research on chinas small and medium enterprise management information for the level of the special investigation showed : sme informatization construction generally low level of it concepts independently, based on the lack of it knowledge, it personnel

38、 are limited. data show that china has about 30% of small and medium business users still do not realize that information on business assistance, more than 80% of smes lack of professional it staff. 3 erp in china smes of the status3.1 erp in the use of smes in china analysisalthough china has enter

39、ed erp for more than 20 years, but many of chinas small and medium-sized enterprises, erp only as a synonym for software management, synthesizer and comprehensive management of large enterprises patent. few smes to take the initiative to contact and the use of erp. when my now many small and medium-

40、sized enterprises to implement erp only 3.8% far lower than that of developed countries and some developing countries. however, as market competition intensifies, smes also face the question of how the use of information technology, strengthen management, improve efficiency, the use of erp is the ge

41、neral trend. first, from the impact of the development of smes factors, besides such as social environment, entrepreneurial experience the difficult financing, and other factors, the core factors still management. smes because of its simple structure, personnel, communication, management structure c

42、ompared with large enterprises is not sufficiently regulated. many small and medium enterprises, often in personal management system to replace management, and poor management, poor operating results. information management is the process of regulating the process; meanwhile, small and medium-sized

43、enterprises need to face the same sales and marketing, production, financial accounting, personnel and organization management, they also require the use of advanced information technology in achieving the modernization of various management functions at the same time, will organize the management f

44、unctions organically integrated, thereby creating an integrated enterprise management information system. since the system is, it is not targeted at any particular aspects of the management of information, and should be comprehensive management information, this system should be an integrated system

45、 that includes all aspects of information management. only by so doing contribute to enterprise data unification and accurate information flow and further development of enterprises to provide business intelligence and decision support capabilities, thereby improving the management level of enterpri

46、ses and profitability. therefore, regardless of size enterprises, erp comprehensive information management is the path we must take. secondly, smes and large enterprises also need information sharing. from the market environment, the present competition is not a separate inter-enterprise competition

47、 but an industrial chain and the other an industrial chain competition. smes as an industry link in the chain, its small size, less source of information, more need for timely communication between the upstream and downstream industrial chain information, with the help of erp systems to the high-spe

48、ed channels to increase sources of information, improve the status of poor information, smes vitality and maintaining industrial chain to the long-term development; in the small and medium enterprise, due to various departments with incomplete information, internal information exchange sluggish, ver

49、y easily lead to business goals is not clear, it does not careful, blindly business activities, the direction of the market being misled, the waste of resources, and other ills. therefore, there is an urgent need for erp integration of the enterprises internal information sharing. erp has been imple

50、mented in the enterprise, in accordance with the implementation phase, they will be divided into three categories : phase i of the enterprise, refers to the overall system planning, the preparation has begun to be completed by the computer-aided manual complete change, based on data collated launche

51、d preparatory work for the enterprise; phase ii of the enterprise that the first stage, based on application has been part of the system module of inventory management, procurement management, order management, materials management and other content, basically formed mrp-time enterprises; stage iii

52、of the enterprise, point plan to expand capacity needs, put job shop, sales, finance delivery system, and basically formed the closed-loop mrp or erp has been formed enterprises. 3.2 smes use erp as the problems encountered and analysis of erp system 3.2.1 enterprises do not really understand the er

53、p system while a large number of media publicity erp system, it is to raise the level of corporate governance to enhance the competitiveness of enterprises as a weapon and so on. in fact the real advocates of erp or large erp software vendors, which caused you a wrong impression erp is thought that

54、a simple computer system, enterprises in the erp system exaggerated the computer management role while the computer would have felt sadder, on the other hand other management staff input not enough, eventually led to the failure of the entire system. in fact, the erp system is a set of modern busine

55、ss management ideas and philosophy, which emphasizes the human, financial, material, supply, production, pin fully integrated, comprehensive controlled, real-time feedback, dynamic coordination to sell reversed in demand for products, the effectiveness of the best, lowest cost, process management, a

56、 flat structure, enterprise logistics, and capital flow, information flowed from the present up-to-date knowledge of the flow of combining comprehensive enterprise management tools, it needs of the entire enterprise operating fully with, and the computer management is only one. enterprises will not be giving them such a tremendous responsibility, they do not have the ability. 3.2.2 enterprises on erp systems too big and ambitious erp systems including mrp calculation, simulation mrpii, jit on time management, supply chain p