Analysis of several successful ERP implementation models
1. The concept of self-built team: the printing company establishes its own information department, recruits programmers, and develops its own ERP system.
Representatives of success: Hualian Printing, Shanghai Jielong Advantages: Fully considerate, leisurely, personalized service.
Disadvantages:
First, the user samples collected by the R & D team are few, or even limited to the users themselves, and can not draw on the advanced management experience of other peers.
Second, the scale of the R & D team is relatively small, the R & D experience is insufficient, and the system scalability is often limited. As a result, the R & D ERP is only suitable for the current development stage of the enterprise. There is a slight business expansion in the later stage of the enterprise. Come.
Cost: The highest. If a project is redeveloped, it will take at least 1 year to be considered for later improvement. A project team is calculated according to 10 people, each with an annual salary of 80,000, and the cost of self-built team to develop ERP is 800,000.
Success rate: more than 70%.
Applicable objects: large enterprises.
Second, the concept of tailor-made: find software companies in the industry tailored for themselves.
Representatives of success: Shaanxi Mind Printing and Zhejiang Best.
advantage:
First, software providers in the industry have rich R & D experience.
Second, we can learn from the advanced management ideas of other peers.
Third, system flexibility and scalability are better.
Disadvantages: Choosing software vendors is more troublesome. Once you have determined the scope of requirements, you must strictly abide by them.
Cost: Since software providers in the industry generally have ready-made software as the basis, tailor-made research and development is also based on the existing framework, so compared with the self-built team to develop ERP, the cost is lower and the construction period is shorter.
Success rate: 60% -80%.
Applicable objects: large enterprises.
Third, the concept of purchasing products: direct purchase of mature industry-specific ERP products.
Successful representatives: too many to enumerate.
advantage:
First, the industry-specific software is very mature.
Second, the industry-specific software contains many advanced management ideas of the same industry.
Third, mature software has good flexibility and scalability.
Disadvantages: can not meet the requirements of special personalization.
Cost: If the number of users is the same as the previous two implementations, the cost of directly purchasing the product is the lowest.
Success rate: highest.
Applicable objects: small and medium-sized enterprises.
Those who have succeeded beyond the above three models haven't heard of it since they have been in business for more than ten years! For example, when purchasing general-purpose software, production, quotation, and performance are often unmanageable, which can be summarized as a half-pull project. Another example is the purchase of general-purpose software plus a certain degree of customization. Since the provider certainly does not know how to provide general-purpose software, the general-purpose software is cheap. I do n’t know how to do it, and I need to invest a little, and personalized customization is often not in place. The result is still a half-pull project. Another example is small enterprises, which must have a small investment and a low cost. The software developed must be flawed, and it can be used for a year and a half. Give up and spend money again.
About the author: Zhu Dictionary, one of the senior information management practitioners in the printing industry in China, is now the general manager of Beijing Gongxin Information Technology Co., Ltd.
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