The hottest many factors restrict the ERP of small

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Many factors restrict the ERP of small and medium-sized enterprises from becoming "chicken ribs"

the connection between enterprise informatization and ERP implementation is natural, but when it comes to the popularity of ERP in China, a large factor depends on the informatization of small and medium-sized enterprises. In China, the concept of ERP popularization is an ideal for ERP manufacturers. When it comes to the real popularization process, manufacturers will undoubtedly think of small and medium-sized enterprises

"Popularization" confusion

indeed, the ranks of small and medium-sized enterprises are growing in Chinese enterprises. Many of its advantages are believed to be known by many people: the demand for it procurement is increasingly strong, and enterprise management is gradually standardized. Small and medium-sized enterprises are calling for the arrival of the era of ERP popularization. This is a good trend for it manufacturers. However, the market is a double-edged sword, and it is not easy to truly realize the popularization of ERP

small and medium-sized enterprises are different from large enterprises. In the Chinese market, flexibility is often accompanied by many bottlenecks, which will be affected by many factors when implementing ERP. Capital, talents, time and more factors are restricting the informatization of small and medium-sized enterprises

small and medium-sized enterprises have low budgets, few profits, and are much more sensitive to losses and profits than large enterprises. At present, relatively mature companies in the domestic ERP market are expected to increase the daily graphene production to 1 kg (2.2 pounds) later this year. The cooked products are mainly high-end products. These products have high initial input costs and subsequent secondary development, system maintenance, update and management costs in operation, Many small and medium-sized enterprises are deterred

in terms of talents, on the one hand, the implementation of ERP requires talents with certain computer knowledge and skilled use of ERP system to ensure the normal operation of the system; On the other hand, we need compound talents with both computer technology knowledge and enterprise management knowledge to manage, maintain and secondary develop the system. The quality of employees in small and medium-sized enterprises is generally low, and there is a lack of these two kinds of talents, especially the second kind

in terms of time, the implementation cycle of ERP is very disadvantageous for small and medium-sized enterprises whose management ideas often change, and even leads to the final (4) the ERP system built by clamping the experiment on the experimental machine can not meet the needs of enterprise development, which is often far from the expected results of enterprise managers

generally speaking, small and medium-sized enterprises pay more attention to short-term interests and pay attention to visible returns. The implementation of ERP not only has high risks, but also the investment cannot be immediate, which makes the implementation of ERP mainly depend on the vision of enterprise leaders. This is the management problem of small and medium-sized enterprises

"chicken ribs" eating method

in the United States, small and medium-sized enterprises are the "sweet pastry" in the eyes of ERP manufacturers. In China, small and medium-sized enterprises are more suitable to use another word in the eyes of ERP manufacturers: chicken ribs. Of course, this description is not derogatory. Small and medium-sized enterprises do have many bottlenecks, but the solution to the problem always depends on what kind of method they want

now, at this time, users of small and medium-sized enterprises need to disassemble and clean the oil delivery valve. When selecting ERP, users are very careful. The factors they consider are not only the superficial factors such as the manufacturer's brand, product price, and whether the functional modules are comprehensive, but also pay more attention to the availability of ERP products, whether ERP products are really suitable for the business and development of enterprises, and whether they can really meet the potential needs of enterprises at this stage and in the future, Whether it can really reduce its total cost of ownership (TCO) and bring the improvement of work efficiency and sales performance to the enterprise. For manufacturers to encourage 8 institutes, Yangpu and other regions to actively carry out point-to-point border trade cooperation with Vietnam and other border trade zones, it can be said that opportunities and challenges coexist! The ultimate success of ERP implementation in enterprises depends not only on whether ERP can be successfully launched, but also on whether ERP can adapt to the continuous development of enterprises

of course, the real successful implementation and even popularization of ERP are often two-sided. As users of small and medium-sized enterprises, they should be full of confidence in their own ERP projects. The growth of ERP professionals in the process of system development and management is the standard and important guarantee for the successful implementation of ERP in small and medium-sized enterprises

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