面向中小企业的开源ERP——CompiereERP&CRM系统简介

企业资源计划(Enterprise Resources Plan,简称ERP)是在MRPⅡ的基础上发展起来的.ERP的基本思想是将企业的运营流程看作一个紧密连接的供应链,包括供应商、制造工厂、分销网络和客户等,它的目标是充分协调企业内外部资源,确立企业全面竞争优势.本文介绍的Compiere系统是一个面向中小型分销和服务领域企业的ERP＆CRM企业管理解决方案.     

企业管理中ERP系统对于提升企业效率与盈利能力的分析

企业资源计划是一个建立在信息技术基础上,以系统化和集成化的管理理念,为企业决策者、管理者和员工提供决策运行手段的管理平台.文本分析了ERP系统的设计思想与特点,对其在企业效益提高中的作用进行详细论述.     

企业资源计划中的知识管理

信息技术的发展促进了企业信息化的发展,而且发展速度非常迅猛,从单项技术应用到高度集成,从管理信息系统(MIS)、制造资源计划(MRP)到企业资源计划(ERP)只用了几年的时间.一些新的管理思想和管理理念与其相适应的信息化系统应运而生,其管理思想和管理理念不断得到发展,知识管理就是在ERP的管理范围内提出的一种新理念.     

ERP管理思想及其发展趋势探析

通过分析企业资源计划（Enterprise Resource Planning,简称ERP）环境下的管理思想模式,结合中国企业管理现状,指出了ERP先进的管理理念,构建了适合企业自身特点的管理模式,并对ERP的未来发展做了分析和展望。ERP,它转变了管理理念,拓宽了管理范围,具有先进性和科学性。     

实施ERP的九个为什么

在ERP实施中,企业应与咨询顾问合作,密切关注管理层面出现的问题。同时,这也可以更清楚地使企业了解为什么要实施ERP。企业的ERP实施规划是确定企业实施信息化管理宗旨、目标以及实现的方法、步骤、具体项目的计划活动。在ERP实施中,企业应与咨询顾问合作,密切关注管理层面出现的问题。同时,这也可以更清楚地使企业了解为什么要实施ERP。具体可以从以下九个方面考虑:1、企业信息化管理方面:实施ERP的目的还在于     

中小型钢材贸易企业ERP系统的设计与实现

分析了中小型钢材贸易企业的运作特点.介绍了设计和实现中小型钢材贸易企业ERP系统的整个过程.该系统基于.NET平台,使用C/S三层架构,实现了采购、销售、运输、库存和报表管理等五大功能.逐一阐述了实现ERP五大功能的技术过程.     

重金投资ERP康佳产生好效益

康佳集团已经成为中国上市公司中第一批实施ERP(企业资源计划)系统的大型电子企业之一,其ERP项目软硬件设备投资连续三年已超过2000万元,如此大手笔投资ERP在国内电子制造行业实属罕见。 管理至上 作为上市股份制公司,采用现代化管理思想管理企业、提高企业竞争力,是康佳领导最关心的问题。早在1992年初,康佳集团就引进了先进的MRPⅡ管理思想来管理企业。原     

面向中小型企业的生产制造管理系统的设计与实现

在信息时代,我国的中小型企业既面临着各种各样的挑战,也面临着各种各样的机遇。目前,我国的中小型企业绝大多数员工文化素质不高,内部管理基础薄弱等问题。要全面提高内部管理水平,中小型企业需要利用计算机化的规范化的流程,来夯实企业生产制造管理的基础工作,从而实现基础数据的规范化作业流程的标准化。因此,本文面向中小型企业,在现有的ERP（企业资源计划,Enterprise Resources Planning）的框架下,进行了对生产制造管理系统的设计与实现。     

ERP项目的监督

ERP项目是指公司借助于计算机技术,运用企业资源计划（EnterpriseResourcePlan,简称ERP）的理论和应用软件,优化公司业务流程,实现现代化管理的全过程。客观存在的实施ERP系统失败的案例,促使企业的经营者特别关注如下问题：如何保证成功地实施ERF系统？针对该问题,现代管理理论专家、学者,ERP软件的供应商及管理咨询公司都对ERP项目做了全过程的研究;收集、分析ERP项目的影响因素,制定出方法论指导ERP项目各个阶段的具体活动;将ERP项目的综合影响因素,纳入ERP项目管理的控制之中,提高ERP系统实施的成功率。方法…     

ERP与企业管理信息化

文章论述了企业资源计划ERP管理系统的发展进程及其核心功能，分析了ERP在企业管理信息化可能发挥的作用，并指出随着科学技术的不断进步，企业建立ERP系统应使其功能具备足够的灵活性，以适应业务环境的不断变化提供支持。     

ERP战略对传统企业财务管理的挑战

ERP作为一种利用信息技术全面整合企业内外资源的管理模式,日益受到生产企业的关注,而财务信息系统一直是各个企业实施ERP时关注的重点。随着企业外部经营环境和内部管理模式的不断变化,对财务管理功能提出了更高的要求,出现了新的应用。该文分析了ERP系统的管理思想,比较了ERP软件与一般财务管理软件的异同,并着重探讨了ERP中财务管理系统的功能,就传统企业财务管理应对ERP战略的挑战提出了几点建议。     

支持中小企业动态联盟的企业资源计划体系

在讨论ERP系统与应用企业的匹配性、中小企业动态联盟的特点及其ERP系统特征的基础上，提出一个基于盟主企业和盟员企业两大层面的ERP结构体系，并阐述了中小企业动态联盟在所设计的ERP环境下协同工作的业务流程．     

基于B/S模式的小型制造业ERP的研究

小型制造业如何实施ERP是ERP研究中的热点,而基于B/S模式的ERP系统正成为ERP的发展方向.文章介绍了一个基于B/S模式的小型ERP系统的设计,系统包含了库存管理、物料需求计划、销售计划、主生产计划、采购计划等核心功能模块.该系统已在苏州几家中小企业成功投入运行,提高了企业生产管理的效率.     

基于云计算模式的ERP企业管理信息系统分析

对于现代企业来讲,为了实现对企业信息的有效管理,提高企业管理效率,已经开始致力于建立企业内部的ERP管理信息系统。目前国内的大中型企业,很多已经建立了完善的ERP企业管理信息系统。考虑到企业规模的扩大以及企业管理数据的成倍增加,现有的ERP管理信息系统已经显示出一定的局限性。随着计算机技术的飞速发展,云计算的概念逐步得到了推广和应用。基于云计算的特点,ERP企业管理信息系统开始有意识的与云计算概念相结合。本文主要介绍了云计算模式的ERP企业管理信息系统特点和优势,对其应用效果进行了深入的分析。     

Managerial Competences for ERP Journeys

This paper investigates the managerial competences required for the complex interactions required to successfully integrate an Enterprise Resource Planning system into an organization—the ERP journey. A feature of the study (a five year longitudinal study of a Danish production company implementing SAP R/3) was the rise and fall of the ERP project managers. The study showed that different stages of the ERP journey required different competences from the managers. A manager with a certain competence mix might successfully oversee part of the ERP journey, but a different blend of competences was required to manage other parts. The paper concludes that a wide range of competences are required: personal, business and technical. The competence mix should be expected to vary through the journey, and is often too much to expect of one person.     

ERP系统中自适应业务数据单元系统的研究

中小企业ERP(Enterprise Resource Planning)的实施存在需求难以确定及流程经常变化的特点,因此个性化的ERP系统是系统能否成功实施的关键。在改造传统ERP系统的数据流的基础上,提出了抽象ERP系统界面过程中应遵守的原则;在这些原则的指导下,采用关系型数据库封装对象化界面元素的属性和业务行为,实现ERP系统界面元素的对象化。通过销售单输入界面实现的实例,体现了该系统的良好的扩展性和升级维护的方便性及灵活性。     

Segmenting and mining the ERP users’ perceived benefits using the rough set approach

Enterprise Resource Management (ERP) systems are viewed as a promising and powerful information technology solution for dealing with the impact of competition advancements and enabling corporations to improve productivity and to operate more efficiently. Although implementations of ERP are complex and costly, corporations may actively adopt and engage in such ERP implementations if perceived benefits exceed perceived risks and costs. A number of studies have contributed to discussion of important factors related to ERP introduction or implementation. Other studies have listed various potential benefits which may be obtained when implementing ERP systems. However, few studies attempt to deepen the analyses of the ERP users’ perceived benefits in order to gain meaningful findings for promoting ERP implementations. Typically, elements of a set of ERP benefits do not necessarily share the same importance. Moreover, a given ERP benefit may be accorded a variety of very different levels of importance by different corporations. This paper attempts to segment the ERP users into two subgroups according to the notion of Herzberg’s Motivation-Hygiene theory, and further, to uncover imperative perceived benefits for distinct subgroups of ERP users employing the rough set theory. The results of this study should provide better understanding and knowledge of strategic implications for both ERP system adopters and vendors, and thus advance the scope of ERP implementations.     

Heuristic Scheduling of Job Orders in a Build-to-Order Manufacturing System

With the continuous development of technology, traditional manual work has been becoming more and more automated. Most large or medium-sized companies have applied Enterprise Resource Planning (ERP) software into their business and production activities. However, since many small firms cannot afford ERP because of its expensive cost, they often still employ manual work for the same tasks this software resolves, especially for scheduling. This paper aims to provide a possible solution for small businesses to try automated scheduling and discover whether it can help much. There are two main ways to make this determination: a mathematical model and a heuristic model, which are suitable for assessing low- and medium-sized workloads, respectively. This case study was carried out in a small domestic interior furniture company, particularly in scheduling for their customized products in two-stage flow shop. Normally, they produce according to the sequence of customers’ orders. However, when we applied these supportive tools with batch-processing machines, they experienced enhanced production performance due to diminishing setup time for distinctive items and a more streamlined arrangement of job sequences. These changes were implemented for some small companies that do not use many production stages and have a suitable number of jobs and customers. If this method were applied to larger demands, it would need further improvement and development to become a complete tool that can perform like a part of an ERP system.     

Custom Development as an Alternative for ERP Adoption by SMEs: An Interpretive Case Study

There have been few studies of the adoption of custom-developed enterprise resource planning (ERP) systems. An interpretive case study of a SME in the agri-food industry was thus conducted to analyze this phenomenon. The study shows that custom ERP seems to represent a credible alternative for ERP adoption by small and medium-sized enterprises (SMEs) and that to minimize risk at the adoption stage, a SME can proceed in a rather intuitive and unstructured manner, based however upon certain principles, policies, and practices.     

Impact of an ERP system’s capabilities upon the realisation of its business value: a resource-based perspective

Using the resource-based view as a frame of reference, this study seeks to explore the potential link between the essential characteristics of an ERP system, defined as ERP capabilities, and its contribution to organisational performance. This contribution is conceptualised and measured through the value added by automational, informational and transformational effects of ERP capabilities upon the firm??s operational and managerial processes. Empirical data were obtained for the study??s purpose from three case studies of manufacturing firms, through 25 in-depth interviews of various managers, including the firm??s CIO. In addition to proposing an instrument to characterise an ERP system ??as installed?? in terms of three capabilities (ERP integration, ERP flexibility, ERP transversality), the study confirms that these capabilities are crucial in determining the contribution of an ERP system to organisational performance. The study also highlights different ERP effects on organisational processes and their relative importance in providing business value. While exploratory in nature, this study derives interesting implications from the data analysis in the form of propositions that may serve as research hypotheses in future studies.