对ERP成功实施的探讨

阐述了ERP的概念,ERP的目标与管理要素,探讨了企业在ERP实施中的误区,并总结了一条ERP成功实施的路线,且指出ERP成功实施的关键问题.     

面向领域敏捷定制ERP生产中的多级版本管理研究

提出面向领域敏捷定制ERP产品开发模型,重点论述面向领域敏捷ERP定制过程,给出了软件开发过程中的 ERP软件构件版本管理、ERP构件组版本管理以及ERP产品的版本管理模型和详细的解决方案.解决了ERP产品柔性、适应性和ERP产品敏捷生产的问题,为提高我国企业ERP产品的实施成功率,探索出一条新途径.     

基于电子商务的ERP系统选型

通过对传统ERP局限性和功能拓展的分析,讨论基于电子商务的ERP应遵循的原则,从ERP的不同角度探讨了ERP的关键决策因素,给出了企业选择ERP步骤.     

面向领域敏捷定制ERP生产中的多级版本管理研究*

提出面向领域敏捷定制ERP产品开发模型,重点论述面向领域敏捷ERP定制过程,给出了软件开发过程中的 ERP软件构件版本管理、ERP构件组版本管理以及ERP产品的版本管理模型和详细的解决方案。解决了ERP产品柔性、适应性和ERP产品敏捷生产的问题,为提高我国企业ERP产品的实施成功率,探索出一条新途径。     

移动计算与ERP整合研究

移动计算与ERP(EnterpriseResourcePlanning)的结合,扩展了ERP的功能,给ERP带来了新的应用前景———MERP(MobileEnterpriseResourcePlanning)。文章就移动计算与ERP的整合,以制造系统为例,研究了移动计算对ERP功能扩展及移动计算与ERP整合系统的框架结构,并通过某机车车辆厂的实例进行了说明。     

基于多层结构模式的ERP系统设计

文章首先论述了ERP的特点,然后提出了ERP采用的多层结构模式及ERP的总体功能结构,最后探讨了ERP系统功能的具体实现方法。     

浅议ERP系统实施的策略和方法

本文分析了企业的ERP系统实施与管理改进创新的良性互动:ERP系统对企业管理的有效促进作用;企业创新活动促进了ERP系统的优化。提出了企业ERP系统实施评估与改善措施。由此,提出了企业ERP系统实施的策略和方法。因此,本文研究有助于企业ERP系统良好地实施与应用。     

浅议ERP系统实施的策略和方法

本文分析了企业的ERP系统实施与管理改进创新的良性互动:ERP系统对企业管理的有效促进作用;企业创新活动促进了ERP系统的优化。提出了企业ERP系统实施评估与改善措施。由此,提出了企业ERP系统实施的策略和方法。因此,本文研究有助于企业ERP系统良好地实施与应用。     

在线布业ERP应用管理信息系统的解决方案

描述了在线布定ERP的结构,介绍了直觉在线布业ERP系统的管理设计和开发的解决方案,分析了ERP实施中的困难和对策,并对在线布定ERP的前景进行了展望。     

信息化风险实战解读

一些企业的老总只认ERP,如果你不说自己的产品是ERP他就瞧不起你,尽管他其实并不十分了解ERP。看看吧,铺天盖地的ERP攻势,真的把ERP给扭曲了。     

ERP system usage and benefit: A model of antecedents and outcomes

ERP system usage has been identified as a critical factor in attaining the benefit from an ERP installation. However, the specific antecedents of ERP usage and its impact on ERP benefit remains largely unknown. Drawing on absorption capacity theory, this study develops a theoretical model that examines the mediating effect of ERP system usage on ERP benefits. Similarly, the study also identifies the antecedents of ERP system usage. A model is tested using the responses of 157 ERP system end-users across the United States and the results suggest that ERP system usage is directly related ERP benefit. However, the relationship is moderated by the degree of knowledge integration mechanisms within the firm. Consistent with the proposed model, the results also reveal that technical resources, organizational fit and the extent of ERP implementation are key drivers of ERP system usage. The research findings advance our knowledge on how managers can enhance ERP usage and realize optimal ERP benefits.     

基于版本管理企业需求驱动的企业资源计划批量定制研究

ERP 实施成功率低已经成为制约 ERP 效益发挥的一大瓶颈因素。这篇文章认为必须从企业的需求出发,在 ERP 软件产品一侧下功夫,提出了基于版本管理企业需求驱动的企业资源计划软件批量定制开发模型,详细论述了 ERP 产品开发中的版本管理,基于企业需求分析的动态企业建模,批量定制的企业资源计划产品生产等问题,同时优化了 ERP 软件开发过程中的版本管理。解决了 ERP 产品柔性、适应性和 ERP 产品敏捷生产的问题,为提高我国企业 ERP 产品的实施成功率,探索出一条新途径。     

面向客户需求ERP产品可重构开发模型研究

目前ERP系统在开发中主要存在两个问题:一是ERP产品在开发的过程中存在大量的重复工作,系统的开发周期比较长;二是ERP产品的刚性太强,系统的柔性差,适应性不强。针对上述问题,文章提出了客户需求驱动,可重构ERP软件开发模型,阐述了基于客户需求分析的动态企业建模、可重构ERP软件开发的主要技术和系统构建方法。     

The critical success factors for ERP implementation: an organizational fit perspective

Since early 1990s, many firms around the world have shifted their information technology (IT) strategy from developing information systems in-house to purchasing application software such as enterprise resource planning (ERP) systems. IT managers responsible for managing their organization’s ERP implementation view their ERP systems as their organizations’ most strategic computing platform. However, despite such strategic importance, ERP projects report an unusually high failure rate, sometimes jeopardizing the core operations of the implementing organization. This study explores the root of such high failure rate from an “organizational fit of ERP” perspective. Based on the relevant literature, we define the concept of organizational fit of ERP and examine its impact on ERP implementation, together with ERP implementation contingencies. The results from our field survey of 34 organizations show that ERP implementation success significantly depends on the organizational fit of ERP and certain implementation contingencies.     

Drivers and effects of enterprise resource planning post-implementation learning

The use of enterprise resource planning (ERP) systems has grown enormously since 1990, but the failure to completely learn how to use them continues to produce disappointing results. Today's rapidly changing business environment and the integrative applications of ERP systems force users to continuously learn new skills after ERP implementation. This study explores the effects of post-implementation learning on ERP usage and ERP impact and identifies the factors that can impact post-implementation learning, such as social capital and post-training self-efficacy. This study employs a survey method to examine the perceptions of ERP users. The theoretical model is tested by using structural equation modelling on a dataset of 812 users. This study finds that post-implementation learning has a significant positive effect on ERP usage and ERP impact, and that social capital and post-training self-efficacy are important antecedent factors of post-implementation learning. Post-training self-efficacy also significantly affects ERP usage and ERP impact. The implications for research, practice and future research directions are discussed.     

A framework for the ex-ante evaluation of ERP software

It has been widely reported that a large number of ERP implementations fail to meet expectations. This is indicative, firstly, of the magnitude of the problems involved in ERP systems implementation and, secondly, of the importance of the ex-ante evaluation and selection process of ERP software. This paper argues that ERP evaluation should extend its scope beyond operational improvements arising from the ERP software/product per se to the strategic impact of ERP on the competitive position of the organisation. Due to the complexity of ERP software, the intangible nature of both costs and benefits, which evolve over time, and the organisational, technological and behavioural impact of ERP, a broad perspective of the ERP systems evaluation process is needed. The evaluation has to be both quantitative and qualitative and requires an estimation of the perceived costs and benefits throughout the life-cycle of ERP systems. The paper concludes by providing a framework of the key issues involved in the selection process of ERP software and the associated costs and benefits.     

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.     

ERP plans and decision-support benefits

Management and implementation of Enterprise Resource Planning (ERP) systems have tended to concentrate on their transactional and record-keeping aspects, rather than on their decision-support capabilities. This paper explores connections between ERP systems and decision support based on the perceptions of 53 ERP system adopters. It offers new insights into the important objectives that are (and should be) considered in ERP plans, including decision-support objectives. It provides insights into the decision-support benefits of ERP systems. The study also examines relationships between the importance of various objectives in ERP planning and the subsequent realization of decision-support benefits from an ERP system.