裝備制造業(yè)ERP實施及案例分析

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摘要 裝備制造業(yè)作為我國制造業(yè)的核心部分，其信息化進程影響著我國工業(yè)轉型的進程，我國許多企業(yè)選擇ERP實施作為其信息化進程的核心內容。通過ERP實施，完成企業(yè)管理理念的變革，提高企業(yè)自身的信息接收能力，提升企業(yè)的競爭優(yōu)勢，是我國許多裝備制造企業(yè)進行ERP實施的目的。本文在研究ERP管理理念和裝備制造業(yè)行業(yè)特點的基礎上，通過查閱文獻和案例分析的方法，描述了我國裝備制造業(yè)ERP實施的現(xiàn)狀，探討了影響我國裝備制造業(yè)ERP實施成效的關鍵性因素，并結合實際案例，分析了其ERP實施的背景、過程、所遇到的問題及解決策略。希望能夠總結出對我國中小型裝備制造業(yè)ERP實施過程的重點和對其有所幫助的建議，并從中得出一些有啟發(fā)性的對ERP實施項目有指導意義的結論。
關鍵詞：裝備制造業(yè) 信息化 ERP實施
The ERP Implementation of Equipment Manufacturing and Case Studies
Abstract Equipment manufacturing as the core of part of China's manufacturing industry, which is the process of information has affected the process of China's industrial transformation, many companies have chosen the ERP implementation process of information as part of it score content. Through the ERP implementation, management concepts has been changed completely, their ability of receive information has been improved, and has enhanced the favorable advantages. Based on the study of ERP management concepts and characteristics of the equipment manufacturing industry, through literature review and case studies, has described the current situation of China's equipment manufacturing ERP implementation, and discussed the key factors affecting the implementation of China's equipment manufacturing industry ERP effectiveness, and combined with the actual case, analyzed of ERP implementation in the background, process, problems encountered and solutions strategy. I hope through the research can draw a conclusion ofsignificant factors in China's small and medium equipment manufacturing ERP implementation process and give them helpful suggestions, and we can obtain some implementation of enlightening and guiding significance of the conclusion of the ERP project.
Key words：Equipment Manufacturing Information Technology ERP implementation
目 錄
第1章 緒論 1
1.1 課題研究的背景和意義 1
1.1.1 背景介紹 1
1.1.2 研究目的 1
1.1.3 研究意義 2
1.2 課題的國內外研究現(xiàn)狀 2
1.3 論文研究主要內容及框架 3
第2章 ERP相關概念與實施方法 4
2.1 ERP相關概念 4
2.1.1 ERP含義及其發(fā)展階段 4
2.1.2 ERP實施成敗的影響因素 5
2.2 ERP實施方法和模式 5
2.2.1 SAP實施方法和過程—ASAP 6
2.2.2 Oracle實施方法—PJM/AIM 7
2.2.3 用友實施方法 7
第3章 裝備制造業(yè)實施需求及其ERP實施影響因素分析 9
3.1 裝備制造業(yè)ERP實施需求分析 9
3.1.1 裝備制造業(yè)行業(yè)特點分析 9
3.1.2 裝備制造業(yè)ERP實施現(xiàn)狀 10
3.2 裝備制造業(yè)ERP實施各階段影響因素分析 11
3.2.1 ERP實施規(guī)劃階段—企業(yè)管理觀念變革及業(yè)務流程重組難度大 11
3.2.2 ERP實施準備階段—傳統(tǒng)標準化產(chǎn)品結構的管理缺陷 12
3.2.3 ERP實施上線階段—企業(yè)需求、員工素質與系統(tǒng)功能模塊的適應度 12
第4章 通潤開關廠ERP實施項目 14
4.1 項目實施實例背景 14
4.2 通潤開關廠基本情況簡介 14
4.3 通潤開關廠ERP系統(tǒng)實施步驟 15
4.4 通潤開關廠ERP系統(tǒng)實施主要問題及解決策略 16
4.5 通潤開關廠ERP系統(tǒng)實施最終成果分析 18
第5章 結論與展望 20
5.1 結論 20
5.2 展望 21
致 謝 22
參考文獻 23